For most of us, work is the central, dominating fact of life. We spend more than half our conscious hours at work, preparing for work, traveling to and from work. What we do there largely determines our standard of living and our status to a considerable extent. It is sometimes said that because leisure has become more important, the injustices of work can be pushed into a corner, and that because most work is pretty intolerable, the people who do it should compensate for its boredom, frustrations and humiliations by concentrating their hopes on the other parts of their lives. For the foreseeable future, however, the material and psychological rewards which work can provide will continue to play a vital part in determining the satisfaction that life can offer.
Yet only a small minority can control the pace at which they work or the conditions where their work is done; only for a small minority does work offer scope for creativity, imagination or initiative.
Inequality at work is still one of the most glaring (明显的) forms of inequality in our society. We cannot hope to solve the more obvious problems of industrial life, many of which arise from the frustrations created by inequality at work, unless we handle it determinedly.
The most glaring inequality is that between managers and the rest. For most managers, work is an opportunity and a challenge. Their jobs engage their interest and allow them to develop their abilities. They are constantly learning. They are able to exercise responsibility. They have a considerable degree of control over their own and others' working lives. Most important of all, they have opportunities to initiate. By contrast, for most manual workers, work is a boring, dull, even painful experience. They spend all their working lives in intolerable conditions. The majority have little control over their work. It provides them with no opportunity for personal development. Many jobs are so routine that workers feel themselves to be mere cogs (齿轮) in the bureaucratic machine. As a direct consequence of their work experience, many workers feel alienated (疏远) from their work and their firm.
