企业员工如何自我提高敬业度

一个人是否有作为不在于他做什么,而在于他是否尽心尽力地把所做的事做好。敬业员工对企业所关注的经营业绩指标影响最大。员工敬业度成为了目前许多企业和研究人员关注的重点。干一行,爱一行,精一行,这就是敬业。提升员工敬业度水平可以通过搭建通畅的沟通交流平台、加强凝聚力建设、满足员工工作资源需要及关注员工职业发展等路径来实现。     

员工敬业度培养与企业竞争力提升

随着企业竞争的加剧,员工敬业度越来越成为企业的核心竞争力,它对于组织的绩效和员工的留持率有着直接的影响。本文试图就员工敬业度作初步探讨,并简单阐述了敬业度的管理模型和实施步骤。     

提高员工敬业度

作为管理者，是否因每日繁琐的事务性工作感到深深的倦怠，心有余而力不足?是否因无休止的工作劳碌而疲于应付？是否那些曾经的目标再也激发不出奋斗的热情，而新的动力仍然没有找到？作为员工，是否宁愿做一天和尚撞一天钟．得过且过？是否没有热情、体会不到工作的愉快?     

员工敬业度管理的提升策略

本文从企业政策实施层面的角度出发,对员工敬业度管理的重要性、影响面和管理策略进行研究,以期在具体的管理实践中,探索提高员工敬业度的方法和管理模式,说明员工敬业度管理的价值,为企业员工关系管理的定位提供可参考、借鉴的依据。同时,可以为企业在导入员工敬业度管理时提供更多的深层次思考。     

员工敬业度及其培养

随着世界各国管制的解除、竞争的全球化、人口结构的变化等情况，都将导致竞争越来越残酷，在这种环境下，成功所垂青的是那些能够最好把握变革的管理者，而要成功地把握变革，通常要求企业必须拥有强烈献身精神的雇员。这也就是为什么德尔塔航空公司、丰田汽车、Federal Express、Microsoft等公司生存下来，而且一般比较兴旺的根本原因。他们都明白，在急剧变化的环境中，     

测评,促进员工敬业度持续提升

2013年4月始,太钢着手推进敬业度评估和职业技能测评（简称“双评”）工作,经过紧张准备、严谨组织和有序反馈,敬业度评估工作现已进入整改提升阶段.为保持管理者持续创造提升敬业度氛围的主动性,保护全员勇于和敢于真实表达诉求的积极性,保证敬业度评估工作在推动企业管理,提高企业绩效,增强企业综合竞争力方面真正发挥效用,在此,就敬业度评估工作的重要意义以及整改提升阶段应把握的重点作一简述.     

新生代企业员工敬业度提升的思想政治教育路径

新生代企业员工已步入职场,并逐渐成为主力,而他们具有自我意识强烈、独立自主、追求挑战性和趣味性的特点,这使得他们对工作和组织的忠诚度和敬业度相比老员工都比较低。那如何提升新生代员工的敬业度呢?除了依靠科学的管理外,擅长关注人心思想政治教育方法的介入并进而探索有效路径不失为是有益的尝试。     

浅论儒家思想对提升企业员工敬业度的作用

现代社会竞争激烈,员工敬业度已经成为影响企业发展的重要因素。本文将儒家思想中的"贵人"、"重民"、"和"、"忠孝"等观点引入企业管理中,提高员工在工作中获得的虚拟回报,激发员工的主观能动性,强化员工的自我管理程度,提高员工敬业度。     

基于契合度的企业员工敬业度研究

员工敬业度是当前各行业组织所关注的焦点,是企业获得成功的关键因素。当前,企业之间人才竞争日趋激烈,如何有效激励员工并使之表现出较高的敬业度,积极努力为企业的发展目标做出贡献是企业管理中的重要课题。目前关于员工敬业度的研究大多将影响员工敬业度的各个维度分别进行研究,但却忽略了各个维度之间的相互作用,因此,本文提出基于契合度来研究员工敬业度的影响因素。     

员工敬业度 影响企业绩效的重要指标

提到员工的敬业度，不能不提员工满意度，企业进行员工满意度调查，是希望发现潜在问题，继而采取措施提高员工满意度，其最终目的是提高企业经营绩效。可是，提高员工满意度就一定能获得企业绩效的提升吗？     

The Effect of Educational Background On Performance and Organisational Commitment

In this research note Gedaliahu Harel, Senior Lecturer in Human Resource Management at the Israel Institute of Technology, and Yehuda Baruch, Visiting Fellow at the City University Business School, explore the effects of a special educational and training programme that affects the backgrounds of employees in technical jobs measured by variables such as level of performance, professionalism, and organisational commitment. the results are considered in terms of the particular population examined and the implications discussed for the use of special vocational education and training.     

Organizational Commitment

This study measures and compares levels of organizational commitment of American expatriates and host country nationals employed by U.S. in Egypt It also examines lhe nature of relationships among several variables and organizational commitment. The findings suggest that country of origin is a strong predictor of organizatipal commitment, lower commitment levels than their Egyptian counterparts. Some explanations as well as limited generalizations and implications are developed.     

Capacity Commitment versus Flexibility

We show how technological flexibility choices and equilibrium configurations (both simultaneous and sequential duopoly) depend on six industry characteristics. Low market volatility combined with intermediate market size favors inflexible technologies; large values of either volatility or size favor flexible technologies; low or intermediate values of both favor the coexistence of flexible and inflexible technologies. The possibility of a flexibility trap exists in industries of low volatility and intermediate size. Entry prevention can sometimes be achieved by inflexible technologies or flexible technologies, depending on the industry characteristics.     

商业价值提升总动员

<正>引文处在激烈竞争之中的企业常常会将商业价值最大化作为自己的中长期战略目标。由于供求趋于平和,竞争客户日趋激烈,企业渐渐地意识到,维护客户关系越来越重要。由于经营环境的变化, 企业对识别、挑选、获取、发展和维护客户更加重视。关注客户的价值、客户的满意度、客户的忠诚度等就成为一种必然。在今天,企业通过不断地沟通,通过以“利益”合作的方式,不     

加强虚拟网络实验平台建设增强学生职业核心能力

本文从网络实验平台基础入手实施改革,同时实验内容,实验要求等也随虚拟网络实验平台的建设进行一系列改革,旨在通过该平台的训练,逐步增强学生实践能力,以促进学生职业核心能力的培养和提升,有助于促进个体顺利地实现由教育世界向劳动世界的转换,促进个体终身可持续发展能力的形成.     

Biased Managers as Strategic Commitment

This paper analyzes a model in which owners of competing firms can hire biased managers for strategic reasons. We show that independent of the mode of competition, that is, price or quantities, owners hire aggressive managers. This result contrasts with the classic literature on strategic delegation. Copyright © 2013 John Wiley & Sons, Ltd.     

Commitment: A mathematical model

The concept of commitment has received ever-increasing attention from social scientists during the past fifteen years. Its usage occurs in several seemingly disjoint problem areas, but it is typically introduced when available explanations fail to describe the tendency for individuals to persist on a given course of action, once started, without obvious motive for doing so. Until recently its theoretical status has been as a primitive term, often appearing in ad hoc explanations, and accepted without question. In sociology, the first major query into the nature of commitment was Howard Becker's “Notes on the Concept of Commitment” (1960), a particularly influential article in stimulating research on commitment. However, most subsequent empirical work has dealt with the correlates and effects of commitment rather than with its genesis. Regrettably, what was once a problem in ad hoc theorizing has come to be matched by ad hoc operationalization of the concept. The present paper is a response to a perceived need for a formal model of commitment whose features might make the concept amenable to uniform theoretical and empirical usage. The purpose of this paper is to present a mathematical model of a general commitment mechanism which complements some extant ideas about the formal role of commitment in explaining certain types of behavior. The first part of the paper concentrates on extracting ideas from sociological and social psychological literature which provide the foundation for the intuitions to be formalized later. The second part presents a mathematical model of commitment. The third part discusses commitment in the context of a turnover model, and in concluding suggests some possible revisions and extensions of the model.     

Procedures and Consistency Versus Flexibility and Commitment In Employee Relations: A Comment On Storey

Jon Clark, who is Professor of Industrial Relations at Southampton University, comments on one of the most important issues raised in John Storey's Developments in the Management of Human Resources: the contrast between the ‘procedure and consistency’ of the IR/ personnel tradition and the ‘business need, flexibility and commitment’ of the HRM tradition. In particular, he queries whether HRM can be successful without a firm basis in ‘procedure and consistency’.     

Can Commitment Be Managed? A Longitudinal Analysis of Employee Commitment and Human Resource Policies

Tim Morris, Helen Lydka and Mark Fenton O'Creevy present data on a group of graduates during the first five years of employment. Dividing the sample into those who have remained with their original employer and those who have changed, they examine attitudinal commitment and tenure intentions against a set of human resource policies measured at three points in time. They find that those policies significantly associated with high commitment change over time; that attitudinal and behavioural commitment are conceptually distinct constructs; and that behavioural commitment is a less stable construct than attitudinal commitment. Generally, it appears that employee commitment is more provisional than is implied by much of the literature. Tim Morris is a Lecturer at the London Business School, Helen Lydka a researcher at the Henley Management College, and Mark Fenton O'Creevy a Research Fellow at the LBS Centre for Organisational Research.