Teal实践能提高员工的工作投入度吗?

Muriel Davies, Stéphanie Buisine
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引用次数: 0

摘要

因为敬业的员工充满激情地工作,与公司有着深厚的联系,并且具有创新精神,他们可能会推动组织的绩效。从长远来看,实施原创和鼓舞人心的工作方式的绿色组织似乎特别有利于创造和支持敬业精神。本文的目的是双重的:首先,研究在许多组织维度中的敬业驱动因素和障碍,其次,通过他们的实践来描述迪尔组织的特征。我们还假设Teal实践可能会推动员工的敬业度。为此,我们制作了一份问卷,并在法国进行了跨行业调查。这项调查包括一个标准化的敬业度测量,一个基于学术文献的组织结构、管理、领导风格和社会氛围的评估,以及一系列与我们设计的蒂尔实践有关的问题。样本由代表其公司的767名受访者组成。通过多元回归分析,我们发现敬业度与公司的社会开放度和组织信任有关。蒂尔实践以统计可靠的方式汇总成一个我们称之为蒂尔指数的结构。如果Teal指数不能直接预测参与度,它似乎有助于预测信任,而信任本身又能预测参与度。这些结果在很多方面都很有见地:它们强调了信任是敬业度的关键因素,首次概述了蒂尔实践在法国公司中的采用情况,并为在日常企业生活中超越可观察和可衡量的实践,捕捉蒂尔哲学开辟了途径。这些发现与进化的观点进行了讨论,以更好地理解当前和未来的组织转型。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Can Teal practices increase employees’ work engagement?
Because engaged employees work with passion, in deep connection with their company and are innovative, they may drive their organization’s performance. Teal organizations, which implement original and inspiring ways of working, appear particularly favourable to create and support engagement in the long run. The aim of this paper is twofold: first, to study engagement drivers and barriers among many organizational dimensions, and secondly to characterize Teal Organization through their practices. We also hypothesize that Teal practices may drive employees’ engagement. To this aim, we built a questionnaire and performed a cross-industry survey in France. The survey included a standardized measure of engagement, an assessment of organizational structure, management, leadership styles and social climate based on scholarly literature, and a series of questions dealing with Teal practices that we designed. The sample was composed of 767 respondents on behalf of their company. Using multiple regression analysis, we observe that engagement is predicted by social openness of the company and by organizational trust. Teal practices aggregate in a statistically reliable manner into a construct that we call Teal index. If Teal index is not a direct predictor of engagement, it appears to contribute to predicting trust, which itself predicts engagement. These results are insightful in many ways: they highlight trust as a key factor of engagement, offer a first overview of the adoption of Teal practices among French companies and open up avenues for capturing Teal philosophy beyond observable and measurable practices in everyday corporate life. These findings are discussed with an evolutionary viewpoint to better understand current and future transformation of organizations.
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