Strategic and proactive approaches to work engagement
Strategic and proactive approaches to work engagement
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DOI：
10.1016/j.orgdyn.2017.04.002
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发表时间：
2017-04-01
影响因子：
2
通讯作者：
Bakker, Arnold B.
中科院分区：
文献类型：
--
作者：
Bakker, Arnold B.
在竞争激烈的商业世界中，变化的速度一直在加快，组织越来越依赖于员工的优势和才能。想要保持竞争力的现代组织需要敬业的员工--具有高水平能量、奉献精神和专注力的人。企业员工拥有丰富的“资源”，他们可以将其投资于工作。他们对自己的工作充满热情，沉浸在工作活动中，面对挑战和障碍时坚持不懈。元分析研究提取了数百项研究中发现的平均效应，表明工作投入是工作和组织绩效的重要预测因素。此外，过去十年的研究提供了强有力的证据，证明参与会带来关键的组织成果，包括创造力和创新、客户满意度、积极的财务成果和减少病假。在本文中，我讨论了战略（自上而下）和积极主动（自下而上）的工作参与方法。遵循自上而下方法的组织可能会实施战略人力资源管理（HRM）系统，以促进员工的工作投入，或使其领导者意识到为员工提供工作资源的重要性。各组织还可促进其雇员主动调动资源。我将讨论四种可能的自下而上的工作投入方法，即（a）自我管理，（B）工作制作，（c）优势利用，（d）调动自我资源。虽然战略性人力资源管理举措和变革型领导预计将通过丰富的工作环境对员工的工作投入产生重要的结构性影响，但员工也可能通过积极主动的方式影响自己的工作投入水平-从一天到一天。我认为，员工的工作参与度最有可能出现在具有明确人力资源战略的组织中，在这种组织中，领导者为员工提供资源，员工参与日常主动行为，如工作制作和优势利用。
In a highly competitive business world where the rate of change has been accelerating, organizations increasingly rely on the strengths and talents of their employees. Modern organizations that want to stay competitive need engaged employees–—individuals who have high levels of energy, dedication, and absorption. Engaged employees have an abundance of “resources” which they can invest in their work. They are enthusiastic about their work, immersed in their work activities, and persistent when confronted with challenges and hindrances. Meta-analytic studies that distill the average effect found in hundreds of studies have shown that work engagement is a crucial predictor of job and organizational performance. Moreover, research of the past decade has provided strong evidence for the notion that engagement leads to key organizational outcomes, including creativity and innovation, client satisfaction, positive financial results, and reduced sickness absenteeism. In this paper, I discuss strategic (top-down) and proactive (bottom-up) approaches to work engagement. Organizations that follow a top-down approach may implement strategic human resource management (HRM) systems to facilitate employee work engagement, or make their leaders aware of the importance of providing job resources to their employees. Organizations may also facilitate their employees in proactively mobilizing resources themselves. I will discuss four possible bottom-up approaches to work engagement, namely (a) self-management,(b) job crafting,(c) strengths use, and (d) mobilizing ego resources. Whereas strategic HRM initiatives and transformational leadership are expected to have an important structural impact on employee work engagement through an enriched work environment, employees may also influence their own levels of work engagement by being proactive–—from day to day. I will argue that employee work engagement is most likely in organizations with a clear HR strategy, in which leaders provide resources to their employees, and in which employees engage in daily proactive behaviors such as job crafting and strengths use.