The Research On The Effecting Factors Of Enterprise Employee Engagement

As the competition between organizations intensifies, human resource has become the key resource for organization to perform. In order to improve performance, many organizations are puzzled about how to stimulate human resource. After 40 years research into the dynamics amongst the successful factors for health organizations, American scholar-Doctor George Gallup was the first to introduce the concept of employee engagement. Comparing to employee satisfaction, employee engagement reflects employee's overall acceptance to the hardware and software of the organization, and their actual performance at job, not merely a presentation and satisfaction to just one kind of subconscious. Internationally well known company like The Gallup Organization, Hewitt associates, and foreign scholar Schaufeli and Bakker's(2004)abundant researches have proved employee engagement's significant influence over organization performance. Therefore, research about the effecting factors to employee engagement, and how to improve employee engagement will have great importance.Because a lack of research about the fundamentals of the theory of employee engagement, before this paper analyzing the factors related to employee engagement, it will first start to dig the source of employee engagement from the angles of the contractual relationship between the employee and organization, so that to make up the absence of the research about the fundamentals, and at the same time provide some theoretical evidence for the purpose of classification of employee engagement for this paper. Scholars like Kahn(1990),May(2004),Maslach(2001)have discussed the theory and demonstration of the effecting factors to employee engagement. In their researches, all treated employee engagement as a whole. However, after teasing and sum up of the related literature, it was found that those scholars'concept and characterization mainly emphasizing two aspects, the involvement to its own job and the identification to the organization. The labor contract and psychological contract relationship between employee and organization are also emphasized particularly on the relation between employee's dedication to job and organization. In 1990, Kahn and the others suggested that employee engagement reflects the level of psychological self-representation for the individual's particular role in the organization, for the majority employees of the organization, the two key roles are job role and organization member role, and hence employee engagement can be classified as job engagement and organization engagement.Therefore, this paper will base on the labor contract and psychological contract relationship between employee and organization, combining foreign scholar's related research, divide employee engagement into two dimension as job engagement and organization engagement, probe into their interaction and different effecting factors, so that the organization can better understand the driven force behind employee engagement, effectively improve employee engagement.This research is based on Kahn(1990),May(2004),Maslach(2001)'s findings, abstract job characteristics, recognition and values, fairness, organization management process, organization support, internal relationship as the six effecting factors, utilized questionnaire invented by foreign scholar in their researches to obtain needed data for the demonstration analysis. This paper firstly used a descriptive analysis to study the latest status of employee engagement and its effecting factors. Because Pearson correlation has indicated the significant relativity between job engagement and organization engagement, partial analysis is used to study each effecting factors'relationship with job engagement and organization engagement, lately stepwise regression analysis is applied to probe into each effecting factor's forecast ability towards job engagement and organization engagement. The key findings of this research are:(1) Contract theory can be considered as the theoretical base for employee engagement.(2) Validated that the two dimensions, job engagement and organization engagement are related but have distinction.The result from statistic analysis indicates that job engagement's average is notably higher than organization engagement's. Furthermore the effecting factors for job engagement and organization engagement are different, but the two dimensions have obvious positive correlation (correlation coefficient is 0.740)(3) The effecting factors for job engagement and organization engagement are different.Job characteristics, recognition and values are the main effecting factors for job engagement. Organization management process, organization support will mainly effect organization engagement. Internal relationship has effect both on job engagement and organization engagement.Finally, this paper combined foreign and domestic scholar's researches with the conclusion made by this paper, bring forward the following suggestion for real time practice: (1) Strengthening effective communication over Psychological contract level. Organization must all the time watch over about employee's Psychological contract, fulfill necessary organizational obligations required by psychological contract, and meanwhile induce the new psychological contract's establishment. Human resource department and the direct superior of the employee, as the representative of the organization, are needed and obligated to provide supportive efforts, meanwhile they need to fully communicating organization's expectations to the employee and try to understand employee's real expectation, avoiding breach psychological contract because of different understanding of the psychological contract, which could lead to a reduce on employee organization engagement.(2) Building supportive and mutually trustful organizational culture. Internal relationship is the only factor effacing both employee job engagement and organization engagement. If the organization's culture is supportive and mutually trustful, as the supervisors and colleagues'behavior exhibits support and trust, it will make the employees in job feel secure, therefore employees will be more willing to engage themselves into job and improve identification towards the organization.(3) Establish a management system based on evaluations. We should not simply treat Engagement research as part of the Engagement management. Engagement research is just a means; the aim of the research should be the establishment of a management system based on evaluations, so that in the process the employee engagement will be better improved.