HR銀行員工敬業(yè)度對(duì)工作績(jī)效的影響研究
發(fā)布時(shí)間：2018-09-14 18:53
【摘要】：隨著我國(guó)經(jīng)濟(jì)的快速發(fā)展和現(xiàn)代企業(yè)制度深入人心,員工敬業(yè)度越來(lái)越引起企業(yè)界的重視。相關(guān)的調(diào)研數(shù)據(jù)也表明,員工敬業(yè)度對(duì)工作績(jī)效有著重大影響。而現(xiàn)實(shí)的情況是,我國(guó)員工的敬業(yè)度卻維持在較低水平。如何通過(guò)有效的管理,提升員工敬業(yè)度,進(jìn)而提高工作績(jī)效,是每個(gè)企業(yè)必須思考的問(wèn)題。 HR銀行是一家重組僅三年時(shí)間的區(qū)域性商業(yè)銀行。在過(guò)去的三年中,得益于重組紅利的影響,HR銀行發(fā)展迅速,資產(chǎn)規(guī)模、員工人數(shù)等都有很大幅度的增長(zhǎng)。需要特別關(guān)注的是,新增的員工來(lái)自38家銀行,具有各不相同的職業(yè)背景。在這種情況下,員工敬業(yè)度的測(cè)量和分析,就成為一種重要的手段,可以找出問(wèn)題,尋找規(guī)律,改善員工敬業(yè)度水平,推動(dòng)組織業(yè)績(jī)提升。 關(guān)于企業(yè)員工敬業(yè)度和工作績(jī)效,國(guó)內(nèi)外的學(xué)者已經(jīng)展開(kāi)了大量的相關(guān)研究。本文在此基礎(chǔ)上,對(duì)HR銀行的員工敬業(yè)度、工作績(jī)效以及兩者之間的關(guān)系進(jìn)行了實(shí)證分析研究,并以此為基礎(chǔ),有針對(duì)性地提出了提升HR銀行員工敬業(yè)度水平的管理建議,為HR銀行提升員工敬業(yè)度、提高工作績(jī)效提供一些有價(jià)值的參考。 本文的研究分為以下四個(gè)部分內(nèi)容：第一部分是相關(guān)文獻(xiàn)的梳理和述評(píng),對(duì)國(guó)內(nèi)外關(guān)于員工敬業(yè)度、工作績(jī)效以及兩者之間關(guān)系的相關(guān)文獻(xiàn)進(jìn)行整理和總結(jié)；第二部分是在相關(guān)文獻(xiàn)梳理和述評(píng)的基礎(chǔ)上,提出本文的研究設(shè)計(jì)和假設(shè)；第三部分是對(duì)HR銀行的員工敬業(yè)度、工作績(jī)效情況進(jìn)行測(cè)量和分析,包括不同人口統(tǒng)計(jì)學(xué)變量的員工敬業(yè)度差異性、員工敬業(yè)度與工作績(jī)效之間的關(guān)系等內(nèi)容；第四部分是根據(jù)前述分析結(jié)果,提出HR銀行提升員工敬業(yè)度水平的管理建議。 本文的主要結(jié)論有：一是HR銀行整體員工敬業(yè)度水平處于高績(jī)效／最佳雇主地帶,高于金融行業(yè)平均水平,低于最佳雇主水平；二是不同人口統(tǒng)計(jì)學(xué)變量(年齡、學(xué)歷、任職時(shí)間等)對(duì)HR銀行員工敬業(yè)度的影響有顯著差異；三是HR銀行員工敬業(yè)度與工作績(jī)效呈正相關(guān)關(guān)系。 本文的主要?jiǎng)?chuàng)新點(diǎn)有：一是在國(guó)內(nèi)外關(guān)于員工敬業(yè)度、工作績(jī)效以及兩者之間的關(guān)系研究的基礎(chǔ)上,從微觀企業(yè)的視角,以HR銀行員工為研究對(duì)象,進(jìn)行實(shí)證分析,為相關(guān)企業(yè)實(shí)踐和學(xué)術(shù)研究提供有價(jià)值的參考；二是對(duì)HR銀行員工作績(jī)效的評(píng)價(jià),采用的是來(lái)自平衡計(jì)分卡的考核結(jié)果,比采用問(wèn)卷調(diào)查方式獲取工作績(jī)效評(píng)價(jià)更加接近真實(shí)情況；三是分條線維度、機(jī)構(gòu)維度、公司業(yè)務(wù)營(yíng)銷(xiāo)團(tuán)隊(duì)維度,對(duì)HR銀行員工敬業(yè)度與工作績(jī)效兩者之間的關(guān)系進(jìn)行了相關(guān)分析和回歸分析,得出了研究假設(shè)的結(jié)果；四是根據(jù)實(shí)證分析得出的結(jié)果,對(duì)HR銀行的員工敬業(yè)度情況作了詳細(xì)的成因分析,并據(jù)此提出了提升員工敬業(yè)度、提高工作績(jī)效的4個(gè)方面的管理建議。
[Abstract]:With the rapid development of our economy and the popularity of modern enterprise system, employee engagement has attracted more and more attention from the business community. Relevant research data also show that employee engagement has a significant impact on job performance. The reality is that our staff's engagement is maintained at a lower level. How to improve employee engagement and improve job performance through effective management is a problem that every enterprise must think about. HR Bank is a regional commercial bank with only three years of reorganization. In the past three years, thanks to the impact of restructuring dividends, HR banks have grown rapidly, with significant growth in assets and staff. Of particular note, the new staff from 38 banks, with different professional backgrounds. In this case, the measurement and analysis of employee engagement becomes an important means to find out problems, find rules, improve employee engagement and promote organizational performance. About the enterprise employee engagement and the work performance, domestic and foreign scholars have carried out a lot of related research. On this basis, this paper makes an empirical study on the employee engagement, job performance and the relationship between them in HR Bank, and on the basis of this, puts forward some management suggestions to improve the employee engagement level of HR Bank. To provide some valuable reference for HR Bank to enhance employee engagement and improve job performance. The research of this paper is divided into the following four parts: the first part is the review and review of the relevant literature on employee engagement, job performance and the relationship between the two to sort out and summarize the relevant literature at home and abroad; The second part is on the basis of combing and reviewing the relevant literature, put forward the research design and hypothesis of this paper; the third part is to measure and analyze the employee engagement, work performance of HR bank. Including different demographic variables of employee engagement differences, the relationship between employee engagement and job performance. The fourth part is based on the above analysis results, proposed HR Bank to improve the level of employee engagement management recommendations. The main conclusions of this paper are as follows: first, the overall employee engagement level of HR Bank is in the high performance / best employer zone, which is higher than the average level of the financial industry and lower than the best employer level; There are significant differences in the influence of employee engagement of HR bank on the employee engagement, and the third is the positive correlation between employee engagement and job performance in HR bank. The main innovations of this paper are as follows: first, on the basis of the research on employee engagement, job performance and the relationship between them at home and abroad, from the perspective of micro enterprises, taking HR bank staff as the research object, this paper makes an empirical analysis. To provide valuable reference for relevant enterprise practice and academic research; second, to evaluate the performance of HR bank staff, using the results from the balanced scorecard, It is closer to the real situation than obtaining job performance evaluation by questionnaire. Thirdly, it is divided into three dimensions: line dimension, organization dimension, business marketing team dimension. The correlation analysis and regression analysis of the relationship between employee engagement and job performance of HR Bank are carried out, and the results of the research hypotheses are obtained. Fourth, according to the results of empirical analysis, the relationship between employee engagement and job performance is analyzed. This paper makes a detailed analysis on the causes of employee engagement in HR Bank, and puts forward four management suggestions on how to enhance employee engagement and improve job performance.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33
本文編號(hào)：2243576
[Abstract]:With the rapid development of our economy and the popularity of modern enterprise system, employee engagement has attracted more and more attention from the business community. Relevant research data also show that employee engagement has a significant impact on job performance. The reality is that our staff's engagement is maintained at a lower level. How to improve employee engagement and improve job performance through effective management is a problem that every enterprise must think about. HR Bank is a regional commercial bank with only three years of reorganization. In the past three years, thanks to the impact of restructuring dividends, HR banks have grown rapidly, with significant growth in assets and staff. Of particular note, the new staff from 38 banks, with different professional backgrounds. In this case, the measurement and analysis of employee engagement becomes an important means to find out problems, find rules, improve employee engagement and promote organizational performance. About the enterprise employee engagement and the work performance, domestic and foreign scholars have carried out a lot of related research. On this basis, this paper makes an empirical study on the employee engagement, job performance and the relationship between them in HR Bank, and on the basis of this, puts forward some management suggestions to improve the employee engagement level of HR Bank. To provide some valuable reference for HR Bank to enhance employee engagement and improve job performance. The research of this paper is divided into the following four parts: the first part is the review and review of the relevant literature on employee engagement, job performance and the relationship between the two to sort out and summarize the relevant literature at home and abroad; The second part is on the basis of combing and reviewing the relevant literature, put forward the research design and hypothesis of this paper; the third part is to measure and analyze the employee engagement, work performance of HR bank. Including different demographic variables of employee engagement differences, the relationship between employee engagement and job performance. The fourth part is based on the above analysis results, proposed HR Bank to improve the level of employee engagement management recommendations. The main conclusions of this paper are as follows: first, the overall employee engagement level of HR Bank is in the high performance / best employer zone, which is higher than the average level of the financial industry and lower than the best employer level; There are significant differences in the influence of employee engagement of HR bank on the employee engagement, and the third is the positive correlation between employee engagement and job performance in HR bank. The main innovations of this paper are as follows: first, on the basis of the research on employee engagement, job performance and the relationship between them at home and abroad, from the perspective of micro enterprises, taking HR bank staff as the research object, this paper makes an empirical analysis. To provide valuable reference for relevant enterprise practice and academic research; second, to evaluate the performance of HR bank staff, using the results from the balanced scorecard, It is closer to the real situation than obtaining job performance evaluation by questionnaire. Thirdly, it is divided into three dimensions: line dimension, organization dimension, business marketing team dimension. The correlation analysis and regression analysis of the relationship between employee engagement and job performance of HR Bank are carried out, and the results of the research hypotheses are obtained. Fourth, according to the results of empirical analysis, the relationship between employee engagement and job performance is analyzed. This paper makes a detailed analysis on the causes of employee engagement in HR Bank, and puts forward four management suggestions on how to enhance employee engagement and improve job performance.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33
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