浅谈如何激励企业员工提高敬业度

正关于如何激励企业员工、如何提高员工敬业度的研究一直是当今人事资源管理领域的核心课题之一,2013年11月美国盖洛普咨询公司公布的全球员工敬业度调查报告结果显示,全世界仅有13%员工的工作状态称得上敬业,企业如何强化激励、有效提高员工敬业度已是迫在眉睫需要解决的问题。本文将试从员工敬业度的作用、影响因素和企业激励措施三个方面对这一问题进行探讨。一、员工敬业度的作用【摘要】研究员工敬业度的作用,首先要了解什么是员工敬业度。社会主义职业道德的第一条便是"爱岗敬业"。顾     

“90后”员工敬业度提升模式探索

"90后"已成长为劳动力市场的生力军,如何针对其特点,采用集成化人力资源管理手段,扬长避短,提升其工作敬业度,成为企业人力资源管理的必修课程。文章将员工敬业度模型与"90后"员工特点相结合,构建了适应"90后"员工敬业度管理的六边模型,并提出具体的管理措施。     

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。     

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。     

基于个人-工作契合度的员工敬业度评价体系研究

现代企业竞争实质上是人力资源的竞争,本文从个人-工作契合度及其子概念的角度来建立员工敬业度体系并对其进行评价,并将该评价体系应用于辽宁抚顺移动公司。充分发挥员工的潜在能力,提高员工敬业度,是现代企业取得成功的关键。这一研究有助于企业内部及企业间员工敬业度的评价和比较,为提高员工敬业度提供导向和依据。     

基于结构方程模型的制造业员工敬业度结构实证研究

员工敬业度管理是企业人力资源管理与开发中的重要环节,通过提升员工敬业度可以有效提高员工个人及其组织的绩效。本文基于结构方程模型对制造业员工的敬业度结构进行探索与验证,开发出包含融入、责任感、投入、集中、尽职、积极主动等12个项目的制造业企业员工敬业度问卷。研究结果表明,员工的敬业度由组织认同、工作态度、精神状态、责任效能四个维度构成且此四维度结构优于双维度和单维度结构,同时敬业度二阶因子模型分析的结果支持敬业度这一高阶因子的存在。     

企业社会责任履行对人才敬业度影响因素的实证检验

在管理实践中发现,敬业度高的员工愿意全身心地在企业中发挥个人的最大价值,对组织绩效会产生积极的正向影响。在员工敬业度高的企业,员工发自内心地认同和恪守公司价值观。因此,如何提升人才敬业度成为管理者日益关注的领域。本文提出组织因素中的企业社会责任履行状况可能会影响人才敬业度的假设。而后实证研究的结果表明：企业社会责任履行状况与人才敬业度呈正相关关系。最后,本文结合典型企业的案例,针对企业如何从四个维度———员工维度、顾客维度、环境维度和社区维度来切实、有效地履行社会责任,进而提升人才敬业度和组织绩效给出一系列管理建议。     

如何提高员工敬业精神

据调查，敬业员工的工作绩效要比不敬业的员工高出4到9倍。但在中国企业中，只有8％的员工被认为具有高敬业度，有25％以上的员工被认为敬业度很低，相信不少企业的管理人员都有类似的感觉：组织内大量的员工“身在曹营心在汉”。那么，如何提升员工的敬业精神，从而提高其工作绩效呢？下面将用对称式管理的理论，来探讨如何提升员工的敬业精神。     

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。     

资源保存理论视角下的员工敬业度提升策略研究

基于资源保存理论,从资源视角提出两条敬业行为的生成机制,其一是资源积累和资源扩张-高绩效-敬业行为强化,其二是资源损耗和资源丧失-高压力-敬业行为弱化。在此基础上,强调从提供组织支持性资源、实现工作要求-资源平衡等方面入手提升员工的敬业度。     

个人因素视角下科技型企业员工敬业度的差异分析

科技型企业作为市场最敏感、新技术创新活动最为活跃、最敢于冒风险的一支力量,其知识型员工的敬业度直接影响到企业的绩效。而个人因素中的性别、学历、工作年限、职位以及性格特征等因子会在员工敬业度上形成差异影响。所以,企业管理者应该根据差异有针对地甄选、留任员工。     

中小企业如何提高人力资源管理水平

在中国的整体经济发展趋势中,中小企业的发展已经越来越壮大,在大的经济环境下,逐渐成为了中间力量。各个企业都是以人为本来发展的,一个企业人力资源的整体管理水平的高低直接影响着整个企业的前进和发展,在本文中,我们主要就中小企业如何提高人力资源管理水平进行探讨和研究。     

员工工作幸福感形成机制及其提升策略

员工工作是否具有幸福感影响到员工的工作绩效及其离职倾向,目前企业员工工作幸福感存在一定程度的缺失,影响其工作积极性,甚至导致员工缺勤和离职。全面的工作幸福感包括工作满意感评价、情感评价和价值感评价,员工工作幸福感受个人因素、工作特征因素、企业层面因素的影响,其形成受到牵引机制、阻力机制、调节机制三种机制的影响。为提升员工工作幸福感,企业应关心和满足员工基本需求,努力提高激励水平,注重因人而异合理进行工作分析和设计,同时建立员工援助计划(EAP)以减轻员工压力,完善留人机制以加强员工工作安全感,完善人与组织匹配的招聘模式。     

创业型企业员工敬业度的影响因素及提高措施研究

在21世纪,企业的竞争最大化地表现在人才的竞争上,对于企业来说,拥有高度敬业的员工是竞争力最强的表现。因此,如何提升员工敬业度是企业需要迫切解决的问题。尤其是对于处于创业期的企业来说,只有增强员工的凝聚力和敬业度,才能使企业有快速的发展。     

The effects of a gamified human resource management system on job satisfaction and engagement

The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work.     

Mapping the relationships between high-performance work systems,employee resilience and engagement: a study of the banking industry in China

Abstract

There is now growing interest in employee resilience in the organizational context and its contribution to organizational performance. However, little is known the extent to which high-performance work systems (HPWS) contributes towards enhancing employee’s resilience as well as their levels of engagement. This study examines the relationships among HPWS, employee resilience and engagement, using a sample of 2040 employees in the Chinese banking industry. Drawing on the job demands-resources model and strategic/high-performance human resource management theory, we develop three hypotheses to test the relationship between HPWS and employee resilience, resilience and employee engagement, and the mediating effect of resilience on the relationship between HPWS and engagement. All hypotheses are supported and suggest that HPWS can be used as a job resource to positively affect resilience and subsequently employee engagement. The key message of the paper is that employee resilience can be viewed as a set of skills and attributes that can be developed through the effective use of HPWS to benefit both individuals and the organization.     

Disengaging from engagement

Two basic approaches to engagement are contrasted. Work engagement relates to an individual's psychological state of mind while at work. The problems with this and its limited relevance to HRM are considered: its concern with a minority of employees, the way non‐engaged staff are portrayed, the airbrushing out of conflict and the pernicious use of positive psychology. Employee or behavioural engagement is more relevant to HRM and employment relations but suffers from a lack of definition and a failure to specify the components that are associated with higher levels of employee engagement. It is usually a‐contextual and lacks the subtlety of earlier work on HR and performance, while covering the same ground. Problems remain with research seeking to show the connections with financial performance. Boiling engagement measures down to one score is particularly worrying. The management of employee engagement in the UK National Health Service illustrates that properly constructed studies of employee engagement can inform policies and practices to improve work relations, employee well‐being and aspects of performance.     

企业伦理对员工忠诚度的影响探讨

人才竞争成为企业竞争的核心,如何留住人才是关键。企业伦理已成为管理理论和管理实践发展的精神动力。本文提出了企业伦理与员工忠诚度关系的理论模型,为企业提高员工忠诚度提供了参考。     

Caring human resources management and employee engagement

Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.     

企业离职员工关系管理

随着市场竞争日益加剧,人才流动也成为经济生活中的正常现象,企业员工离职现象也越来越普遍。企业应通过与员工保持"终身交往",进行双向的价值交换和个性化沟通,使员工为企业创造最大的价值,将离职员工变成企业的宝贵资源。