英国课程作业:员工敬业度与竞争优势

员工敬业度是员工在组织中的情感和智力参与的状态。它指的是员工为了实现组织目标而“自愿努力”地投入到他们的工作中去。敬业度与许多绩效指标之间有很强的联系，这些指标包括保持度、客户满意度，绩效和最终更高的生产效率和更好的经营业绩。简单地说，员工敬业度就是让员工“为工作奉献自己的所有”[1]

招聘优秀人才仅仅是组织迈向成功的第一步。但留住员工使他们发挥最大潜能是组织成功的关键。企业的成功需要员工积极参与。

一个敬业的员工对业务环境有清晰的认识，为了组织的利益和同事协同工作以提高业绩。这种积极态度的培养最终会转化为商业收益。

员工敬业度的本质是提供一个积极的环境，让员工可以自由地贡献他们的力量，更重要的是让他们渴望以对组织目标产生显著有利影响的方式更多地贡献自己的能量，努力和思路。[2]

简介——Introduction

 

Employee engagement is a state of emotional and intellectual involvement that an employee has in his or her organization. It refers to the 'voluntary efforts' employees are ready to put into their work, to achieve the organisation's objectives. There is a strong and link between engagement and various performance measures including retention, customer satisfaction, performance and ultimately higher productivity and better business results. Simply put, employee engagement is about getting employees "give it their all" [1]

 

Recruiting good talent is just the first step towards organizational success. But retaining the employees and making them deliver their maximum is the key to organizational success. The success of organisation requires the active and willing participation of organisation's workforce.

 

An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. Developments and sustenance of this positive attitude translates into business gains.

 

The essence of employee engagement is to provide a positive environment where employees are free to contribute and more importantly desire to contribute more of their energy, efforts and thought processes in ways that significantly and favourably impact the goals of the organization.[2]

 

Engaging employees is crucial for truly talented people or the High Potential Employees who are likely to take up leadership roles in the future. Engaging the High Potential employees needs to be an organizational priority, because they are by definition precious possessions for the organization. They are more likely to move on to another organization if they don't feel that the current one meets their demanding needs for job satisfaction, purpose and sense of self-worth.

 

敬业的员工——Engaged Employee

Engaged Employees are those who go beyond the expectations and bring the full range of their abilities and creative potential to the enterprise. Such engaged employees beget satisfied customers. This in turn improves the profitability of the organisation.

 

To understand the need of employees in the context of employee engagement, we require to look at how the following traditional concepts.

 

员工满意度——Employee Satisfaction

Employee satisfaction is a measure of how happy employees are with their work and environment. Keeping employee morale high can be of tremendous benefit to any organization, as satisfied people are more likely to produce more results, take fewer days off, and stay loyal to the organization. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. Even if management cannot meet all the demands of employees, showing them that they are being heard and putting honest dedication into compromising will often help to improve morale.

 

There are many factors in improving or maintaining high employee satisfaction. One of the best ways to maintain employee satisfaction is to make employees feel like part of a family or team. Many organizations participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting.

 

However, it should be noted that satisfied employees need not necessarily produce the type of performance that help organisations to succeed. Satisfaction is the minimum that is required, but engagement brings a person to unleashing his talents and deliver measurably to improved performance.

 

员工忠诚度——Employee Loyalty

Employee loyalty does not always lead to high performance. Being engaged is about more than being loyal to a company. Being loyal to the company could mean that they may never quit. But that does not necessarily mean that they are showing engaged levels of productivity.

 

补偿——Compensation

The traditional way of expecting of high commitment from employees is by high providing high remuneration. But this concept is no longer relevant in its original form. As explained in Herzberg's two factor theory of motivation, money is a hygiene factor and not motivator, i.e. its absence or lack of it may lead to de-motivation but its presence may not necessarily motivate an employee to give his 100%.

 

In practice, people are more likely to be swayed by a range of other, nonfinancial, factors when deciding where they will work. This is particularly true of really talented people, who tend to have a good idea of the market rate they can command and will be looking for a prospective employer who can offer this and other advantages.

 

自我激励——Self Motivation

There is a general perception that some people are self motivators while others are not. So, hiring such self motivators could be beneficial for the organization. But various survey results show that people's engagement at work is dependent on their experiences in the organisation. So, even if a person is naturally self motivating, keeping the person engaged at work would depend on his experiences.

 

Engagement is thus a two way process: organisations must work to engage the employees, who in turn have a choice about the level of engagement to offer to the employer.[3]

 

Thus, the key behavioural aspects that HR professional should search for in an engaged employee are

 

Desire to work towards the organisational objectives

Understanding of the business context and the 'bigger picture'

Respect for colleagues and desire to help

Willingness to 'go the extra mile'

Belief in the organisation

Keeping pace with the developments in the field

To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction.

 

Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. He classified the various factors under two heads:

 

Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction.

 

Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees.

 

员工敬业模式——Modes for Employee Engagement
 

HR Consultant Hewitt has classified the drivers of Employee Engagement into six groups - People, work, total rewards, opportunities, company practices and quality of life. Together they drive engagement and it is portrayed by three key behaviors in employees. The behaviors that indicate strong engagement are:

 

Stay: They have an intense desire to be a member of the organization.

Say: They are passionate advocates for their workplace and business with co-workers, potential employees and customers.

Strive: They go beyond what is minimally required to produce extraordinary service and results for customers and colleagues.

Levels of Engagement

To better understand and appreciate the importance of employee engagement, we need to understand the levels of engagement

 

不敬业的员工——Not Engaged

Employee disengagement is characterised which shows lack of commitment, marginal productivity, couldn't care less attitude, frequent absenteeism, open hostility or in extreme cases breach of security etc. A major reason for disengagement is absence of appreciation or 'positive stroke'

 

主动不敬业的员工——Actively disengaged

Actively disengaged employees are those who are not only unhappy about the work but they undermine the efforts of others around. Their disengaged attitude may create tension and problem among other workers who are dependent on such employees for completion of the team assignments.

 

主动敬业的员工——Actively engaged

Engaged employees as discussed before are people who wish to exceed their roles and are always ready to help their colleagues. They work with passion and drive innovation and move the organisation forward. Career opportunities, awards and recognition are examples of motivation factors.#p#分页标题#e#

 

竞争优势——Competitive Advantages
 

低流失率——Lesser Attrition rate

Engaged employees tend to stay in the organisation much longer as compared to the non-engaged employees. Engaged Employees by staying longer in the company become the Brand Ambassadors of the company advocating its policies and work environment and thereby building a positive environment. It gradually becomes a spiralling effect and leads to more people getting engaged with the organisation and its goals. So in today's highly globalised marketplace where society and business are witnessing unprecedented change, many companies would be competing for the same talent workforce. It makes sense for the organisations to look at ways to reduce attrition by engaging talent.

 

敬业是组织成功的驱动力——Engagement as a Driver for Organisation Success

Engaged Employees work harder and are more likely to go that 'extra mile' for the organisation. These Employees have a very positive feeling about their company which is reflected in the quality and the amount of effort they put in their work. It is also seen that people who are highly involved in their work processes tend to be more engaged.

 

更高的生产力——Higher Productivity

When the employees have the power to make decision related to their performance, can access information about the cost and revenue, and have the necessary knowledge, training and development to do their jobs and are rewarded for their efforts, they tend to put in more effort and be more productive. For example, a recent study that analysed 132 U.S Manufacturing Firms found that companies using high performance work systems had significantly higher labour productivity than their competitors.

 

为组织节省开支——Savings for the Organisation

According to the report by SHRM Foundation, employee engagement can be measured and can yield significant savings. For example, at the beverage company of Molson Coors, it was found that an engaged employee was five times less likely to have a safety incident and seven times less likely to have lost-time safety incident as compared to a non-engaged employee. Considering the average cost of safety incident for an engaged employee to be $64, the company saved around $1,721,760 in safety costs alone in 2002. In addition, savings were found in sales performance teams through engagement. The difference in performance-related costs between high and low Engagement Teams totalled around $2,104,823.

 

更好的业绩——Better Performance

The Employee's emotional commitment to the job and the organization is key for engagement. The degree and quality of the performance depends on the level of Emotional Commitment- the extent to which an employee derives enjoyment, meaning, pride or inspiration from something or someone in the organisation. This is a significant variable in engagement and thus in the performance. Emotional Commitment to the job, organisation, team and manager has been found to determine stronger performance than rational commitment. The extent to which an employee feels that someone or something within the company provides development, financial or professional rewards in employee's best interest leads to better performance.

 

提高了的客户忠诚度——Improved Customer Loyalty

An engaged employee forms a stronger Emotion Connect with the company as compared to the non-engaged employees. This impacts their attitude towards the clients.

 

When Employees feel more engaged to their work, the climate is better for service and customer receives better quality services, thus promoting Customer Loyalty. Thus service organisations like banks, hotels etc. must focus more on keeping the employees engaged as these engaged employees tend to more professional yet humane in their approach towards the clients. They go to the maximum possible level as they feel attached to the company and thereby increase the customer satisfaction leading to increase in the overall revenue of the company.

 

促进业务增长——Boosts Business Growth

Employee engagement has emerged as a critical driver of business success in today's competitive marketplace. There is a significant link between employee engagement and the overall profitability of the organisation. As an engaged employee is committed and aligned with the organisation strategies and goals. There is a sense of correlation which builds up passion and commitment in the employee to actively increase the growth of the business.

 

Human Capital, August 2005, Engagement for the mind, body and soul

Human Resources Partnership, Inc. Engagement By Michael Kalinowski

HR Magazine| Feb 2008, Management holds key to Employee Engagement