essay代写:员工敬业度

| 20-10月-2020 | 论文代写

essay代写:员工敬业度

社会交换理论是目前在员工敬业度研究中最被接受和应用最广泛的理论。这一理论的重要原则是,人们沉迷于根据共同利益和感知成本做出具有社会性质的决定(Bacharach, 1989)。这个理论沉溺于提出关键因素。它描述了当任务有他们的基础在公平交换制度和适当的平衡时,员工有动力从事他们的任务。这样的交换关系在一段时间内继续演变为相互信任、忠诚和承诺。简而言之,社会交换理论的理论基础有助于解释为什么员工决定是高投入还是低投入他们的任务。这反映了它们的积极或消极的联系,或超过了它们为此从政府获得的经济资源。

essay代写:员工敬业度

在大多数企业组织中,有一些基本的驱动因素导致了员工的参与。每个驱动因素的组成部分以及相对强度都有可能根据国家或地区内的组织类型、部门和人口结构性质的变化而发生改变。

第一个驱动因素是领导力,它被认为是敬业度的重要前提(Baldwin & Danielson, 2002)。这一因素包括领导的有效行为作为指标,以及对主管的支持。与领导力相关的有效态度有助于支持敬业精神,这反映在个人意识、信息沟通、透明度和尊重员工待遇以及道德行为标准上。

另一个驱动因素是组织公正。这是基于对公平的感知。当员工认为他们的公司是公平的,对他们来说是公正的,那么他们就会尝试通过投入更高的工作来回报他们,并按照交流的意识形态加强他们的参与过程。当奖励被分配或当工作中受到惩罚时,公平感、一致性和公正前景的可预测性已经影响了安全感。

essay代写:员工敬业度

The theory of social exchange is the one which has been most acceptable and used widely as a theory with regard to the current research over engagement of employees. The important principle for this theory is that people indulge in making decisions of social nature depending upon the mutual benefits and perceived costs (Bacharach, 1989). The theory is such that it indulges in proposing key factors. It depicts that employees get motivated for engaging in their tasks when tasks have their basis over fair exchange system with a proper balance. Such a relationship of exchange then continues evolving over a period of time into trust, loyalties and commitments of mutual nature. In brief, the theoretical foundation of the social exchange theory helps in justifying the reasons why employees take the decision of either engaging highly or lesser over their tasks. This reflects on their positive or negative association or over their economic resources obtained from the government for doing so.

essay代写:员工敬业度

There are essential drivers which lead towards engagement of employees that are general in most of the organizations of business. The components as well as the relative strength of every driver have a likeliness of altering based upon the kind of organization, the sector and variations of demographical nature within the nation or region.

The first driver is leadership which is found to be an essential engagement antecedent (Baldwin & Danielson, 2002). Such a factor comprised of effective behaviour of leadership as an indicator and perceived support of the supervisor. Effective attitude in relation to leadership results in supporting engagement and this gets reflected in individual awareness, information communication, having transparency and respectful employee’s treatment along with ethical behaviour standards.

Another driver is organization justice. This has its basis over perceptions of fairness. When employees regard that their company is fair and has justness for them, then they try reciprocating the same through putting higher work and enhancing their process of engagement as per the ideology of exchange. Feeling safe has been influenced through fairness consistency and predictability of the just outlook when rewards are assigned or when punishment at work is inflicted.

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