員工敬業(yè)度的英文文獻(xiàn)綜述

AnnotatedBibliographyAbraham,S.(2012).JobSatisfactionasanAntecedenttoEmployeeEngagement.SIESJournalofManagement,8(2),pp.27-36.Abraham(2012)focusedonexaminingtherelationshipbetweenjobsatisfactionandemployeeengagement.Inordertotesttherelationshipbetweenthevariables,questionnairesurveywashiredasthetooltogainprimarydatafrom30workers.Inthisacademicresearch,systematicsamplingtechniquewashiredasthemethodtoselectresearchsamplesfordatacollection.Techniquesofstatisticalanalysisincludingcorrelationanalysis,regressionanalysisandt-testanalysiswereemployedtoanalyzethegainedprimarydatafromresearchsamples.Basedontheanalysisresults,Abraham(2012)foundthatjobsatisfactionasanantecedentthatwillsignificantlyimpactontheincreaseofemployeeengagement.Additionally,theresultsofregressionanalysisshowsthatemployeeengagementwillbeaffectedanddrivenbyallkindsoffactors,includingthenatureofjob,therecognitionofsuperiorstofollowerswork,comparativebenefits,teamworkspirit,cross-departmentcooperation,aswellasproperandequalpolicyofcompany.Thisarticlehashigherpracticalvalueasthisresearchprovesthatemployeeengagementcanbeincreasedbyimprovingemployeesatisfaction.Suchfindingprovidesapproachtoincreasethelevelofemployeeengagementinorganization.However,limitationsofthisarticlearealsowitnessed.Keylimitationisuseofsmallscopeofresearchsampletoanswerresearchtheme.Inthisresearch,only30workerswereusedtostudyforfindingouttherelationshipbetweenemployeesatisfactionandemployeeengagement.Tosomeextent,theuseofsmall-scopesampleswilllowerdowntheconvincingandreliabilityoftheresearchresults.TheresearchfindingsofthisresearchareusefulforthecurrentresearchprojectbecauseAbraham(2012)provesthatemployeesatisfactionisakeyantecedentaffectingthelevelofemployeeengagement.Thiscouldbeusedtoexplainkeydriverandantecedentofemployeeengagement.Additionally,thefindingsalsodominatesomekeyfactorsthatwillinfluencethelevelofemployeeengagement.Thus,thefindingscouldprovideimplicationsfordevelopingemployeeengagement.Eldor,L.,&Vigoda-Gadot,E.(2016).Thenatureofemployeeengagement:Rethinkingtheemployeeorganizationrelationship.TheInternationalJournalofHumanResourceManagement,pp1-27.EldorandVigoda-Gadot(2016)hasrethoughttherelationshipbetweenemployeeandorganizationinordertohencetheoreticalbasisofemployeeengagement.Inthisacademicarticle,EldorandVigoda-Gadot(2016)havecomparedandcontrastedtheconceptionofemployeeengagementtoothersimilarconceptionssuchaspsychologicalcontractandpsychologicalempowermentbasedontheoreticalanalysis,andhaveexaminedwhetherthecontributionsofemployeeempowermentworkcentralityoverpsychologicalcontractandpsychologicalempowerment.Inordertorealizeresearchobjectives,questionnairesurveyhasbeenadoptedastheinstrumenttogainprimarydatafrom593workerswhowereselectedfrompublicandprivateorganizationslocatedinIsrael.Thegaineddatawereanalyzedbyusingstatisticalanalysistechnique.Basedonthedataanalysisresults,EldorandVigoda-Gadot(2016)havefoundthatemployeeengagementdiffersfrombothpsychologicalcontractandpsychologicalempowerment.Theresultssuggestthatemployeeengagementshowsahigherlevelofemployeeactivationandmutualexchangesimultaneously,whichissignificantdifferentfrompsychologicalcontractandpsychologicalempowerment.Inaddition,theresultshavealsoprovedthatemployeeengagementwillproducesignificanteffectonworkcentrality.Thisacademicarticlehasprovidedcouldprovidetheoreticalfoundationforstudyingemployeeengagement.Intheacademicarticle,thefindingsaredrawnfromempiricalinvestigation.Therefore,theresearchfindingsofthisacademicarticleareconvincingastheresultsarebasedonobjectiveanalysisofstatisticaldata.However,itshouldbenoticedthatthisacademicarticlehasalsosomelimitations.ThefirstlimitationisthatresearchsamplesarelimitedinorganizationslocatedinIsrael.Thus,theresearchfindingswouldbemoresuitableforexplainingtherelationshipbetweenemployeeengagementandworkcentralityinorganizationsinIsraeli.Anotherlimitationisthatthearticleisbasedoncross-sectionalresearchinsteadoflongitudinalresearch,whichwillhampertoexaminethecausedirectionandstablerelationshipbetweenemployeeengagementandworkcentrality.Thefindingsofthisacademicarticlewillbeusefulformyresearchbecausethefindingsnotonlyoutlinetheconceptofemployeeengagement,butalsoprovetheimportanceofemployeeengagementtoorganization.Forthis,thefindingsofthisarticlecanbecitedasimportantevidencetojustifywhyemployeeengagementissoimportanttocontemporaryorganizations.Jha,B.,&Kumar,A.(2016).EmployeeEngagement:AStrategicTooltoEnhancePerformance.DAWN:JournalForContemporaryResearchinManagement,3(2),pp.21-29.JhaandKumar(2016)havestudiedthebenefitsofemployeeengagementbasedonprimaryandsecondresearch.Secondaryresearchwasusedtocollectsecondinformationdatafromvariousjournals,articles,reports,aswellaswebsitestodemonstrateknowledgeaboutemployeeengagement.Intermsofprimaryresearch,questionnairesurveywasemployedtogaininformationdatafrom100peopleinNewDelhiarea.Thequestionnairesurveywillbeconductedthroughdirectapproach,mail,andphone.Theresearchresultsshowthatemployeeengagementhelpstodevelopemployees’positiveattitudesandbehaviors,whichinturnmotivateemployee’sworkingefficiencyandperformance,resultingintheimprovementoforganizationaleffectivenessandperformance.Theresultsofthisacademicresearcharecredibleastheresearchresultsaregeneratedbasedonprimaryandsecondaryresearch.Toensuretheobjectivityofresearchresults,statisticalanalysisisusedtoprocessandanalyzethegainedprimarydata.Thedataanalysisresultshavebeenrepresentedingraphicform,whichvisualshowsthefinalconclusionoftheacademicresearch.Inasense,thisacademicarticleprovidestheoreticalandpracticalrationaletoexplaintheimportanceofemployeeengagementtobothemployeesandorganization.However,itshouldbenoticedthattherearealsosomelimitationsinthisacademicresearch.Onetheonehand,thisresearchonlyselectsmall-scalesampleastheresearchsamplestostudytheimportanceofemployeeengagement.Inthisresearch,only100sampleswereselectedastheresearchsamplesforthisresearch.Ontheotherhand,thisresearchwasconductedinNewDelhiarea.Thismaycutdownthereliabilityoftheresearchfindings.Ingeneral,theseresearchfindingsareusefulformyresearchprojectasJhaandKumar(2016)clearlystateemployeeengagementplaysanimportantroleinimprovingtheefficiencyandperformanceofbothemployeesandorganization.Thefindingsprovideempiricalevidencetosupportthenotionthatemployeeengagementisveryimportanttoorganizationintodaysbusinessworld.Therefore,theusefulnessofthisacademicresearchtomyresearchprojectisobvious.Kumar,R.,&Sia,S.K.(2012).Employeeengagement:Explicatingthecontributionofworkenvironment.ManagementandLabourStudies,37(1),pp.31-43.KumarandSia(2012)studythecontributionofeightworkenvironmentdimensionsincludingsupervisorsupport,co-workercohesion,workpressure,taskorientation,autonomy,physicalcomfort,controlandclaritytothreedimensionsofemployeeengagementincludingcognitiveengagement,emotionalengagement,andphysicalengagementhasbeenexamined.Tounderstandtherelationshipbetweenworkenvironmentandemployeeengagement,questionnairesurveyishiredasthetooltogainprimarydatafrom100workersfromtwofoodprocessingenterprisesinPatiala,Punjab,India.Toensuretherepresentationofresearchsamples,simplerandomsamplingtechniqueisusedinthisresearch.Thefindingsshowthattwoworkenvironmentdimensionsincludingautonomyandworkpressurewillsignificantlycontributetotheimprovementofemotionalandcognitiveengagement,andthatco-cohesionhaspositiveimpactsonphysicalengagement.Tosomeextent,theresearchresultsfoundbyKumarandSia(2012)couldprovidepositiveimplicationsforIndianorganizationastheresultscouldhelpIndianorganizationtoimproveemployeeengagementbyimprovingworkenvironmentfactors.Theresultsaresupportedbyempiricalinvestigationandstatisticalanalysissothatitisbelievedthattheresearchresultsarecredible.But,ontheotherhand,itshouldalsobenoticedthattherearesomelimitationsthatcannotbeignored.Thefirstlimitationisthatthesamplesizeforthisresearchisquitesmall.Thiswillnegativelylowerdowntheconvincingoftheresearchresults.Ontheoneother,therepresentationofresearchsampleisnothigh.Inthisresearch,thetotalresearchsampleisconsistedof9femaleworkersand92maleworkers.Unevengenderdistributionwillcutdowntheeffectivenessofresearchresultstoexplaintherelationshipbetweenworkenvironmentandemployeeengagementbecausedifferentgenderemployeeswillhavedifferentviews.Therefore,theresearchresultsmaybebiasedinexplainingtheimpactofworkenvironmentvariablesonemployeeengagementvariables.Generallyspeaking,theresearchresultsfoundbyKumarandSia(2012)areusefulforthecurrentresearchprojectbecauseKumarandSia(2012)clearlystatesomekeyworkenvironmentfactorsthatwillinfluencethelevelofemployeeengagementinorganization.Therefore,theresearchresultscanbeusedastheevidencetosupportthenotionthattheantecedentsanddriversofemployeeengagementwithinorganizations.Megha,S.(2016).Abriefreviewofemployeeengagement:definition,antecedentsandapproaches.ClearInternationalJournalofResearchinCommerce&Management,7(6),pp7988.Megha(2016)demonstratesemployeeengagementbasedonthereviewofpreviousliterature.Toconductsystematicresearch,anintegratedliteraturereviewishiredasthemethodtogaindatafrompreviousacademicarticles.Thearticlesrelatedtothepresentresearchthemewillbecategorizedaccordingtothemes.Byconductingsystematicreviewofpreviousarticles,findingswerepresented.Intermsofdefinitionofengagement,variousscholarshavedefinedemployeeengagementunderdifferentprotocols.Reviewingvariousdefinitionofemployeeengagement,acommonideaisthatemployeeengagementisdesiredcondition,andisdirectlyrelatedtoworkinvolvement,workenthusiasmandpassion,workcommitment,andpersonaleffortandenergyinworkplace.Additionally,theresearchresultsalsoshowsdifferentdriversandantecedentsofemployeeengagement,includingpersonalpersonalityandperception,employeeemotionalexperiencesandwellbeing,work-lifebalance,interpersonalrelationshipwithinworkplace,managementstyle,employeevoice,jobdesign,two-waycommunication,commitmenttoemployeewell-being,high-efficientinternalcooperation,afocusondevelopment,goodqualitylinemanagement,managersvisiblecommitment,aswellashumanresourcepolicies.Regardingwiththeapproachesforpromotingemployeeengagement,theresearchresultsshowthatpreviousscholarshaveprovedtheoreticalframeworkfororganizationstoapproachemployeeengagement,includingneed-satisfyingapproachproposedbyKahn(1990),burnout-antithesisapproachproposedbyMaslachetal(2001),workengagementapproachproposedbySchaufelietal(2002),satisfaction-engagementapproachproposedbyHarteretal(2002),andmultidimensionalapproachproposedbySaks(2006).Thisresearchhasconductedasystematicandcomprehensivereviewofengagementliterature.Byconductingsystematicreview,theresultscouldprovidepositivetheoreticalandpracticalimplicationsfororganizationstoimprovethelevelofemployeeengagementinworkplace.But,thisarticlehasitslimitations.akeylimitationisthatthisresearchsearchedforemployeeengagementliteraturethroughenteringkeywords.Consequently,someimportantemployeeengagementresearchwillnotbeincluded.ThefindingsareusefulformycurrentresearchasMegha(2016)demonstratethedefinitionofemployeeengagement,antecedentsanddriversofemployeeengagementandspecificapproachestoincreaseemployeeengagement.Therefore,thefindingscanbeusedtosupportmyresearchproject.Shuck,B.,Reio.T.G.,&Rocco,T.S.(2011).Employeeengagement:anexaminationofantecedentandoutcomevariables.HumanResourceDevelopmentInternational.14(4),pp.427-445.Thisarticleinvestigatestheimpactofjobfit,psychologicalclimate,affectivecommitmentonemployeeengagement,andinthemeantimediscussthepositiveimplicationsofemployeeengagement.Thisresearchhiredaninternet-basedself-reportsurveytogaindatafrom283heterogeneousresearchsamples.Afterthedatawerecollected,SPSSstatisticstoolwasusedtoprocessthedatafortestingtherelationshipbetweenresearchvariables.Theresultsshowthatjobfit,psychologicalclimate,andaffectivecommitmentarethreekeyantecedencesofincr