2026年全球职场状况报告：人工智能革命的人性面

The Human Side of the AI Revolution Gallup is committed to bringing the voice of the employeeto the decision-making table as we help global leaders solvetheir most pressing problems. In this report, we featureannual findings from the world’s largest ongoing study ofthe employee experience. We examine how employees feelabout their work and their lives, an important predictor oforganizational resilience and performance. C O P Y R I G H T S TA N D A R D S This document contains proprietary research, copyrighted and trademarked materials of Gallup,Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright,trademark and trade secret protection safeguard the ideas, concepts and recommendations relatedwithin this document. The materials contained in this document and/or the document itself may be downloaded and/orcopied provided that all copies retain the copyright, trademark and any other proprietary noticescontained on the materials and/or document. No changes may be made to this document withoutthe express written permission of Gallup, Inc. Any reference whatsoever to this document, in whole or in part, on any webpage must provide a linkback to the original document in its entirety. Except as expressly provided herein, the transmissionof this material shall not be construed to grant a license of any type under any patents, copyright ortrademarks owned or controlled by Gallup, Inc. The Gallup Q¹² items are Gallup proprietary information and are protected by law. You may notadminister a survey with the Q¹² items or reproduce them without written consent from Gallup. Gallup®and Q¹²®are trademarks of Gallup, Inc. All other trademarks and copyrights are property oftheir respective owners. Table of Contents From the CEO4The Engagement Slump Continues5The Shrinking Perk of Being a Manager7The Future of Jobs10Managing the Emotional Workplace13Global Insights16Regional InsightsUnited States and Canada25Latin America and the Caribbean31Europe37Post-Soviet Eurasia43Middle East and North Africa49Sub-Saharan Africa55East Asia61South Asia67Southeast Asia73Australia and New Zealand79Appendix 1: Country/Territory by Region Data85Appendix 2: Methodology245Appendix 3: Support Information247 From the CEO The technology works. Large language models can draft legal contracts, write code andsynthesize research at speeds no human team can match. But those gains are not showing up in the bottom line. A recent MIT study found that despite roughly $40 billion in enterprise investment, 95%of organizations have seen zero measurable impact on profits.1An NBER survey of nearly6,000 global executives reports that 89% see no effect on labor productivity. In Gallup'sown data, only 12% of employees in AI-implemented organizations strongly agree that AIhas transformed how work gets done in their organization. So, if the technology isn't the problem, what is? Gallup's data points to an answer the corporate world has largely ignored: the manager.In organizations investing in AI, the strongest predictor of employee adoption, aside fromtechnical integration, is whether their direct manager actively champions it. Even the mostsophisticated neural network cannot overcome an indifferent team leader. OpenAI would likely agree. In its 2025 enterprise report, the company states: "The primaryconstraints for organizations are no longer model performance or tooling, but ratherorganizational readiness and implementation." The relationship between realized technological gains and great management is notnew. A decade ago, researchers at Stanford, Harvard Business School and MIT foundthat differences in management practices accounted for about 30% of the variationin total factor productivity, the most common measure of the impact of technologyon productivity.2 For decades, organizations worldwide have struggled to manage people effectively.Now, the financial stakes are far higher. Winning the AI revolution will depend not just onthe technology you deploy but also on how well you lead the people using it. This reportestablishes a global baseline for management effectiveness in the AI era. Jon Clifton Gallup CEO The Engagement Slump Continues In 2025, global employee engagement declined for asecond year to its lowest level since 2020. Global Engagement% Engaged The world’s employee engagement hasdropped to 20% from its peak in 2022 of 23%,with a margin of error of less than ±0.1 pct. pt. AI improves personal worker productivity,but macro-level benefits remain elusive. Among U.S. workers in organizations that haveimplemented AI, 65% say that AI has had a"somewhat" or "extremely" positive impacton their productivity (7% say "somewhat" or"extremely" negative). At the same time, only12% strongly agree that AI has transformedhow work gets done in their organization. Despite the recent downturn, employee engagementis eight percentage points higher than it was in Gallup'sfirst measurement in 2009 and five poi