外文翻译
原文1
The Rules of Employee Engagement
Employee engagement has been a topic of much conversation and study in the corporate world for the past veral years. It‟s a phra that has captured the attention of workplace workers, line management, HR managers and the executive suite.
The Conference Board defines employee engagement as “a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work..”
Engaged employees have been shown to willingly contribute their time, talents and abilities to the success of an organization. They not only commit to achieving a company‟s goals, engaged employees often, at their own volition, extend their discretionary effort to go above and beyond their management‟s acceptable performance standards.指距
There have been many studies on the benefit of employee engagement. According to a Gallup study, 5
4% of employees are not engaged, 17% are actively dingaged, and only 29% can be considered as engaging their time and talents.
Gallup‟s rearch also revealed how dingaged employees adverly impact a company‟s performance and profits. According to the rearch findings dingaged employees result in 27% more abnteeism, 31% more turnover, 51% less effective and 62% more accidents. Stephen Covey, in his book “The Speed of Trust,” indicated that the numbers conrvatively cost American business between $250 billion and $350 billion annually.
Now for the good news. The rearch findings also reported that engaged employees account for 12% higher customer satisfaction scores, 18% higher productivity, 12% higher profitability and 17% higher earnings per share.
How do organizations capitalize on the results? There are many drivers but the strongest of all is the performance of leaders which carries the most influence on the actions, behaviors and, ultimately, the engagement of employees. At least four studies support some common drivers of
engagement which correlates with leaders:
• Trust and integrity: How well do managers communicate and walk the talk?
垃圾变废为宝
• Nature of the job: Is it mentally stimulating day-to-day?
• Career growth opportunities: Are there opportunities?胡萝卜馅饼
梁姓起源• Pride in the organization: How much lfesteem does the employee feel by being associated with the organization?
• Employee development: Is the organization making an effort to develop the skills and knowledge of its employees?
• Relationship with management: Does the employee value his or her relationship with management?
The responsibility for engaging employees falls squarely on an organization‟s leadership team. Fortunately, there are a few low cost, low tech and high touch ways that leaders can build higher levels of engagement into their organizational culture.
1. Show that you care about your employees. On a regular basis, demonstrate a sincere interest in them not only as a person but in their health and safety.
2. Demonstrate genuine interest in their development. Improve engagement by demonstrating
a si ncere interest in your employees‟ professional growth and development. Consider engaging in frequent, structured and realistic discussions about their development interests and plans.
3. Recognize achievements. Simply offering genuine prai and low-cost recognition earns higher levels of engagement. Prai and recognize employees whenever their behavior or actions tie into your organization‟s goals and desired results. However, make sure the recognition offered holds specific meaning for the individual.
Leaders have the responsibility to foster a culture of high engagement. If leaders practice the aforementioned actions on a regular basis, employees will recognize and appreciate their active engagement and be highly motivated to respond by becoming more engaged in return.
Author: Smith,Jim L.
Nationality: American
汤圆是怎么做的Originate from: Quality,2010,49(6),p:16-16.
译文1
员工敬业度的规则
在过去的几年中，员工敬业度已经成为谈论和研究的焦点。员工敬业度吸引了工作场所的工人，直线领导者，人力资源管理者和行政管理者的关注。
会议委员会对员工敬业度的定义为：“员工对他或她的组织感到高度的情感联系，这能影响员工为工作付出更多的努力。”
敬业的员工已经被证实他们自愿为一个成功的组织贡献他们的时间、天赋和能力。敬业的员工不仅致力于在自己的能力范围内实现公司设定的目标，通常他们会通过自己的努力完成一些超出管理者要求范围外的事情。
已经有很多研究证实员工敬业度的好处。根据盖洛普咨询公司的一项研究表明，54%的员工是不够敬业的，17%的员工完全不敬业，只有29%的员工能被视为对工作是完全投入了他们的时间和才能的，即被称为敬业。
盖洛普的调查还表明，完成不敬业的员工会给公司的业绩和利润带来负面的影响。研究表明，完全不敬业的员工中有27%是容易出现旷工，31%以上的员工有离职倾向，51%的员工工作效率是在降低的，62%的员工容易引发事故。Stephen Covey，在他的著作《信任的速度》中表明，美国企业中由于员工不敬业而导致成本费用的增加，这个数字保守估计在2500亿美元和3500亿美元之间。
生物选修三
现在有一个好消息，研究的结果还表明，敬业的员工能提高12%的顾客满意度，增加18%的生产率，提高12%的盈利能力，还能使得每股盈利增加17%。
那么，组织如何利用这些结果呢？有很多驱动员工敬业度的方法但是最有效的方式是领导者的行为。这些领导者需要具备对员工的动作、行为有深刻的影响力，最终能提高员工敬业度。至少有四份研究报告能够支持一些常见的员工敬业度的驱动因素与领导者有关：
信任与正直：怎样管理员工沟通和言行一致？
工作的性质：工作是否每天都是具有激励的？
职业发展机会：有机会吗？
组织自豪感：当与组织联系在一起时，你自豪吗？
员工发展：组织是否为员工的技能和知识的发展做了努力？
高中交换生
关系管理：组织是否存在员工的价值关系管理？
一个组织的领导班子有聘用员工的责任。幸运的是，可以运用一些低成本、低技术和高接触的方式，帮助领导者建立更高层次的员工敬业度，并是他们参与到组织文化中。
1.表现出你关心你的雇员。定期对他们表现出真诚的兴趣，主要关注他们的健康和安全。
2.对员工的发展展示真正的兴趣。通过关心员工专业上的成长和发展提高他们的敬业度。对于从事频繁性工作的员工，认真讨论他们的发展利益和计划。
3.认可成果。简单真诚的赞美和低成本的认可可以得到员工更高层次的参与。只要他们的行为是有利于组织的目标和期望的结果实现的，领导者可以及时赞美和认可员工的行为。但是，请一定要确保这种认可个人是有特殊意义的。
领导者有责任培养高度参的组织文化。如果领导者定期实践上述的行动，员工会以积极参与和高度自我激励作为回报。
作者：Smith,Jim L.
国籍：美国
文献出处：质量,2010,49（6），第16-16页.
原文2
How leaders stimulate employee learning : A leader–member
exchange approach
Employee engagement in learning activities
Employee engagement in learning activities has become an increasingly important topic in recent years. Demands made on employees to upgrade their job skills and knowledge are increasing continuously becau organizations are faced with markets that are global, competitive, and technologically bad (Maurer & Tarulli, 1994). Therefore, employees who actively engage in learning activities are one of the most important sources of competitive advantage for organizations (Senge, 2006; Vera & Crossan, 2004).
鸡翅怎么烧好吃又简单Like organizations, leaders, and employees each benefit from employee engagement in learning activities. Leaders benefit when they encourage employees to undertake tasks that lead to learning becau doing so helps attain strategic team goals (Jann, Vera, & Crossan, 2009). Moreover, employee learning is associated with improved job performance (Arthur, Bennett, Edens, & Bell, 2003), and the acquisition of new skills that rve as antecedents of job performance (Aguinis & Kraiger, 2009). Learning is also crucial for employees becau they need to stay current in a labour market that no longer guarantees long-term employment and job curity (Arthur & Rousau, 1996).
Moreover, continuous learning is an important part of many jobs becau job requirements are undergoing constant change (Sonnentag et al., 2004). In addition to being a necessity, engagement in learning activities can be challenging and fun, and rearch has associated employee learning with positive work attitudes such as job satisfaction, organizational commitment, and retention (Mikkeln, Saksvik, Erikn, & Ursin, 1999).
There are many different ways for employees to engage in learning activities. Whereas organizations focud on formal training programmes in the past, they recognize now that valuable learning takes place within the daily work situation (Poell, van Dam, & van den Berg, 2004). Much employee learning is believed to occur through assignments that go beyond usual job responsibilities such as new and challenging tasks, job transitions, task-force assignments,
