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论文编号：	904
作者编号：	012046
上传时间：	2010/1/15 11:07:02
中文题目：	企业员工工作投入及领导模式研究
英文题目：	The Study of Employee Engagement and Effective Leadership for Enterprise
指导老师：	韩经纶 教授
中文关键字：	员工工作投入 评价 领导行为 转换型领导
英文关键字：	Employee Engagement; Valuation; Leadership Behavior; Transformational Leadership
中文摘要：	摘 要 “员工工作投入”是指员工工作过程中表现出来的积极、完满的情绪、认知与行为状态，具有持久性和弥散性的特点。高工作投入的员工在工作中有愉快的体验，表现出精力充沛，能有效地进入工作状态，能与他人和谐相处，自我感觉能够完全胜任工作上的各种要求并愿意在工作上付出额外努力。高工作投入的结果不仅可以提高员工个体的工作绩效和其主观幸福感，还能有效促进组织的顾客满意度、生产力、利润率和总体绩效，因此，有关工作投入及其相关影响因素的研究是企业人才管理、人力资源开发的核心议题。 本研究从工作投入的理论背景、研究现状及其实践应用出发，具体分析了工作投入的特征模型、影响因素模型，深入研究了领导行为模式对工作投入的影响，探索出提升员工工作投入的有效领导行为模式。在对海峡两岸企业进行实证研究的基础上，结合案例研究，以台湾企业为例，对工作投入及其有效领导行为模式进行了验证，得出了有关工作投入特征、影响因素及其领导模式的重要结论。 作为本研究的基础核心内容，本文首先通过质的研究，以扎根理论的操作程序以及因素分析对员工工作投入的特征模型进行建构，并编制员工工作投入特征评价工具《员工工作投入特征量表》（EEI-C），研究表明，员工工作投入是一个包括认知、行为、态度在内的完整结构，其内在成份可细分为额外的努力、工作乐趣、主动学习、组织目标内化、积极的情绪、工作时间飞逝感、组织承诺、工作投入、效能感、专注、主动行为、希望、乐观、参与、有活力、工作价值感、同理心、合作、进取等19项特征。共包含任务中心、活力、主动参与、价值内化、效能感、积极坚持六个构面。该测验工具的测量学性能良好。其次，通过深层访谈和结构性问卷调查及定量研究对员工工作投入影响因素模型进行构建，并编制员工工作投入影响因素评价工具《员工工作投入影响因素量表》（EEI-D），研究表明，员工工作投入影响因素包含领导、工作适配、制度化（文化）、薪酬、生涯发展五个核心构面，该测验工具的性能和结构接近理想标准和要求。 第三，进一步对提升员工工作投入的有效领导行为模式进行探索。研究表明，转换型和交易型领导风格都可以明确地预测员工工作投入，其中，转换型领导模式的预测力更强。交易型领导模式中的权变报酬与员工工作投入中活力维度的相关更为显著。转换型领导模式中的才智激发与员工工作投入效能和任务中心维度的相关更为显著。最后，运用相关个案研究对员工工作投入提升之有效领导模式的应用和后效进行探索性验证。 本研究的相关成果对企业在充分认识员工工作投入的意义和价值的基础上，对其进行识别、评价可起到积极的参考作用，同时在员工工作投入的开发实践领域，通过企业领导行为模式变革可以有效提升员工工作投入，为企业人力资源管理理论发展与实践工作改善提供依据，并为促成个人、组织、社会的共同发展做出研究贡献。
英文摘要：	Abstract Employee engagement, as a new concept of organizational behavior research and talent management, is a positive, fulfilling, work-related state of affect, cognition and behavior that characterized by vigor, dedication, and absorption. Scholars have found that employee engagement can effectively predict both individual work-related outcomes such as general workplace attitudes, subjective well-being, individual performance outcomes, and organizational outcomes including customer satisfaction, retention, productivity, and profitability. The study of employee engagement and its influencing factor is a new focus of talent management and human resource development for enterprises. This dissertation, starting from studying the theoretical background, status quo and its practical value of employee engagement for enterprise, analyzes concretely the characteristic model, influencing factor model and effective leadership of employee engagement. At the same time, based on the Empirical study of Cross-Straits enterprises, combining with the cases of the successful enterprises in Taiwan, the dissertation makes a careful analysis of employee engagement and its effective leadership, and makes the important conclusion on the characteristic, drivers and effective leadership of employee engagement. As the core of the paper, the first innovation of this dissertation is the qualitative study of employee engagement. It initiatively applies the approaches of grounded theory and the technique of factor analysis to construct the characteristic model of employee engagement and develop the measurable questionnaire “Employee Engagement Inventory on Characteristics”（EEI-C）, and suggests that the elements of this model with integrated structures covering cognition, emotion, behavior and attitude include 19 specific traits, such as extra strive, joy of work, active learning, internalized goals, positive emotion, time flies, organizational commitment, work involvement, efficiency, absorption, proactive behavior, hope, optimism, participation, vigor, work value, compassion, cooperation, enterprise and initiative，including 6 specific factors, such as task centrality, vigor, initiative participation, internalized value, efficacy and positive persistence. Next，based on focus group discussion and the structured questionnaire survey, the author construct the influencing factor model of employee engagement and developed the measurable questionnaire “Employee Engagement Inventory on Drivers”（EEI-D）, which contains 5 dimensions such as leadership, person-job fit, Institutionalization, compensation and career development. The reliability and validity of the above test achieve the psychometric criterion. In addition, this paper explores the effective leadership behavior to improve employee engagement. Both transformational and transactional leadership styles positively predict aspects of engagement, but that transformational leadership, the more effective style, has greater predictive strength. Contingent rewarding of transactional leadership is a significant predictor of employee vigor. Intellectual stimulation of transformational leadership is a significant predictor of efficiency and task focus in employee engagement. These models were supported by a following case study. The main conclusions of this study would provide reference for the evaluation and improvement of employee engagement, and be beneficial to complete the reform of leadership behavior, facilitate the development of practice and theory on the human resource management of enterprises, and coordinate a harmonious development of individuals, organizations and the whole society.
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