Examining Mediation Effects of Work Engagement Among Job Resources,Job Performance,and Turnover Intention

The main purpose of this study was to investigate the effects of work engagement on the relationships among job resources and job performance and turnover intention in Korean organizations. A total of 571 complete responses from Korean organizations were used for the purpose of data analysis, and structural equation modeling (SEM ) was used to examine the proposed research hypotheses. The results showed that job resources had a direct and positive impact on employees’ work engagement. Also, employees’ work engagement had a direct and positive relationship with their job performance and a direct and negative relationship with their turnover intention. In addition, the study revealed that work engagement had significant partial mediating effects, not only on the relationship between job resources and job performance but also on the relationship between job resources and turnover intention within organizations. Research implications, limitations, and recommendations for further research are discussed.     

An Exploratory Comparative Case Study of Employee Engagement in Christian Higher Education

Numerous studies have identified a positive correlation between employee engagement and overall organizational performance. However, research on employee engagement specifically within higher education is limited, and even less attention has been focused on engagement within the context of Christian higher education. An exploratory comparative case study research design was used to explore two faith-based universities that are atypical examples of excellence as measured by the Best Christian Workplace Institute (BCWI) “Employee Engagement and Organizational Culture” survey. Analysis of data gathered from 53 interviews with employees and document analysis led to the identification of institutional characteristics that fostered employee engagement at two universities that consistently exhibited high rankings of employee self-reported engagement based on the BCWI survey results. Despite substantial differences between the two institutions, commonalities were identified in many of the characteristics that fostered employee engagement on the two campuses. The findings revealed that the shared themes of mission, community, empowered human resource departments, and a sense of positive momentum all contributed to the atypically high employee engagement levels that resulted in a positive and empowering organizational culture.     

基于心理契约的员工工作投入度提升

随着管理理论的发展和组织对员工的重视,员工的工作投入及双方的心理契约问题逐渐彰显。用人单位应建立承诺型人力资源体系,运用心理契约有效调节员工工作行为,提升员工工作投入度。     

中国文化背景下员工敬业现状调查研究

为了了解中国文化背景下员工敬业的现状,采用《中国员工敬业量表》调查了355名被试,结果表明,中国员工的敬业不存在性别差异;不同工龄员工之间的敬业不存在显著的统计学差异;年轻的员工敬业程度更高;学历越高敬业程度越高;港台资企业员工的敬业程度高于国有企业和民营企业;中高层员工的敬业得分高于低层员工。中国文化背景下的员工敬业特征不同于西方员工。     

Engaging students emotionally: the role of emotional intelligence in predicting cognitive and affective engagement in higher education

Student engagement is a key predictor of academic performance, persistence and retention in higher education. While many studies have identified how aspects of the college environment influence engagement, fewer have specifically focused on emotional intelligence (EI). In this study, we sought to explore whether EI could predict cognitive and/or affective engagement in a sample of undergraduate psychology students in Ireland. Ninety-one students completed two forms of the student engagement instrument, rating current engagement and retrospective secondary school engagement, along with the trait EI (TEI) questionnaire. After controlling for academic ability, gender and school engagement, multiple regression analyses found TEI to be a positive predictor of both cognitive and affective engagement. Previous academic performance acted as an additional predictor of cognitive engagement, while retrospective affective school engagement predicted current affective engagement. These results suggest that interventions aimed at increasing EI may have positive implications for many aspects of student engagement, and hence performance at third level.     

Employee engagement and power to the edge

Employee engagement is the responsibility of management. Management must select (and deselect if necessary) and develop their employees for success; create a robust, open communication system; and provide the tools necessary to complete the job. Employee empowerment gives an organization the agility and competitive advantage to succeed.     

The Health‐Related Upside of Employee Engagement: Exploratory Evidence and Implications for Theory and Practice

Chronic toxic working conditions can be hazardous to employee health. Approximately 5%–8% of annual health care costs are attributable to adverse experiences at work. In contrast to the health impacts of the toxic workplace, we hypothesize that engaged employees would report elevated levels of health, including more positive levels of physical and mental health, sleep, exercise, and eating behaviors. A sample of 114 working adults responded to a survey battery regarding their levels of employee engagement, current health status, and mental health in addition to localized demographic questions. Gender was shown to moderate the engagement–health relationship (i.e., women reported sleeping better and eating less; men reported lower levels of drinking behavior). Employees who reported higher levels of employee engagement also reported more positive overall individual‐level health outcomes and more positive levels of mental health, a promising finding in light of the growing reports of toxic work environments.     

平衡计分卡在人力资源管理部门中的应用——以关键绩效指标设置为例

一个企业的发展取决于员工的绩效,而员工绩效管理的好坏取决于企业人力资源管理部门的绩效管理,因而企业人力资源管理部门绩效管理对企业的发展有着重要的意义,但目前很多企业在对人力资源管理部门的绩效管理上存在着很大的改善空间。从平衡计分卡入手来探讨人力资源管理部门的绩效指标设置,对改善企业部门绩效管理做出有益探索。     

高情商一定高绩效？——银行员工情绪智力对工作绩效的影响机制

情绪智力和情绪劳动的管理研究一直是学术界关注的焦点,现有研究表明员工的情绪智力直接影响工作绩效。采用调查问卷的形式,以251名银行员工为研究样本,实证分析银行员工情绪智力、情绪劳动和工作绩效的关联性及影响机制,研究表明,情绪劳动在情绪智力和员工的工作绩效之间起到中介作用。     

Using Performance Feedback To Decrease Classroom Transition Time And Examine Collateral Effects On Academic Engagement

Performance feedback has been described as a necessary component of consultation. Although feedback has been used to improve academic performance of individual students, less research has examined the effects on classroom academic engagement when implementation of classroom management variables is the source of feedback. Using a multiple-baseline design, the effects of performance feedback with goal setting was examined across three high school biology teachers who were first provided with feedback on the number of seconds devoted to transitions and then successful implementation of classroom time management strategies. Feedback on the number of transition minutes alone led to decreases in transition time and corresponding increases in student academic engagement for all teachers. One teacher benefited from additional feedback on classroom time management strategies. For all teachers, low rates of transition time and high rates of academic engagement were maintained when the intervention was faded and after it was terminated.     

面向岗位的电子化知识服务系统构建研究

岗位是员工参与企业生产经营活动的桥梁,员工工作中对知识的需求与其所处岗位密切相关。为满足员工的岗位知识需求,提出了一种面向岗位的电子化知识服务系统的构建过程,对系统中的关键子过程进行分析并给出个人接受服务情况的更新算法。面向岗位的电子化知识服务系统能够有效促进企业知识的转移,能够提高员工的学习效率和工作绩效。     

Positive Performance Management: Bold Experiments,Provocative Possibilities

In the face of accelerating technological, demographic, socioeconomic, and political changes, successful organizations are flattening hierarchies, forging active communication networks, promoting cross‐functional and cross‐level collaboration, and actively supporting grassroots innovation. Traditional performance management practices lack the capacity, scalability, and speed to support these cultural strategies. This article describes a new breed of performance management: an appreciative inquiry‐inspired process that focuses on strengths and puts employees in the driver's seat. It increases commitment and forges trusting relationships between employees and their leaders and paves the way for the next generation of performance management systems.     

工作场所乐趣与组织绩效的关系研究

工作场所乐趣能够对员工的工作态度、工作行为产生积极影响,进而有利于组织绩效的提高。我国企业中工作场所乐趣的实际运用程度和员工对工作场所乐趣的认知情况直接影响员工的工作热情进而影响组织绩效,研究工作场所乐趣对改善组织绩效有重大意义。     

浅谈效率循环与激励技巧

工作表现、期望与强化之间存在着螺旋效果,在企业管理中,我们应利用和创造＂良好结果＂促进职工向＂有效率循环＂转化;在转化过程中需要外力的＂保证＂和＂强化＂;要科学地对每一个目标的实现结果进行反馈,以增强职工自信心,激发出更强烈的工作力量。     

员工心理契约与员工绩效关系的实证分析——以舟山市船舶修造业研发员工为例

以舟山市船舶修造业研发员工为研究对象,通过问卷调查掌握其心理契约现状。在此基础上,运用多元回归模型,从心理契约的员工责任因素和组织责任因素出发,考察上述两方面因素对员工绩效的影响。为了更准确地反映上述两者之间的关系,本研究把性别、年龄、教育、职务和组织时间作为控制变量,以消除上述变量对因变量的影响。研究结果显示,构成心理契约的员工责任和组织责任对员工绩效均有显著影响,说明改善员工心理契约管理能显著提高员工绩效。     

知识型员工工作倦怠影响因素分析及其干预

通过对知识型员工工作倦怠的影响因素进行探索性分析,从人力资源管理角度提出干预措施,从而促进知识型员工生活质量的提高和组织绩效的改善,保持知识型员工在组织中的相对稳定性。     

The concept of employee engagement: a comprehensive review from a positive organizational behavior perspective

Employee engagement has been understood from various academic and practical perspectives, mainly due to its recent popularity. This study explores not only positive movements—positive psychology, positive organizational scholarship (POS), and positive organizational behavior (POB)—as a background of engagement but also the conceptualization, instrumentation, and empirically proven antecedents and consequences of engagement. Based on the findings, this study examines how engagement can be included as a POB construct, considering the five criteria of POB: positivity criterion, theory‐ and research‐based criterion, valid measurement criterion, state‐like criterion, and performance impact criterion.     

EAP项目化管理的必要性和可行性分析

EAP主要是通过改善员工在工作场所的心理状况和工作表现,以达到最终提高员工的工作绩效,促进企业发展的目标。当今中国的EAP行业在快速发展的过程中同时呈现出诸多现实问题,迫切需要对其进行规范的引导、实施。本文通过对EAP实施项目化管理的必要性和可行性进行分析,希望能引起更多专家学者对项目管理理念在EAP领域的系统化研究,共同探索EAP项目管理模式。     

德鲁克眼中的管理任务与激励

彼得·德鲁克(Peter F. Drucker)先生是位管理大师,其管理观点有很强的哲学性、前瞻性.本文引用德鲁克的管理观点,对管理者比较关心的"管理的任务"和"激励"问题做了剖析和阐述.侧重于分析、讨论为什么将"培养员工和履行社会责任"均视为管理的任务;结合近100年来,对人的管理历程,分析了德鲁克先生对激励的看法.即"绩效本身就是激励".以期对管理者和学者有一定的参考价值.     

A General Framework for Performance Management Systems: Structure,Design, and Analysis

Employees may spend their time on the job behaving in a variety of ways. The purpose of a well‐designed performance management system should be to channel and motivate employees to concentrate their energies on value‐added performance. The extent to which an organization achieves this outcome depends upon the design and structure of its performance management system. The basic framework of any performance management system as presented here involves four levels of operations, policies, and practices: (1) executive leadership; (2) the infrastructure of strategy, measurement and control, and work process; (3) human resource policies and practices in attracting, hiring, developing, and compensating employees; and (4) workplace working conditions shaped and driven by the practices of managers and supervisors and the dynamics of the work group or team. The issues that performance improvement specialists need to consider in analyzing an organization's performance management system are noted.