留学生金融学作业-员工敬业度对银行战略成功的影响。本文是一篇留学生作业范文，主要内容是根据作业提出的实际情况进行分析研究，总结员工敬业度对银行战略成功的影响。留学生作业给出的情况说明是：信用合作社“在治理、风险和运营能力方面不断受到挑战”。Credit Union Plus由最初的五个个人信用合作社组成。他们于2016-2017年合并，目标是为其48000名合并成员奠定基础。像大多数信用合作社一样，我们的收入在下降，成本在增加。信用合作社的关键战略目标之一是增加贷款规模。经济环境、市场营销、技术等诸多因素将有助于该计划的成功。我们最大的资产之一是我们的员工。这项任务基于这样一个概念，即员工敬业度是实现战略成功的关键。通过员工参与，我们可以鼓励和激励员工积极主动地向会员出售贷款。这将大大促进我们贷款帐簿的增长。员工管理者可以通过其许多职能鼓励员工参与，进而帮助实现战略目标。以下是留学生金融学作业范文的全部内容，供参考。
Credit Unions are “continuously being challenged in areas of Governance, Risk and Operational capabilities”. (Central Bank of Ireland, issue 9, p.1) Credit Union Plus comprises of what were originally five individual Credit Unions. They merged in 2016-2017 with the goal of securing its foundations for its combined members of 48,000. Like most Credit Unions our revenue is dropping, and costs are increasing. One of Credit Union Plus key strategic objectives is to grow its loan book. Many factors including economic climate, marketing, technology etc will contribute to the success of this plan. One of our greatest assets are our staff. This assignment is based on the concept that employee engagement is key to achieving strategic success. Through employee engagement we can encourage and motivate our staff to be proactive in selling loans to our members. This will contribute significantly to the growth of our loan book. The People Manager can, through their many functions encourage employee engagement which will in turn aid the implementation of strategic goals.
Employee engagement has numerous definitions which encompass a workplace designed to ensure that employees are committed to their organisation goals and values. It is a topic that has been debated and no single definition has been agreed upon. Beverely Kaye of Career Systems International has stated “We are pretending that engagement is a new thing, Engagement is a new word for a very old thing. Engagement is a new word for motivation, passion, and commitment”. (Ketter, et al. 2008 p45) Wildermuth states that “Experts have defined engagement as a persistent state of work fulfilment”. (Wildermuth et al. 2008 p51) Liberman states that employee engagement is “the willingness of an employee to exert discretionary effort toward their work” (Liberman, 2015, p.22). Regardless of the lack of a single definition, Employee Engagement encourages employees to work on an individual and team basis; to contribute to the implementation of strategic goals set. One would hope that as a result they would benefit from personal reward and have a sense of belonging to the organisation while adopting its views and culture.
An argument could be made that the start of employee engagement is in the recruitment and selection process. The people managers participation in the recruitment process would allow identification of the most suitable candidates. To date Credit Union Plus has used unstructured interviews for member services selection. This method has proven to be low cost but also low validity. Scientific evidence suggests that more structured interviews encourage prospective employees to utilise the SOAR (Scenario, Ownership, Action and Results) model to illustrate their experience and suitability to the position available. Greene in “Selecting Superior Sales staff” cites a four-step interview process in which step four is entitled “The weeding out process”. Greene believes that this process encourages the candidate to demonstrates their commitment and “coachability”. (Greene, 1992, p79). Commitment and Coachability is destined to have a positive affect on employee engagement once in situ. Liberman argues that ideal candidates will have a feeling of “a strong emotional bond to their credit union and caring about its future, being willing to invest extra effort, being fully involved in and enthusiastic about their work, and acting in a way that furthers their credit unions’ interests” (Liberman, 2015, p.22)
有人认为，员工敬业度的开始是在招聘和选拔过程中。人事经理参与招聘过程将有助于确定最合适的候选人。到目前为止，Credit Union Plus已使用非结构化访谈进行会员服务选择。这种方法成本低，但有效性低。科学证据表明，更结构化的面试鼓励潜在员工利用SOAR（场景、所有权、行动和结果）模型来说明他们的经验和对可用职位的适合性。格林在《挑选优秀销售人员》中引用了一个四步面试过程，其中第四步题为“淘汰过程”。格林认为，这一过程鼓励候选人表现出他们的承诺和“可指导性”。。一旦到位，承诺和辅导注定会对员工敬业度产生积极影响。利伯曼认为，理想的候选人会有一种“与他们的信用合作社有着牢固的情感纽带，关心它的未来，愿意付出额外的努力，充分参与并热衷于他们的工作，并以一种促进其信用合作社利益的方式行事”。
Once the correct calibre of employee is in place the people manager can then utilise two of their core skills, namely coaching and delegation. Effective coaching and delegation will enable employees to acquire the correct skills to implement strategic goals on an individual and team basis. Coaching yields positive outcomes as staff may feel they have a choice in how something is done. This results in commitment to the organisation and its goals, enhancing employee engagement. The people manager must ensure they respect the employee and acknowledge their abilities and skills. Engaging managers facilitate and empower rather than control and restrict staff. In doing so they enable employee engagement. Credit Union Plus has recently commenced Personal Development Plans. This will contribute greatly to the alignment of personal goals with the strategic plan. In addition to this the GROW Model could be utilised to create a superior coaching structure. A study into executive coaches by Contractor identifies how some businesses are engaging the services of expertise coaches to “practise the art of empowerment through delegation”. (Contractor, 2013, p.13). Although executive coaches would not be viable in Credit Union Plus it is apparent that delegation of tasks by the people manager will motivate staff and encourage them to promote and support organisation goals. A feeling of shared purpose and encouragement through their personal development plan can be a key enabler for employee engagement.
一旦员工具备了正确的素质，人事经理就可以利用他们的两项核心技能，即辅导和授权。有效的指导和授权将使员工获得正确的技能，以实现个人和团队的战略目标。辅导会产生积极的结果，因为员工可能会觉得他们可以选择如何做某事。这导致对组织及其目标的承诺，提高员工敬业度。员工经理必须确保他们尊重员工，承认他们的能力和技能。敬业的管理者促进和授权员工，而不是控制和限制员工。通过这样做，他们可以实现员工敬业度。Credit Union Plus最近启动了个人发展计划。这将大大有助于使个人目标与战略计划保持一致。除此之外，还可以利用GROW模型创建一个优秀的辅导结构。承包商对高管教练的研究确定了一些企业如何利用专业教练的服务“通过授权实践授权艺术”。虽然高管教练在信用合作社中不可行，但很明显，员工经理的任务授权将激励员工，鼓励他们促进和支持组织目标。通过个人发展计划实现共同目标和鼓励的感觉可以成为员工敬业度的关键因素。
Credit Union Plus is a dynamic institution that acknowledges the positive affect which Personal Development Plans can have on strategic success. However, the people manager must also be equipped to manage those employees who underperform. The Equity theory supports the principal that if underperformers are not addressed a perception of disparity can arise. If this occurs, it can result in ordinarily good performers dropping their pace as they see there are no repercussions for underperformance. The effectiveness of employee engagement is lost if this were to occur. Therefore, it is imperative that the people manager is equipped with skills to challenge those employees regarding underperformers. Effective objective setting will be extremely important and should eliminate any gaps between expectations and performance. Absence management is another sector that the people manager will need to develop prowess in. The absence of employees can have monumental affects on customer service which in turn impedes employee engagement. Staff may feel that they are under pressure due to an increased work load and do not have the time to provide superior customer service. In a service driven environment, time is of the essence. If the company is suffering from absenteeism an individual employee may feel that they do not have the time to go the extra mile in delivering superior service. In the case of Credit Union Plus this could result in the loss of secured loans as the member service representative is under time pressure and releases shares rather than encouraging the member to take a secured loan. It is evident that absence management is of critical importance and that the lack of a policy and or control can have a negative effect on strategic implementation. There are many other areas surrounding employment legislation that may need addressing. Knowing when to refer a matter to HR is of utmost importance and can eliminate any possibility of the people manager dealing with an issue ineffectively.
信用合作社+（Credit Union Plus）是一个充满活力的机构，它承认个人发展计划可以对战略成功产生积极影响。然而，员工经理还必须具备管理表现不佳的员工的能力。公平理论支持这样一个原则，即如果表现不佳的人得不到解决，就会产生一种不平等的感觉。如果出现这种情况，通常表现良好的员工可能会放慢节奏，因为他们认为表现不佳不会产生任何影响。如果发生这种情况，员工敬业度的有效性就会丧失。因此，人力资源经理必须具备挑战那些表现不佳员工的技能。有效的目标设定极为重要，应该消除期望和绩效之间的任何差距。缺勤管理是人力资源经理需要发展的另一个领域。员工的缺席可能会对客户服务产生巨大影响，进而阻碍员工参与。员工可能会因为工作量增加而感到压力，没有时间提供优质的客户服务。在服务驱动的环境中，时间至关重要。如果公司正在遭受旷工之苦，员工个人可能会觉得他们没有时间为提供优质服务付出额外的努力。在信用合作社的情况下，这可能会导致担保贷款的损失，因为会员服务代表面临时间压力，会释放股份，而不是鼓励会员接受担保贷款。显然，缺勤管理至关重要，缺乏政策和/或控制可能会对战略实施产生负面影响。围绕就业立法还有许多其他方面可能需要解决。知道何时将问题提交给人力资源部至关重要，可以消除人事经理处理问题效率低下的任何可能性。
The People Managers own ability to plan and organise their own time can impact on strategic success. Poor organisation at work will affect performance, it illustrates poor control which employees will pick up on. Evidently if the people manager cannot manage their own time and stress levels this will impede on performance of direct reports. Being familiar with time management tools and being somewhat resilient to stress, benefits the people manager in their own role and in supporting their direct reports. The environment in Credit Union Plus demands the people manager to be an excellent time manager. Staff will constantly look for time to accomplish individual tasks. It is of vital importance to ensure that workflow is managed, ensuring timely completion while guaranteeing adequate services cover always. If employees feel stressed, they will not give due diligence to members which will result in loss of engagement. Time management on behalf of the people manager should help reduce the possibility of employees being stressed.
员工管理者计划和组织自己时间的能力会影响战略成功。工作中组织不善会影响绩效，这说明员工对哪些方面的控制不力。显然，如果员工经理无法管理自己的时间和压力水平，这将阻碍直接下属的绩效。熟悉时间管理工具并对压力有一定的适应能力，有助于员工管理者发挥自己的作用并支持其直接下属。Credit Union Plus的环境要求员工经理成为优秀的时间经理。员工会不断寻找时间来完成个人任务。确保工作流得到管理，确保及时完成，同时确保始终提供足够的服务，这一点至关重要。如果员工感到压力，他们将不会对成员进行尽职调查，这将导致员工失去敬业度。代表人事经理进行时间管理应有助于减少员工承受压力的可能性。
Being conscious of staff’s levels of stress can be a clear indicator of the people managers emotional intelligence. Weiss, reviews the article “Promoting Emotional intelligence in Organizations: Making Training in Emotional Intelligence Effective” by Cherniss et al. They define emotional intelligence as “the ability to accurately identify and understand one’s own emotional reactions and those of others”. It also involves the ability to regulate one’s emotions, to use them to make good decisions, and to act effectively. (Cherniss et al, 2000, p. 67-68). It is argued that emotional intelligence has become as important as intellectual intelligence. Daniel Goleman’s and others model of emotional intelligence breaks down emotional intelligence into awareness of ourselves and others and management of ourselves and others. The people managers ability to communicate with direct reports can have a positive impact on them and in turn on strategic success. The awareness of their own strengths and weaknesses, their openness to feedback and their willingness to learn from others, will help them manage emotions, follow through on commitments and adapt to changing circumstances. This will positively impact on staff and will inevitably enhance the relationship between the organisations culture and values and employee’s motivation and engagement. Senior management having a sincere interest in staffs wellbeing is a key driver for employee engagement. Having a high level of emotional intelligence will enable the people managers ability to enhance employee co-operation. It will also enable successful motivation towards achievement of organisational goals. Many research theories such as Maslow’s Hierarchy of Needs and Alderder’s Existence, Relatedness and Growth theory link motivation with performance and if the needs of the employee are not being acceded then motivation may decrease. Alderder argues that all categories of needs can become more important as they are satisfied, and individuals place greater emphasis on any single category as opposed to simply moving from one need to the next. It is apparent to the people manager in Credit Union Plus that when needs of staff are not achieved, motivation drops, and employee engagement reduces. Although it is not always possible to meet employee expectations e.g. grant annual leave that is oversubscribed, it is important that the people manager continuously communicates and attempts to increase morale in staff. Other barriers exist also. The lack of knowledge about engagement or the lack of worth placed on engagement can be an obstruction to employee engagement. A change in culture is sometimes required. Credit Union Plus recently introduced a staff forum where by staff could bring operational issues or other to the forum through a representative. This facilitated an increase in communication and in turn allowed for employee engagement to increase.
意识到员工的压力水平可以清楚地表明员工经理的情绪智力。Weiss回顾了Cherniss等人的文章“促进组织中的情绪智力：使情绪智力培训有效”。他们将情绪智力定义为“准确识别和理解自己和他人情绪反应的能力”。它还包括调节情绪、利用情绪做出正确决策和有效行动的能力。。有人认为，情商已变得与智力一样重要。丹尼尔·戈尔曼等人的情商模型将情商分解为对自己和他人的认识以及对自己和他人的管理。员工管理者与直接下属沟通的能力可以对他们产生积极影响，进而影响战略成功。意识到自己的优势和劣势、对反馈的开放性以及向他人学习的意愿，将帮助他们管理情绪、履行承诺并适应不断变化的环境。这将对员工产生积极影响，并不可避免地加强组织文化和价值观与员工动机和敬业度之间的关系。高级管理层真诚关心员工福利是员工敬业度的关键驱动因素。拥有高水平的情商将使员工管理者能够加强员工合作。它还将成功激励员工实现组织目标。许多研究理论，如马斯洛的需求层次理论和奥尔德德的存在、关联和增长理论，都将动机与绩效联系起来，如果员工的需求没有得到满足，那么动机可能会降低。奥尔德德认为，随着需求的满足，所有类别的需求都会变得更加重要，个人会更加重视任何一个类别，而不是简单地从一个需求转移到下一个需求。对于信用合作社的人事经理来说，显而易见的是，当员工的需求没有实现时，动机就会下降，员工敬业度就会降低。尽管并非总是能够满足员工的期望，例如超额申请的年假，但员工经理必须不断沟通并努力提高员工的士气。还存在其他障碍。对敬业度缺乏了解或敬业度缺乏价值可能会阻碍员工敬业度。有时需要改变文化。Credit Union Plus最近推出了一个员工论坛，员工可以通过代表将运营问题或其他问题提交给论坛。这促进了沟通的增加，进而提高了员工的敬业度。
Conclusion / Recommendation: 结论/建议：
It is evident from various bodies of research that employee engagement has a monumental effect on strategic results. The people manager must utilise all their skills and management functions to facilitate employee engagement. An in-depth study on the people managers functions identified numerous ways in which successful management can contribute to employee engagement. Due to issues beyond their control it may not always be possible. An example was given where the staff member became disgruntled as they did not get the annual leave they required. It is not feasible to give employees everything they want just to maximise employee engagement. Lack of resources will be another barrier to engagement. The area of absence management was studied, and this was identified as a significant area that can impact on service in Credit Union Plus. The lack of a policy can results in the loss of employee engagement due to stress being placed on staff. One could argue that although a significant emphasis should be placed on employee engagement by the people manager it is a cultural aspect that needs to be endorsed from the Board of Directors down. This is what would truly create an environment of employee engagement. Shared purpose, engaging managers, employee voice and integrity will assist in adopting a culture that is required for employee engagement. A culture of communication will engage employees, and this is an area that has been identified as requiring improvement in Credit Union Plus. Liberman concurs when he states “Sharing important credit union information with staff, as well as holding formal and informal regular meetings with staff “would improve engagement. (Liberman, 2015, p.22)
Central Bank of Ireland, Credit Union News, Issue 9.
What’s the Big Deal About Employee Engagement? Ketter, Paula T + D; Jan 2008; 62, 1; Accounting, Tax & Banking Collection
10 Ms of Employee Engagement. Wildermuth, Cris; Wildermuth, Mel. T + D; Alexandria Vol. 62, Iss. 1, (Jan 2008): 50-53,6.
Liberman, Kerry. Credit Union Management; Madison Vol. 38, Iss. 6, (Jun 2015): 22-24,26.
Greene, Richard. Mortgage Banking; Washington Vol. 52, Iss. 9, (Jun 1992): 77.
Contractor, Sarosh. Bottom Line; Markham Vol. 29, Iss. 7, (Jun 2013): 13.
Ruth Palombo Weiss. Training & Development; Alexandria Vol. 54, Iss. 8, (Aug 2000): 67-68.
留学生作业在结论中提到从各种研究机构中可以明显看出，员工敬业度对战略成果有着巨大的影响。员工经理必须利用其所有技能和管理职能来促进员工参与。对员工管理者职能的深入研究确定了成功管理可以促进员工敬业度的多种方式。由于他们无法控制的问题，这可能并不总是可能的。举了一个例子，工作人员因没有获得所需的年假而不满。仅仅为了最大限度地提高员工敬业度而为员工提供他们想要的一切是不可行的。缺乏资源将是参与的另一个障碍。对缺勤管理领域进行了研究，并将其确定为可能影响Credit Union Plus服务的重要领域。由于员工承受压力，缺乏政策可能会导致员工敬业度下降。有人可能会争辩说，虽然人力资源经理应该重点关注员工敬业度，但这是一个文化方面，需要得到董事会以下的认可。这将真正创造一个员工参与的环境。共同的目标、敬业的管理者、员工的声音和诚信将有助于形成员工敬业所需的文化。沟通文化将吸引员工，这是一个已被确定为需要改进的领域。利伯曼同意他的观点，他表示“与员工分享重要的信用社信息，以及与员工举行正式和非正式的定期会议”将提高参与度。本站提供各国各专业留学生作业写作指导服务，如有需要可咨询本平台。