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1.2.3 Employee Engagement measurement scale
After the related concepts of employee engagement are given, the scholars to a more in-depth understanding of employee engagement influence on individual and organization, investigate employee engagement with the relationship between the antecedent and consequence variables, scholars respectively by their theory, began to make different employee engagement measurement scale. According to given engagement structure model, which produces a contains a pre-test scale of the project, a result of exploratory factor analysis didn't get the default three independent and stable dimension (Burkett, 2011). So they pick out of the project, the plan can be permanent to reflect the physiological, cognitive, and emotional three aspects, which constitute an overall engagement scale, it is used for engagement activities. Used to think that such as engagement measurement can be directly from the job burnout questionnaire for reference, using the individual in the profession self-efficacy, emotional exhaustion and cynicism of reverse on three dimensions, such as scores to assess, "for example, scored higher on professional self-efficacy dimensions, and on the dimension of emotional exhaustion and cynicism" low is as a professional. Have challenged this view, such as through a large number of interviews, eventually toppled the hypothesis about engagement is opposite job burnout, repudiated the scale reverse pattern can be used to measure engagement point of view (Alt, Díez-de-Castro & Lloréns-Montes, 2015). The scale includes dedication, energy, and dedication to a project, etc. 'in the years after they have for a country of several subjects to statistical analysis of survey data (Drew & Grant, 2017). The scale of the project is from a reduced to a, after feeding the level of the three dimensions are right internal consistency, and the two factor model (employee engagement and job burnout of optimal fitting. The results show that employee engagement can be regarded as the direct opposite of job burnout, the scale of middle school teachers and tested its reliability and validity (Forck, 2014). Through the preliminary test of a high school teacher, two items with meager identification degree were deleted, and confirmatory factor analysis was carried out (Bhatnagar, 2007,). Finally, a revised scale suitable for localization background was formed. In the study of engagement, adopted the revised "engagement scale" by Zhang viewed, which once again proved that the scale had excellent reliability and validity. In addition, in the research field of scale-revised, it gets a high reliability and validity of the engagement of measuring range, applied in this study, the conclusions show that job resources, requirements. In addition, organizational commitment has good prediction effect to employee engagement, and found that different organizational variables impact on employee engagement way of diversity, and the revised engagement three-dimensional structure model can well adapt to local Chinese background (Monica& Krishnaveni, 2018). Scholars from many countries have tested the scale, and the test results have mostly verified the three-factor model, and the internal consistency and cross-cultural stability of the range have been adequately verified. In general, all the indicators of the Chinese version of the engagement scale meet the requirements of psychometrics, which can be used for reference in future studies on engagement. The measurement scale for domestic and foreign many consultants are let engagement measurement scale, but is recognized by the international Gallup consulting company employee engagement of the measurement system is put forward, namely the Gallup survey in the workplace (Gupta & Sharma, 2016).
The questionnaire, a total of a research project, including two categories, one kind is used for measuring the employees have the attitude of sex. As a result, another kind is used to confirm the first-line managers can control the factors affecting attitude variables. Employee engagement measures how happy employees are to stay with the company and work hard to serve it (de Souza & Beuren, 2018). Dedicated employees behavior has three levels. First level is willing to promote, namely, employees will often to colleagues, willing to join in enterprise, customers and potential customers for enterprise speech; the second aspect is the willingness to stay, that is, employees have a strong desire to stay in the organization; The third level is full commitment, that is, employees can not only devote themselves to their work but also are willing to pay extra efforts to promote the success of the enterprise, which is the highest level of employee engagement. Two main ways are summed up. The first is a crowd-oriented measurement tool, such as Gallup's measurement scale (Döring, Downe & Martin, 2015). This measurement tool is based on the most direct influencing factors of employee engagement, and these factors are often highly executive. This way can usually get more real information and is advantageous to the organization based on the measured results to take effective measures in time, but the disadvantage is not intuitively understood the individual level of engagement. This method is mainly applied to understand the status of the organization's overall worship, study and analyze the influence of individual engagement organizational management factors and environmental factors so that the organization has targeted to improve employee engagement. The second is an individual-oriented measurement tool, such as the measurement scale and the proposed measurement scale (Monica & Krishnaveni, 2018). This kind of measurement method based on the essence of engagement, direct measurement of the actual circumstances of the individual engagement, but the downside is that may be due to the high surface validity and authenticity appears to reduce the measurement result. This measurement method is mainly applicable to study the concept and structure of engagement or to study its relationship with other organizational variables. In this paper, the author focuses on the relationship between employee engagement and job performance, so it is suitable to use this kind of individual-oriented measurement tool (Crick,et al., 2013). Model is proposed for employee engagement three necessary and decisive psychological conditions, namely the psychological sense of security, psychological meaning and availability than he further put forward the three organization environmental factors affecting the psychological conditions. Among them, the factors influencing psychological security include organizational management mode, internal and inter-organizational dynamics, working procedures, organizational rules and regulations, and decision-making, etc. (Haddock-Millar, Sanyal& Müller-Camen, 2016,) The factors influencing the psychological sense of meaning include task characteristics, job interaction, and duty characteristics. Factors influencing psychological usability include emotional and cognitive resources, job role safety, work psychology and leisure activities. Therefore, this model includes the multiple factors that affect employee engagement, such as personal factors, organizational environment factor, work factor, the combination of these factors and degree of individual's perception determines the level of employee engagement. Improve the premise of the company's performance is to clarify the key factors that affect employee engagement, the integration of values, career development opportunities, employee involvement, and good communication mechanism, improve the company's reputation, and so on (Bititci, Cocca & Ates, 2016). There are many factors which can affect employee engagement, including the organization's resources policy, working environment, the organization's management style and communication mechanism, and management process, the work itself, the enterprise values, work reward, work/life balance, leadership and the company's reputation, resources support and so on. Efforts to create an organizational atmosphere and working environment suitable for employees to display their intelligence and intelligence are the key factors affecting employees' engagement level. Enterprise top managers in understanding employee engagement situation, must according to the features of organization characteristics and the current development stage to identifying key drivers of employee engagement, and points out that the enterprise culture, interpersonal relations, leadership style, job content, total compensation, collaborative development opportunities, quality of life, organization system factors such as the driving factors is the key to influence employee engagement (Siddiquee, 2014). Employees pay more attention to the overall salary, corporate culture, development opportunities and work coordination of the company when choosing a career. In addition, individual differences among employees have a great impact on engagement. Such studies have shown that employee engagement is related to gender, and the overall level of male engagement is slightly higher than that of the female (Kaur, 2017). The relationship between personality traits and engagement was studied, and the results showed that employees with high engagement generally had the following characteristics: extroversion, flexibility and low neuroticism. Factors that affect employee engagement survey, the conclusion shows: according to the influence degree from high to low arrangement are personal career development opportunities and space, the higher management level directly, the company's recognition, benefits, personal, professional degree, challenging work, etc. According to the research achievements of different scholars and consultants, the author divides the influencing factors of knowledge employee engagement for the following three categories: first, job factors, including tasks, resources and a sense of achievement, work-life balance, etc. (Denman-Cleaver & van Tuijl, 2018) Secondly, organizational factors, including corporate culture and values, organizational management system and decision making, leadership and management level, teamwork, personal growth and career development, and comprehensive compensation, etc. Third, personal factors, including personality traits, demographic variables and so on. |
