1、本科毕业论文（设计）外文译翻题目Y公司员工敬业度研究学院商学院专业人力资源管理班级学号学生姓名指导教师外文题目APERFECTMATCHDECODINGEMPLOYEEENGAGEMENTPARTIENGAGINGCULTURESANDLEADERS外文出处AMARJIT,SG,FLASCHNER,AB,SHACHAR,M2006外文作者CRISTINADEMELLOESOUZAWILDERMUTH原文APERFECTMATCHDECODINGEMPLOYEEENGAGEMENTPARTIENGAGINGCULTURESANDLEADERSCRISTINADEMELLOESOUZAWILDER
2、MUTHPURPOSETHEPURPOSEOFTHISTWOPARTARTICLEISTOINTRODUCEENGAGEMENTANDREVIEWKEYRESEARCHONENGAGEMENTRELATEDFACTORSDESIGN/METHODOLOGY/APPROACHTHEAUTHORCONDUCTEDALITERATURESEARCHONEMPLOYEEENGAGEMENTANDPILOTINTERVIEWSWITHTENPROFESSIONALSFINDINGSENVIRONMENT,LEADERSHIP,JOB,ANDINDIVIDUALFACTORSARECONNECTEDTOE
3、MPLOYEEENGAGEMENTENVIRONMENTALENGAGEMENTFACTORSINCLUDECONGRUENCYBETWEENORGANIZATIONALANDINDIVIDUALVALUES,THEQUALITYOFTHEWORKPLACERELATIONSHIPS,ANDWORKLIFEBALANCELEADERSHIPENGAGEMENTFACTORSINCLUDEVISIONANDINTEGRITYJOBENGAGEMENTFACTORSINCLUDETHEMEANINGFULNESSOFTHEJOB,ITSWLEVELOFCHALLENGE,ANDTHEAMOUNTO
4、FCONTROLTHEEMPLOYEEHASONTHEJOBFINALLY,INDIVIDUALFACTORSRELATEDTOENGAGEMENTINCLUDERESILIENCE,LOCUSOFCONTROL,ACTIVECOPINGSTYLE,SELFESTEEM,NEUROTICISM,ANDEXTRAVERSIONTHEAUTHORSUGGESTSTHATTHECONNECTIONSORTHEMATCHBETWEENORGANIZATIONAL,LEADERSHIP,JOB,ANDINDIVIDUALCHARACTERISTICSISPARTICULARLYRELEVANTFOREN
5、GAGEMENTRESEARCHLIMITATIONS/IMPLICATIONSTHEARTICLEINCLUDESAPRELIMINARYINVESTIGATIONOFENGAGEMENTFURTHERRESEARCHISNEEDEDCONNECTINGENVIRONMENTAL,LEADERSHIP,JOB,ANDINDIVIDUALENGAGEMENTFACTORS,ANDCONFIEMINGTHEIMPORTANCEOFTHE“MATCH”FORENGAGEMENTPRACTICALIMPLICATIONSTHEIMPLICATIONSARETHATLEADERSSHOULDBEEDU
6、CATEDONENGAGEMENT,THATCAREERDEVELOPMENTOPPORTUNITIESAREPARTICULARLYIMPORTANT,THATPERFORMANCEIMPROVEMENTPROFESSIONALSHOULDCHAMPIONWORKLIFEBALANCE,ANDTHATINITIATIVESENHANCINGWORKPLACERELATIONSHIPSARELIKELYUSEFULTOINCREASEENGAGEMENTORIGINALITY/VALUETHISPAPERCONNECTSRESEARCHONVARIOUSENGAGEMENTFACTORS,MA
7、KINGITEASIERFORPERFORMANCEIMPROVEMENTPROFESSIONALTOGAINANINTRODUCTORYYETHOLISTICVIEWOFTHETOPICINTRODUCTIONTIMESTOODSTILLATLEAST,ITFELTTHATWAYTHENIGHTBEFORE,FLYINGBETWEENRIODEJANEIROANDATLANTA,IHADVISUALIZEDANEWTEAMBUILDINGPROGRAMINSPIREDBYOLDJAMESBONDMOVIESTHEPROGRAMIDEAWASFUN,EDGY,ANDPOWERFULNOWIWA
8、SQUARANTINEDINMYOFFICE,IGNORINGTHEOUTSIDEWORLDANDREFUSINGALLPHONECALLSIWASINCREATIVEHEAVENSOMETHINGHADJUST“CLICKED”ANDWHATEVERTHATSOMETHINGWAS,ITHADGIVENMETHEENERGYOFAMARATHONRUNNER,THEPASSIONOFAMISSIONARY,ANDTHEFOCUSOFANARROWIWASFULLYENGAGEDPERSONALEXPERIENCETHEWORD“ENGAGEMENT”HASLATELYBECOMETHEFOC
9、USOFCONSIDERABLEENTHUSIASMFORINSTANCE,WELBOURNE2007SAIDTHATENGAGEMENTISONEOFTHE“HOTTESTTOPICSINMANAGEMENT”P45ANDFRANKETAL2004SUGGESTEDTHATENGAGINGEMPLOYEESIS“ONEOFTHEGREATESTCHALLENGESFACINGORGANIZATIONSINTHISDECADEANDBEYOND”P15ARGUABLY,THEEXCITEMENTAROUNDENGAGEMENTISNOTSURPRISINGACCORDINGTOONEOFTHE
10、MOSTFREQUENTLYCITEDENGAGEMENTMODELSSCHAUFELIETAL,2002ENGAGEMENTISACOMBINATIONOFVIGOR,DEDICATION,ANDABSORPTIONINOTHERWORDS,ENGAGEDEMPLOYEESAREHIGHLYENERGETICVIGOR,FEELGREATPRIDEANDENTHUSIASMDEDICATION,ANDAREWILLINGTOCOMPLETELYFOCUSONTHETASKATHANDABSORPTIONMOREOVER,BECAUSEENGAGEDEMPLOYEESAREFULLY“PSYC
11、HOLOGICALLYPRESENT”KAHN,1990,THEYGIVETHEIR“ALL”TOTHEIRJOBSANDAREWILLINGTOGO“THEEXTRAMILE”TOACHIEVESUCCESSSCHAUFELIETAL,2002WHILEENGAGEMENTISSTILLARELATIVELYNEWAREAOFRESEARCHSAKS,2006,THEEVIDENCESOFARSEEMSTOSUPPORTCONSIDERABLEENGAGEMENTRELATEDBENEFITSFORORGANIZATIONSFORINSTANCE,HARTERETALS2002METAANA
12、LYSISOF7,939BUSINESSUNITSIN36COMPANIESIDENTIFIEDSIGNIFICANTRELATIONSHIPSBETWEENEMPLOYEEENGAGEMENTANDIMPROVEMENTSINCUSTOMERSATISFACTION,PRODUCTIVITY,PROFITS,TURNOVER,ANDSAFETYRECORDSMORERECENTLY,SAKS2006FOUNDTHATENGAGEMENTSIGNIFICANTLYPREDICTEDJOBSATISFACTIONANDEMPLOYEECOMMITMENTTOTHEORGANIZATIONWHAT
13、ISENGAGEMENTITSAFEELINGOFPASSIONITCANEVENBECOMEANOBSESSIONITGIVESYOUAHUGEAMOUNTOFENERGYBUTITSALSOADOUBLEEDGEDSWORDYOUCOULDBECOMEAWORKAHOLIC,IGNOREIMPORTANTTHINGSONTHEOTHERHAND,THATSWHENYOUGETYOURQUALITATIVELEAPSYOUR“EUREKA”MOMENTS“JAMES”,UNIVERSITYPROFESSORTHETERM“ENGAGEMENT”ISROOTEDINROLETHEORY,INP
14、ARTICULARTHEWORKOFERVINGGOFFMAN1961ROLETHEORYSTUDIESTHEVARIOUSROLESINDIVIDUALSOCCUPYINSOCIETY,ASWELLASTHESOCIALEXPECTATIONSANDBEHAVIORALBOUNDARIESATTRIBUTEDTOSUCHROLESBAILEYANDYOST,2007GOFFMAN1961DEFINEDENGAGEMENTASTHE“SPONTANEOUSINVOLVEMENTINTHEROLE”ANDA“VISIBLEINVESTMENTOFATTENTIONANDMUSCULAREFFOR
15、T”P94LATER,WILLIAMKAHN1990PUBLISHEDFINDINGSFROMTWOQUALITATIVESTUDIES,THEFIRSTONCAMPCOUNSELORSANDTHESECONDONMEMBERSOFANARCHITECTURALFIRMKAHN1990DEFINEDENGAGEMENTAS“THEHARNESSINGOFORGANIZATIONMEMBERSSELVESTOTHEIRWORKROLES”P694THEMOREOFOURSELVESWEGIVETOAROLE,KAHNCLAIMED,THEMOREEXCITINGANDCOMFORTABLEISO
16、URPERFORMANCEKAHNSUGGESTED,HOWEVER,THATINDIVIDUALSCOULDVARYHOWMUCHOFTHEMSELVESTHEYASSIGNTOEACHROLEFIRST,ENGAGEMENTIS“SPONTANEOUS”ANDVOLUNTARYWECANACCEPTANUNWANTEDROLE,WECANBEFORCEDTOPERFORMIT,BUTWECANNOTBEORDEREDTOENGAGESECONDLY,ENGAGEMENTIS“VARIABLE”KAHNS1990RESEARCHDEMONSTRATEDTHATTHESAMEPERSONCOU
17、LDBEENGAGEDINONEROLEANDNOTINANOTHERIWASVERYEXCITEDBECAUSEITWASMYFIRSTVERYIMPORTANTPROJECTIWASTHEOWNER,ANDIHADTOCREATEITFROMSCRATCHIFELTREALLYENERGIZEDINFACEOFTHEPOSSIBILITYTOCREATESOMETHINGTHATCOULDBRINGVALUABLEINPUTTOTHECOMPANYIFELTLIKENOTHINGWOULDPREVENTMEFROMGOINGWHEREIWANTEDTOGOLATER,HOWEVER,THE
18、PROJECTCOSTMEALOTOFSTRESSIHADTOHANDLEPERSONALINTERESTS,POLITICALINTERESTS,THEMANAGERSANDMYOWNFEARSOFFAILURESIHADTOHANDLEALLSORTSOFCONFLICTSIBECAMEKINDOFSELFISHANDDIDNOTPAYATTENTIONTOTHEEMOTIONALPARTOFTHEPROJECT,WHICHWASVERYIMPORTANTIFINISHEDTHEPROJECTAFTERLOTSOFFIGHTSANDMISUNDERSTANDINGSIGOTTHERESUL
19、TSBUTDIDNOTGETTHELEADERSCOMMITMENT,SOIFAILEDINTHATSENSE“JULIA”,TRAININGANDDEVELOPMENTMANAGERJULIASSTORYILLUSTRATESBOTHSPONTANEITYANDVARIABILITYNOONEORDEREDJULIATO“GETEXCITED”HERENTHUSIASMWASHEROWN,LIKELYCAUSEDBYASENSEOFOWNERSHIP,CHALLENGE,ANDBYTHEPOTENTIALSIGNIFICANCEOFHERJOBLATER,HOWEVER,PRIDE,ENTH
20、USIASM,ANDTHEBELIEFTHAT“NOTHINGCOULDPREVENTHERFROMGOINGWHERESHEWANTEDTOGO”WERESUBSTITUTEDBYSTRESSANDANXIETYSHEBECAME“SELFISH”,LOSTFOCUS,ANDULTIMATELYFELTTHATSHEFAILEDJULIASTESTIMONYALSOEXEMPLIFIESAPHENOMENONOFTENCONSIDEREDTHE“ANTITHESIS”OFENGAGEMENTBURNOUTBURNOUTISACOMPLEXSYNDROMEINVOLVINGPERSONAL,I
21、NTERPERSONAL,ANDSELFEVALUATIONCOMPONENTSMASLACHETAL,2001FROMAPERSONALSTANDPOINT,BURNOUTCAUSESANOVERWHELMINGSENSEOFSTRESS,FRUSTRATION,ANDEXHAUSTIONINDIVIDUALSMAYFEELLIKETHEIRENERGIESPHYSICALAND/OREMOTIONALAREENTIRELYDEPLETEDASARESULT,BURNEDOUTINDIVIDUALSMAYLACKTHEEMOTIONALRESOURCESNEEDEDTODEALWITHTHE
22、IRCHALLENGESZELLARSETAL,2004INTERPERSONALLY,BURNOUTCAUSES“CYNICISM”MASLACHETAL2001,WHICHWASDEFINEDASAGENERALIZED“NEGATIVEATTITUDETOWARDSWORK”LANGELAANETAL,2006,P522ACOMMONSYMPTOMOFCYNICISMISEMOTIONALDETACHMENTFORINSTANCE,ANURSEMIGHTSEPARATEHIMSELFFROMTHEPATIENTSATEACHERCOULDANTAGONIZEHERSTUDENTSWHEN
23、JULIARECALLEDBECOMING“SELFISH”ANDNOTPAYINGATTENTIONTOTHE“EMOTIONALSIDE”OFHERPROJECT,SHEEXEMPLIFIEDDETACHMENTDETACHMENTMIGHTSOURTHERELATIONSHIPSBETWEENTHEBURNEDOUTPROFESSIONALANDHERCLIENTSMASLACHETAL,2001FINALLYTHEBURNOUTSYNDROMEOFTENINCLUDESANEGATIVE“SELFEVALUATION”COMPONENTTHEPERSONMAYNOLONGERFEELE
24、FFECTIVEANDCOMPETENTASARESULT,PROFESSIONALEFFECTIVENESSANDTHEACCOMPLISHMENTOFPROFESSIONALGOALSCOULDBENEGATIVELYIMPACTEDLANGELAANETAL,2006THEROOTSOFENGAGEMENTENGAGEMENTDOESNOTBRINGBENEFITSTOEMPLOYERSONLYINDIVIDUALSCOULDPROFITASWELLLOEHR2005SUGGESTEDTHATINDIVIDUALENGAGEMENTBENEFITSINCLUDEENTHUSIASM,GR
25、EATERVALUETOTHEEMPLOYER,IMPROVEDPHYSICALHEALTH,ANDHAPPINESSREASONABLY,FEWEMPLOYEESWOULDCHOOSETOBEUNHAPPYATWORKEVENTHOUGHENGAGEMENTBRINGSBOTHORGANIZATIONALANDINDIVIDUALBENEFITS,HOWEVER,MOSTUSEMPLOYEESARENOTENGAGEDAMONGSTALLCURRENTLYEMPLOYEDUSWORKERS,ANESTIMATED25PERCENTAREFULLYENGAGED,50PERCENTNOTENG
26、AGED,AND15PERCENTAREACTIVELYDISENGAGEDBRANHAM,2005THEDIFFERENCEBETWEEN“NOTENGAGED”AND“DISENGAGED”MATTERSACTIVELYDISENGAGEDEMPLOYEESARENOTONLY“DISPASSIONATE”INSTEAD,THEYAREDISGRUNTLEDENOUGHTOUNDERMINETHEWORKOFTHEIRTEAMMEMBERSKRUEGERANDKILLHAM,2006RELATIONSHIPSWORKINGWITHANINTELLIGENT,CONFIDENTCLIENTW
27、ITHASENSEOFHUMORWASAGIFTFROMTHEBEGINNINGOFTHEPROJECTTHECOMBINATIONOFWORKINGWITHOTHERSWHOREALLYCAREDABOUTTHEIRCOMPANYANDCREATINGAPRODUCTTHATPROMOTEDREALBEHAVIORCHANGEWASTHERIGHTCOMBINATIONFORMETHECAMARADERIEWASAMOTIVATOR,ANDTHECREATIVEPROCESSWASFUNIDONTREMEMBERONEBADDAYONLYGOODONES“ELISA”,TRAININGAND
28、DEVELOPMENTDIRECTORREWARDINGWORKRELATIONSHIPSSUCHASTHEONESDESCRIBEDBYELISAMAKETHEEMPLOYEEFEELSAFER,ABLETOEXPERIMENTAND“BEHERSELF”KAHN,1990THEEMPLOYEESENERGYMAYBESPENTONTHEJOBRATHERTHANONINTERPERSONALCONFLICTINDEED,SUPPORTIVEWORKPLACERELATIONSHIPSWEREFOUNDTOBEIMPORTANTPREDICTORSOFENGAGEMENTBYVARIOUSS
29、TUDIESEGMASLACHETAL,2001SEEALSOMAYETAL,2004GOODINTERACTIONSWITHCOWORKERS,SUPERVISORS,ANDEVENCLIENTSFULFILLEMPLOYEES“RELATEDNESSNEEDS”ANDPROVIDETHEMWITHACOMFORTABLEANDRESPECTFULENVIRONMENTCONVERSELY,LACKOFSUPPORTWASALSOANIMPORTANTCOMPONENTINBURNOUTRESEARCH,PREDICTINGEMOTIONALEXHAUSTIONSEEJANSSENETAL,
30、1999SEEALSOLINDBLOMETAL,2006VALUESIWASWORKINGFORANORGANIZATIONWHICHDIDNTPROVIDEWAYSFORPEOPLETOBEINVOLVEDORFEELOWNERSHIPINTHEIRJOBSAND/ORTHEORGANIZATIONTURNOVERWASATANEXTREMELYHIGHLEVELANDWHENEVERIDEASORSUGGESTIONSONHOWTOIMPROVEENGAGEMENTWEREMADETHEYWEREDISMISSEDASCOSTINGTOOMUCHINMONEYANDTIME“MARK”,D
31、IRECTOROFHUMANRESOURCESTHETHIRDENVIRONMENTALFACTORCONNECTEDTOENGAGEMENTISTHECONGRUENCEBETWEENTHEORGANIZATIONALANDTHEINDIVIDUALVALUESWHENTHECULTUREOFMARKSORGANIZATIONFAILEDTOMATCHHISINVOLVEMENTANDEMPOWERMENTVALUES,AGENERALSENSEOFFRUSTRATIONWASGENERATEDVALUESMATTERTOEMPLOYEEENGAGEMENTINATLEASTTWOLEVEL
32、SSAFETYMEANSTHEABILITYTOBEONESELFWITHOUTTHEFEAROFNEGATIVECONSEQUENCESKAHN,1990SAFETYMEANSTHATANEMPLOYEEDOESNOTNEEDTOLEAVETHEMOSTIMPORTANTASPECTSOFHERSELFATHOMEWHATEVERSHEBELIEVESIN,WHATEVERISIMPORTANTTOHER,CANBEFREELYEXPRESSEDATWORKKAHN1990FOUNDTHATSAFEJOBSWEREPREDICTABLE,CLEAR,ANDOPENTOEMPLOYEESVAL
33、UESANDBELIEFSMEANINGFULNESSISAFEELINGOFBEINGUSEFUL,VALUABLE,ANDRELEVANTKAHN,1990KAHNSUGGESTEDTHATMEANINGFULNESSGIVESEMPLOYEESA“RETURNONINVESTMENT”P704FORTHEIREFFORTSANDENERGYTHATFEELINGISMORELIKELYTOBEEXPERIENCEDATWORKWHENTHEREISANALIGNMENTBETWEENTHEEMPLOYEESVALUESANDTHEORGANIZATIONALVALUESCHALOFSKY
34、,2003INDIVIDUALSWANTTOMAKEADIFFERENCE,ANDAREMOREENGAGEDWHENTHEYPERCEIVETHEIRORGANIZATIONTOBEETHICALANDTRUSTWORTHYHOLBECHE,2004LEADERSHIPPRACTICESTHEJOBWASEXTREMELYSTRESSFUL,BUTENGAGING,BECAUSEIWANTEDTODOTHEJOBWELLFORMYMANAGERANDIRESPECTEDHIMASAMANAGER,SOITHINKTHATADDEDTOTHEENGAGEMENT“JENNY”,ODCONSUL
35、TANTANDMANAGERTHESTRESSFULNATUREOFJENNYSJOBCOULDHAVELEDHERTOWARDSBURNOUTINSTEAD,SHERECALLEDFEELING“ENGAGED”SOLELYBECAUSEOFHERRESPECTFORHERDIRECTMANAGERTHISEXAMPLEILLUSTRATESTHEPOWEROFTHELEADERAFTERALL,“LEADERSHIPISINFLUENCE”MAXWELL,1993,P1THISINFLUENCECANBEUSEDTOENGAGEORDISENGAGE,TOINSPIREORTOALIENA
36、TEFOLLOWERSPREDICTABLY,ONEOFTHEFIRSTREQUIREMENTSOFANENGAGINGLEADERISTHATSHEHERSELFISENGAGEDWELBOURNE,2007INDEED,WELBOURNEEXPLAINEDTHATANIMPORTANTCOMPONENTOFENGAGEMENTISEMPLOYEEINTERESTIN“NONCORE”JOBS,FUNCTIONSTHATGOBEYONDOBVIOUSRESPONSIBILITIESIF,SHEARGUED,LEADERSAREBURNEDOUTANDFOCUSEDSOLELYONIMMEDI
37、ATERESULTS,HOWCANTHEYROLEMODELORREWARD“NONCORE”INNOVATIONSAFTERALL,OVERWORKEDLEADERSAREUNLIKELYTOTOLERATEEMPLOYEESWHOSPENDTIMEANDENERGYONNONCORERESPONSIBILITIESRECENTRESEARCHONTHERELATIONSHIPBETWEENLEADERSHIPANDENGAGEMENTSEEAVOLIOETAL,2004SEEALSOAMARJITETAL,2006IDENTIFIEDTWO“ENGAGEMENTFRIENDLY”LEADE
38、RSHIPSTYLESTHESEWERE“TRANSFORMATIONALLEADERSHIP”BASS,1999AND“AUTHENTICLEADERSHIP”JENSENANDLUTHANS,2006TRANSFORMATIONALLEADERSINSPIREFOLLOWERSTOADHERETOACOMMONVISIONASACONTRAST,TRANSACTIONALLEADERSFOCUSONTHEEMPLOYEESIMMEDIATEINTERESTSANDINDIVIDUALREWARDSBASS,1999REASONABLY,THESTYLEOFLEADERSHIPMOSTLIK
39、ELYTOENCOURAGEEMPLOYEESTODOENERGETIC,ENTHUSIASTIC,ANDFOCUSEDWORKISINSPIRINGANDVISIONARY,RATHERTHANTRANSACTIONALINPARTICULAR,THETRANSFORMATIONALLEADERS“VISIONING”AND“INSPIRING”COMPETENCIESAREOFCONSIDERABLEIMPORTANCETOENGAGEMENTDENSTEN,2005FOREXAMPLE,DENSTEN2005FOUNDTHATALEADERSINSPIRATIONALMOTIVATION
40、REDUCESEMPLOYEEEXHAUSTIONANDDEPERSONALIZATIONAFTERALL,HEEXPLAINED,ALEADERSVISION,WHENCLEARLYANDCOMPELLINGLYTRANSMITTED,GIVESFOLLOWERSREASONSTOREACHGOALSAVOLIO,BJ,GARDNER,WL,WALUMBWA,FO,LUTHANS,F,MAY,D2004,“UNLOCKINGTHEMASKALOOKATTHEPROCESSBYWHICHAUTHENTICLEADERSIMPACTFOLLOWERATTITUDESANDBEHAVIORS“,T
41、HELEADERSHIPQUARTERLY,VOL15NO8,PP80123BAILEY,J,YOST,J2007,ENCYCLOPEDIAOFSOCIOLOGY,MACMILLAN,NEWYORK,NY,BASS,BM1999,“TWODECADESOFRESEARCHANDDEVELOPMENTINTRANSFORMATIONALLEADERSHIP“,EUROPEANJOURNALOFWORKANDORGANIZATIONALPSYCHOLOGY,VOL8NO1,PP932BRANHAM,L2005,“AREYOUENGAGED“,LEADERSHIPEXCELLENCE,VOL22NO
42、12,PP12CARTWRIGHT,S,HOLMES,N2006,“THEMEANINGOFWORKTHECHALLENGEOFREGAININGEMPLOYEEENGAGEMENTANDREDUCINGCYNICISM“,HUMANRESOURCEMANAGEMENTREVIEW,VOL16PP199208CHALOFSKY,N2003,“ANEMERGINGCONSTRUCTFORMEANINGFULWORK“,HUMANRESOURCEDEVELOPMENTINTERNATIONAL,VOL6NO1,PP6983DENSTEN,I2005,“THERELATIONSHIPBETWEENV
43、ISIONINGBEHAVIOURSOFLEADERSANDFOLLOWERBURNOUT“,BRITISHJOURNALOFMANAGEMENT,VOL16NO2,PP10518译文完美组合解读员工敬业第一部分从事文化和领导人德梅洛克里斯蒂娜索萨怀尔德缪斯目的本文的目的，这两个部分是介绍和审查有关参与研究的关键因素参与。结果，环境，领导，工作，和个人因素连接到员工的参与。环境因素包括价值参与组织和个人之间的一致性，质量的关系，工作场所和工作生活的平衡。领导参与的因素包括视觉和完整性。工作投入因素包括工作的意义，挑战水平，控制多少，对员工工作的。最后，要参与有关的因素包括个人的应变能力，心理控
44、制源的，积极的应对方式，自尊，神经质，外向性。笔者认为，领导，工作和个人特性的连接（或比赛）之间的组织，特别是参与有关的。研究限制/问题本文包括初步调查的接触。需要进一步研究连接环境，领导，工作和个人参与的因素，接战“匹配”的重要性。实际影响的意义是，领导者应该对参与教育，职业发展机会，尤其重要的是，冠军应该表现有所改善专业工作与生活的平衡，并加强工作关系的举措可能有助于增加接触。创作/价值本文连接各种因素的研究投入，从而更容易业绩改进专业人士获得一个查看该主题尚未全面介绍。关键字领导力，员工行为，员工态度动机，组织文化。时间停止了，至少，那种感觉。前一天晚上，亚特兰大飞往里约热内卢之间，而且
45、我有一个新的可视化团队建设方案电影灵感来自旧的詹姆斯邦德。该方案的想法很有趣，前卫，功能强大。现在，我被隔离在我的办公室，对外界一无所知，并拒绝所有电话。我在创作天堂。一些刚刚“点击”也不管有什么事，它给了我一个马拉松亚军能量，热情的传教士，和箭头的重点我充分参与。这个“接触”近来成为焦点相当的热情。例如韦尔伯恩表示这种接触是其中的“最热门的管理课题中”和弗兰克等人认为员工参与是“十年最大的之一，这在组织和面临的挑战超越”。可以说，订婚兴奋左右也就不足为奇了。据一位最经常提到的接触模型的参与是一个组合的活力，奉献和吸收。换句话说员工是从事高能量劳动，感觉非常自豪和热情，并愿意完全集中的任务在于
46、此外，由于员工充分参与“心理存在”，他们给他们的“所有”到自己的工作，并愿意去加倍努力以实现成功。虽然参与仍然是一个相对较新的研究领域，迄今的证据似乎支持相关的福利机构大量参与。例如哈特等人。荟萃分析经营单位的安全记录36人，公司确定的重大关系，员工敬业度之间的生产率和改善客户满意度、利润、营业额。最近萨克斯发现参与显着的预测工作满意度和员工对组织的承诺。整篇文章中，我将包括参与面试的评论十名同事谁同意参加一个小型试验研究。受访者的受访者居住在巴西，墨西哥或美国的六名为男性，四名为女性。由于一些受访者讲英语作为第二语言和文字语言中的小的调整提出了以提高清晰度。民族名称已被省略，为保护受访者保密
47、的。参与是“自发”和自愿的。我们可以接受不想要的角色，我们可以被强制执行，但我们不能下令进行。其次，参与是“变”。卡恩研究表明，同一个人可以是另一个从事于一个角色，而不是我很兴奋因为这是我第一个非常重要的项目。我是老板，我不得不从头开始创建它。我觉得真的在公司面临断电的可能性，创造一些可以带来宝贵的投入。我觉得没有什么能够阻止我从去的地方去，我想后来然而该项目花费我很大压力的。我必须处理个人利益，政治利益，经理和我自己失败的恐惧。我不得不处理各种冲突。我变得自私种不注重情感的非常重要的一部分该项目了。我完成了很多误解项目后的战斗。我得到了结果，但没有得到领导人的承诺，所以我没有在这个意义上（“
48、朱莉娅”，培训及发展经理）。朱莉娅的故事都说明了自发性和多变性。没有人下令朱莉娅为“兴奋”。她的热情是她自己的，可能造成的挑战，从某种意义上讲所有权，以及由她的工作潜在意义。然而，后来的骄傲，热情，以及认为“没有什么能阻止她从去的地方去，她想”是由压力和焦虑取代。她成了“自私”，失去重心，并最终认为，她失败了。倦怠症通常包含一个消极的“自我评估”的组成部分。此人可能不再感觉有效竞争力。因此，专业的有效性和专业素养的目标可能受到消极影响。工作倦怠症并非确切的参与对立面等。尽管能源和热情参与的特点，可以说是相反的疲惫和玩世不恭，消极的“自我评估”倦怠分量发现没有参与反对匹配。工作倦怠分析，但是原因
49、主要有两个有用的。首先，倦怠和参与显然是相关的，对身体相当疲劳的研究可用。参与另一方面是一个学习。其次，过度接触可能会导致怠惰。矛盾的是，很能激增可能导致的接触所产生的员工最终耗尽。由于这些原因，工作倦怠的研究将包括在本文以下部分的研究总结中提出的。在确定参与和倦怠，我们下一步就是要了解在何种条件下这两种现象发生。为什么有些人会出现更多的“参与”而不是别人给的刺激相同的环境和工作另外为何会表现出强烈的参与同一人在某些环境和情况而不是在别人呢这些问题将得到解决以下的部分中。接触的根源，不参与雇主只带来好处。个人可以获利以及。洛汉弗认为，个人参与的好处包括热情，更大的价值雇主，改善身体健康，幸福。合理，一些员工会选择在将工作不满。尽管参与组织和个人都带来了好处，但是，大多数美国员工都没有参与。在所有雇用美国工人目前，估计有百分之二十五的充分参与，不从事百分之五十，百分之十五是积极和脱开。积极与“不参与”和“脱离”问题差异，脱离员工不仅是“冷静”。相反，他们都表示不满，足以破坏了解在何种条件下有些人会积极参与，而其他人则积极脱离接触，因此，特别是雇员的有关的雇主和。本节总结了接触和倦怠的研究，揭示这些实际情况，特别是我会地址。连接到个人因素的参与和个性能得到解决，在本文的第二部分。组织环境。工作倦怠分析参与和
