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“紧箍咒”的新面孔国内一家知名保险公司的分公司,2004年与其内勤员工小王签订了一份截止至2007年3月的合同。其中,“工资构成”被分公司硬性规定了一部分“敬业津贴”。敬业津贴的主要作用是防止员工的流动。如果员工提前解约,用人单位则要收回全部或部分敬业津贴。小王还发现,公司老员工大李对这个敬业津贴 相似文献
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《当代经理人(中旬刊)》2006,(7)
你的员工敬业吗?为什么有的员工不敬业?此项针对世界上16个国家86,000多名员工(其中包括中国的约1,100名员工)的调查显示:在现今社会,吸引员工加入公司的主要因素,和保留员工并激励其全身心投入工作、始终保持高绩效的影响因素是绝然不同的两码事 相似文献
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“紧箍咒”的新面孔
国内一家知名保险公司的分公司,2004年与其内勤员工小王签订了一份截止至2007年3月的合同。其中,“工资构成”被分公司硬性规定了一部分“敬业津贴”。敬业津贴的主要作用是防止员工的流动。如果员工提前解约,用人单位则要收回全部或部分敬业津贴。小王还发现,公司老员工大李对这个敬业津贴有一肚子怨气——刚听到有这么个津贴,大李还以为要给他涨工资呢,可工资条发下来才知道,他的工资只提高了100元,而敬业津贴却高达他工资额的三分之一。“这个敬业津贴实际上等于说:如果你提前解约,那么,企业就要把你以前工作中的一部分已取得的劳动报酬拿回来。”大李愤愤不平。 相似文献
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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。 相似文献
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郭森 《中小企业管理与科技》2021,(3)
当前,在国内企业中普遍存在员工敬业度低的现象。中国民营企业在现阶段的人力资源开发和人才培养体系创建上缺乏有效的机制。同时,员工敬业度和忠诚度对企业发展有着重要意义。民营企业作为国民经济和社会发展的主力军,为了适应市场中激烈的竞争,只有吸引、留住和用好人才,建立行之有效的人力资源管理体系,才是民营企业发展、生存的关键。论文综合了部分国内外的文献资料,阐述了员工敬业度的概念,指出了影响员工敬业度的因素,提出了解决民营企业员工敬业度问题的方法。 相似文献
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包容性领导是一种当前备受关注的新型领导方式。本文通过对国内95家企业共665位员工进行问卷调查,主要考察包容性领导对员工敬业度的影响、组织认同的中介作用和平衡互惠的调节作用。研究结果显示:包容性领导显著正向影响员工敬业度;组织认同在包容性领导与员工敬业度之间起到中介作用;平衡互惠在组织认同与员工敬业度之间起到调节作用;并且平衡互惠正向调节组织认同对包容性领导与员工敬业度的中介作用。因此,企业应该采取开放包容的领导方式,通过提高员工的组织认同感,提升员工敬业度。 相似文献
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本研究从工作角色认知的视角,探究了角色清晰对员工敬业度的影响及其作用机制和边界条件.本文采取了两轮匹配的取样程序,以苏南地区服务业和制造业的613名员工为研究对象展开了实证研究.研究发现,角色清晰对员工敬业度有显著的正向影响,积极情绪在角色清晰与员工敬业度之间起部分中介作用.角色清晰与积极情绪的关系还受到领导成员交换的正向调节,进而对员工敬业度产生影响.文章还讨论了研究结果的意义和未来研究. 相似文献
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人力资源是企业的关键资源之一,具有高度敬业度的员工已经成为企业最好的竞争资源,如何有效地提升员工敬业度成为企业管理人员的重要工作之一。然而,对于中小企业而言,提高员工敬业度不是一朝一夕的工作,而应放眼未来着手眼前。中小企业管理者应该从企业自身实际出发,摸清本企业员工敬业度的基本状况,从满足员工心理需求入手,帮助员工树立职业理想,在企业内部创设"以人为本"的企业文化,提高员工的满意度,进而提升员工敬业度,促进企业和谐发展。 相似文献
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Developing employee engagement has been one of the major areas of interest in the field of human resource management (HRM), and research identifies the positive effect that engagement has on both employee and organizational performance. However, while research on engagement has been substantial, there have been limited studies on key variables such as supervisor support, voice, and trust. We examined the role of supervisor support and direct voice on engagement experienced by nurses and the mediating role trust plays in those relationships. Data were collected though an online survey of 1,039 Australian nurses and analyzed using structural equation modeling. As hypothesized, results showed that both supervisor support and direct voice are positively associated with employee engagement, and these relationships are mediated by supervisory and senior management trust, respectively. The implications of the results for human resource (HR) practitioners are discussed and include the challenge of resourcing effective direct voice systems and enlisting the support of supervisors in order to impact on the engagement of nurses who are the “front line” of the health sector. © 2016 Wiley Periodicals, Inc. 相似文献
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We propose a model of job passion that links two types of passion, harmonious and obsessive passion, to employees' work performance, via the mediating mechanism of cognitive engagement (comprising attention and absorption). Results from a survey conducted with 509 employees from an insurance firm indicate that employees with harmonious passion performed better at work, and that this relationship was mediated primarily by cognitive absorption, that is, the intensity of focus and immersion experienced by the employees when working. However, even though obsessive passion was negatively related to cognitive attention (i.e. the amount of cognitive resources spent thinking about work), it did not have a significant relationship to work performance overall. We identify and discuss research and practical implications for job passion and performance management. 相似文献
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The Employee Engagement Scale: Initial Evidence for Construct Validity and Implications for Theory and Practice
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Interest in the employee engagement construct has gained increasing attention in recent years. Measurement tools focused on nuanced areas of engagement (i.e., job engagement and organizational engagement) have been offered; however, no measure of employee engagement has been advanced despite persistent calls in the research. We present the development, method, and results of a three‐dimensional employee engagement measurement tool developed for use in the human resource and management fields of study. Across four independent studies, the employee engagement scale (EES) was found to consist of three subfactors (cognitive, emotional, and behavioral) and a higher‐order factor (employee engagement). Across a series of four studies, we explored the factor structure and reliability of the EES (Study 1), then refined the scale, confirmed the factor structure, and examined reliability and both convergent and nomological validity evidence (Study 2). Next (Study 3), we completed a final reduction in scale items and examined additional evidence of reliability and nomological validity as well as evidence of discriminant validity. Finally (Study 4), we tested for evidence of incremental validity. In the implications for theory and practice section, we discuss the importance of an employee engagement measure aligned alongside an agreed‐upon definition and framework. Limitations and future directions for research—such as the need for further psychometric testing and exploring issues of measurement invariance—are discussed. © 2016 Wiley Periodicals, Inc. 相似文献
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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。 相似文献