1、 1 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 several years. Its a phrase that has captured the attention of workplace workers, line management, HR managers and the executive suite. The Conference
2、 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 abiliti
3、es to the success of an organization. They not only commit to achieving a companys goals, engaged employees often, at their own volition, extend their discretionary effort to go above and beyond their managements acceptable performance standards. There have been many studies on the benefit of employ
4、ee engagement. According to a Gallup study, 54% of employees are not engaged, 17% are actively disengaged, and only 29% can be considered as engaging their time and talents. Gallups research also revealed how disengaged employees adversely impact a companys performance and profits. According to the
5、research findings disengaged employees result in 27% more absenteeism, 31% more turnover, 51% less effective and 62% more accidents. Stephen Covey, in his book “The Speed of Trust,” indicated that these numbers conservatively cost American businesses between $250 billion and $350 billion annually. N
6、ow for the good news. The research 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 these results? There are many drivers but the
7、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 2 engagement which correlates with leaders: Trust and integrity: How well do managers communica
8、te and walk the talk? Nature of the job: Is it mentally stimulating day-to-day? Career growth opportunities: Are there opportunities? Pride in the organization: How much selfesteem does the employee feel by being associated with the organization? Employee development: Is the organization making an e
9、ffort 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 organizations leadership team. Fortunately, there are a few low cost, low tech and
10、 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
11、development. Improve engagement by demonstrating a sincere 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 praise and lo
12、w-cost recognition earns higher levels of engagement. Praise and recognize employees whenever their behavior or actions tie into your organizations goals and desired results. However, make sure the recognition offered holds specific meaning for the individual. Leaders have the responsibility to fost
13、er 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 Originate from: Qualit
14、y,2010,49(6),p:16-16. 3 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
15、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。 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？ 关系管理：组织是否存在员工的价值关系管理？
