2024年5月13日发(作者：图160)

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. It’s a phrase that has captured the

attention of workplace workers, line management, HR managers and the executive

suite.

The Conference 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 abilities to the success of an organization. They not only commit to

achieving a company’s goals, engaged employees often, at their own volition,

extend their discretionary effort to go above and beyond their management’s

acceptable performance standards.

There have been many studies on the benefit of employee 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.

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Gallup’s research also revealed how disengaged employees adversely impact

a company’s performance and profits. According to the 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.

Now 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 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 engagement which correlates with

leaders:

• Trust and integrity: How well do managers communicate 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?

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