Employee EngagementWord文件下载.docx

Employee EngagementWord文件下载.docx

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Richman2006）alsodefinethiswordasbothintellectualandemotionalcommitmentofanemployeetohisorherorganization.

Ingeneral,organizationwithhighdegreeofemployeeengagementusuallyout-performsthosewhohavelowemployeeengagement.Therefore,notmatterwhatfieldstheorganizationstandsin,itsHRmanagerandtopexecutivesallwantstofigureoutthepropermethodstoenhancetheemployeeengagementoftheirownorganization.Especiallyinbusinessword,accordingtotherecentstudyconductedbyhaygroup,profitorganizationsintopquartileonemployeeengagementdemonstraterevenuegrowthx2.5thanthatoforganizationsinthebottomquartile.

Sinceengagementdirectlyaffectsthecommitmentanddiscretionaryeffortofanemployeetoitsorganization,itcanalsoaffecttheemployee’sdailyperformance,andthenfurtherinfluencethecustomersatisfaction,financialperformanceaswellastheattractionandretentionoftalentsofanorganization.（Weight,2000;

Griffith,2004;

Macey,2008;

Hakanen,2008）

Givensuchgreatimportance,keepingemployeesengagedinhighlevelisprobablythebiggestchallengeamanagerfacesinboththeshort-termandthelong-termofrunningabusiness.

Literaturereview

Althoughemployeeengagementhasbeenahottopicformanyyearbothinacademicandpracticalword,thereisnouniversalandconsistentdefinitionofit.Fromtheearly1990s,whenemployeeengagementhasfirstbroughtintoacademicworld,itsmeaningandmeasurementhasalwaysbeenchanginganddiscussedindisparateways.

Asdiscussedinthefirstpart,theearlydefinitionwasgivenbyKahn（1990）.Hedividedtheengagementintothreeaspects,namelythephysicalaspect,cognitiveaspect,andtheemotionalaspect.Inthefirstaspect,cognitiveengagementconcernsemployees’engagementofitsworkingconditionsandleaders.Thephysicalengagementdescribestheenergyemployeeexertedtoaccomplishhisorherwork.Meanwhile,theemotionalengagementincludesnotonlytheemployees’feelingabouttheorganizationandtheircoworkers,butalsotheirattitudestowardstheabovetwoaspects.

Inthefollowingyears,scholarsalsodiscussedemploymentengagementfromthreedifferentapproaches.Thereareapproachofphysicalworkingconditions,behavioraloutcomeofengagementandthepsychologicalconditionsofanemployeeundercertainworkingconditions.

Whenseeingemploymentengagementfromtheperspectiveofphysicalworkingconditions,researcherssuchasMacey（2008）and（Robinsonsetal.,2004）wouldliketomeasuretheengagementbydoingsurveysonhowemployeesdescribetheirworkingenvironment.Inpracticalword,manystandardizedsurveyweredesignedtotesttheemployees’satisfactionsoftheirworkingenvironmentandhelporganizationtoimprovetheemploymentengagementbyprovidingbetterworkingenvironment.

However,whentakingorganizationalbehaviorintoconsideration,hardwareofworkingenvironmentisnotenoughtofacilitytheemploymentengagementofanorganization.Onthecontrary,therelationshipintheworkingplaces（Organ,2006）,personalbehavior（Crant,2000）,aswellastheroleexpansion（Frese,2001）wouldcontributesalottoemployee’sengagement.Inthisperspective,OCB（shortfororganizationalcitizenbehavior）ismostdiscussedwhenmeasuringtheengagement.

Finally,researcherswhoconsideremployeeengagementformthepsychologicalprospectiveemphasismoreonemployee’semotionalreactionandpersonalthoughtsthantheworkingconditionoftheroleitself.AsdiscussedintheearlystudiesofKahnin1990and1992,engagementiscompromisedbytwoimportantcomponents,namelytheabsorptionandattentioninarole,suggestingthatwhenemployeefullyengagedinanorganization,heorshewouldnotonlyphysicallyengagedbutalsoemotionallyandcognitivelyengagedinitbyexpressingfeelings,innovating,questioningandetc.MBI（shortforMaslach-BurnoutInventory）orMBI-GS（shortforMaslach-BurnoutInventory-GeneralSurvey）allcanbeseenaspracticalexamplesofmeasuringtheemploymentengagementfromthepsychologicalprospective（SchaufeliandBakker,2004）.

Althoughdefinitionsarenotallthesame,moststudiesareunifiedinthepositiveoutcomeofhighengagement.Accordingtothemeta-analysisofHarterin2002,andmanyotherempiricalstudies（TowersPerrin,2003;

ISR2004;

Johnson2004;

SeijtsandCrim2006）,businessresultsarepositivelyrelatedtothehighemploymentengagementandtheemployeesatisfaction.TheGallupGroupalsofoundtheconnectionsbetweenthesetwoconceptsformthelargescalesurvey.ForexampleFrankandhiscoworkers（2004）believethatifthetopmangerconcernsmoreonhumancapitalthanotheraffairsofacompany,thiscompanymayoutperformothercompaniesinsatisfaction,financialandproductivityperformance.

What’smore,surveyresultssuggestthat,usuallynewlyemployedworkershavethehighestscoresamongalltheemployees,sokeepingthemengagedinthishighlevelisalsosignificantandcostsavingthanfirstletthemdownthanfindwaystoletthemre-engagedintheorganization.

Asforhowtousedifferentapproachestoimprovetheemployeeengagement,scholarsusuallytakeindividualpersonalityasakeyinfluencefactor.Theyarguedthatwhenapplyingstrategiesindividual’spersonalperception,socialenvironment,relationshipswithsoundingsshouldallbetakenintoconsideration（Bowditch,2001;

Mayetal,2004）.Becausegivenvarieslife/working/educationexperiences/conditions/backgrounds,employeeshavedifferentpsychologicalconditions,differentneeds,differentcareergoals,differentperceptionoftheirrolesinthecompany,andetc.thereforethebestwaytokeepdifferentpeopleengagedistofirstputthemintodifferentcategoriesandthenapplycorrespondingmeasurestostratifytheiruniqueneedsandexpectations（Robinson,2006）.

Tobemorespecific,scholars（Kahn,1990）suggestusingtheregularinvestigationorsurveytopredicttheengagementlevelofanorganizationtheninfluenceemployee’sengagementaccordingly.Forinstance,learningandtrainingprograms,flexibleworkingarrangements,fineworkingconditions,enoughsupportingrecoursesareallimportantandcommonlyusedpractices.Moreover,strategiesusingtoimprovetheemployeeengagementshouldbeappliedonalllevelsofemployeesfromthetopmanagerstothefirstlineworkers,sincethetransparentandcontinuouscommunicationofalltheemployeesaswellastheoveralleffortsfromthewholecompanycontributemorethantheeffortsfromonlyoneortwotopormiddlelevelmanagers（Truss,2006）.

Analysisanddiscussion

Asdiscussedabove,highemployeeengagementdrivesorganizationsuccess,thereforeinrealbusinessworldiswidelyconcernedbymanyHRmanagersinallkindsoforganizations.Accordingtoresearchersfromthepsychologyfield,Kahn（1990）,forexample,employeeengagementiscloselyrelatedtoeachindividualinsteadoftheorganizationasawhole.Therefore,differentapproachesshouldbeusedtoimprovetheengagementofdifferentemployeesaccordingtotheirworkingrolesandcharacters.FollowingreportgivesanexampleofemployeeengagementprogramforamediumsizedbrewingcompanybasedinUK.Inthisprogram,threekindsofstrategiesaredesignedregardtothreecompletelydifferentdepartments:

theR&

Ddepartment,customerservicecenter,andthemanufacturingdepartment.

Tobeginwith,toenhancetheemployeeengagementinR&

Ddepartment,whichwillinfluencetheinnovationofproducts,andisoneofthecoredepartmentsofacompany,strategiesrelatedtoknowledgesharingandimprovingthevalueoftheindividualshouldbeconcerned.Since,employeesinthisdepartmentarewellyoungandeducatedscientistswithPhDdegrees.

Forexample,companycancreateaknowledgesharingenvironmentorsystem,orbuildalearningorganization,toengageallthescientistsevolveinthedepartments.Forinstance,brainstormmeetingsordailysharingcanbeorganizedmorefrequentlyinordinaryworkdaysinsteadofprojectoriented.Benefitsofthisapproacharemany:

firstofall,newcomerscanquicklyfeelthattheyareoneoftheteam,andaregivenenoughchancetoexpresstheirownideas.Second,unliketheolddays,whendepartmentsaredividedindifferentsmallgroupstargetingtodifferentproductlines,opensharingsystemallowstheinter-groupsharingandenlargesthebenefitofeveryinnovationandbreakthroughinrelatedareas,andthereforemaximizestheoutcomeofthewholecompany.Third,asforthecompany,knowledgesharingsystemmayalsotosomeextenthelpsavelearningandR&

Dcost.

Anotherapproachspecializedforimprovetheengagementofyoungemployeesismentorshipprogram.Inthisprogram,experiencedemployeesandnewcomersarepairedtocreateaonetoonelearningandteachinggroup,helpingeveryonehighlyengagedintheorganizationaswellaskeepingskillsandknowledgeflowingintheorganization.

Lastbutnottheleast,managersshouldclearlyknowthattheturnoverrateinR&

Dcentermaycausebiglossofthecompany’scoreinformation,therefore,shouldnotsavemanypayingthosetalents.

Intermsofkeepingemployeeengagedincustomerservicecenter,whichconsistof50middleagedpredominantlyfemalepersonnel,companiesshouldconcernmoreabouttheirfeelingstothejobandtheirownfamily.Employeesincustomers’servicecenterar