員工敬業(yè)度外文翻譯-其他專業(yè)-在線瀏覽
2025-03-24 08:16本頁(yè)面
【正文】 ngaged in return. Author: Smith,Jim L. Nationality: American Originate from: Quality,2021,49(6),p:1616. 3 譯文 1 員工敬業(yè)度的規(guī)則 在過(guò)去的幾年中，員工敬業(yè)度已經(jīng)成為談?wù)摵脱芯康慕裹c(diǎn)。員工敬業(yè)度吸引了工作場(chǎng)所的工人，直線領(lǐng)導(dǎo)者，人力資源管理者和行政管理者的關(guān)注。 ” 敬業(yè)的員工已經(jīng)被證實(shí)他們自愿為一個(gè)成 功的組織貢獻(xiàn)他們的時(shí)間、天賦和能力。 已經(jīng)有很多研究證實(shí)員工敬業(yè)度的好處。 蓋洛普的調(diào)查還表明，完成不敬業(yè)的員工會(huì)給公司的業(yè)績(jī)和利潤(rùn)帶來(lái)負(fù)面的影響。 Stephen Covey，在他的著作《信任的速度》中表明，美國(guó)企業(yè)中由于員工不敬業(yè)而導(dǎo)致成本費(fèi)用的增加，這個(gè)數(shù)字保守估計(jì)在 2500 億美元和 3500 億美元之間。 那么，組織如何利用這些結(jié)果呢？有很多驅(qū)動(dòng)員工敬業(yè)度的方法但是最有效的方式是領(lǐng)導(dǎo)者的行為。至少有四份研究報(bào)告能夠支持一些常見(jiàn)的員工敬業(yè)度的驅(qū)動(dòng)因素與領(lǐng)導(dǎo)者有關(guān)： 信任與正直：怎樣管理員工溝通和言行一致？ 工作的性質(zhì)：工作是否每天都是具有激勵(lì)的？ 職業(yè)發(fā)展機(jī)會(huì)：有機(jī)會(huì)嗎？ 組織自豪感：當(dāng)與組織聯(lián)系在一起時(shí)，你自豪嗎？ 員工發(fā)展：組織是否為員工的技能和知識(shí)的發(fā)展做了努力？ 關(guān)系管理：組織是否存在員工的價(jià)值關(guān)系管理？ 4 一個(gè)組織的領(lǐng)導(dǎo)班子有聘用員工的責(zé)任。 。 。對(duì)于從事頻繁性工作的員工，認(rèn)真討論他們的發(fā)展利益和計(jì)劃。簡(jiǎn)單真誠(chéng)的贊美和低成本的認(rèn)可可以得到員工更高層次的參與。但是，請(qǐng)一定要確保這種認(rèn)可個(gè)人是有特殊意義的。如果領(lǐng)導(dǎo)者定期實(shí)踐上述的行動(dòng)，員工會(huì)以積極參與和高度自我激勵(lì)作為回報(bào)。 Tarulli, 1994). Therefore, employees who actively engage in learning activities are one of the most important sources of petitive advantage for anizations (Senge, 2021。 Crossan, 2021). Like anizations, leaders, and employees each benefit from employee engagement in learning activities. Leaders benefit when they encourage employees to undertake tasks that lead to learning because doing so helps attain strategic team goals (Jansen, Vera, amp。 Bell, 2021), and the acquisition of new skills that serve as antecedents of job performance (Aguinis amp。 Rousseau, 1996). Moreover, continuous learning is an important part of many jobs because job requirements are undergoing constant change (Sonnentag et al., 2021). In addition to being a necessity, engagement in learning activities can be challenging and fun, and research has associated employee learning with positive work attitudes such as job satisfaction, anizational mitment, and retention (Mikkelsen, Saksvik, Eriksen, amp。 van den Berg, 2021). Much employee learning is believed to occur through assignments that go beyond usual job responsibilities such as new and challenging tasks, job transitions, taskforce assignments, 6 temporary attachments to other work units, and project work (Birdi, Allan, amp。 Maurer et al., 2021). Instead of viewing learning as an occasional training need, employee learning is viewed as a continuous process, that may also focus on future assignments and career development (McCauley amp。 Noe et al., 1997). Because much learning occurs within the daily work situation, leaders are generally considere to be an important force behind employee engagement in learning activities (Sonnentag et al., 2021). There is clear evidence that support from the leader enhances participation in learning activities (Birdi et al., 1997。 Noe, 2021). Noe and Wilk (1993) found that employee perceptions of their supervisor?s support for development activity influenced employee engagement in learning activities. Similarly, Colquitt et al.?s (2021) metaanalytic study showed that employee motivation to learn was related to their leader?s supportive behaviours. De
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