職場(chǎng)往往給人的感覺(jué)是時(shí)不我待，只爭(zhēng)朝夕,。

每天的任務(wù)截止期限和短期目標(biāo),，要優(yōu)先于長(zhǎng)期目標(biāo),。今天的需求看起來(lái)比明天的計(jì)劃更為緊迫,。人們經(jīng)常會(huì)因?yàn)檠矍暗囊豢脴?shù)而忽視整個(gè)森林,。

但雇主若想提高員工的敬業(yè)度，考慮未來(lái)至關(guān)重要,。

達(dá)頓商學(xué)院領(lǐng)導(dǎo)力與組織行為學(xué)教授莫瑞拉?埃爾南德斯和博士后研究員克里斯蒂安諾?L?瓜拉納認(rèn)為：“不止關(guān)注眼前,，同時(shí)考慮員工未來(lái)需求與回報(bào)預(yù)期的組織，在提高工作敬業(yè)度方面更有優(yōu)勢(shì),?！?/p>

為了深入了解時(shí)間與員工敬業(yè)度之間的關(guān)系,，埃爾南德斯和瓜拉納最近對(duì)眾多科技公司的數(shù)百名員工進(jìn)行了調(diào)查。根據(jù)對(duì)超過(guò)200名受訪者的調(diào)查結(jié)果,，他們發(fā)現(xiàn),，工作敬業(yè)度不僅會(huì)受到員工當(dāng)前情況的影響，也會(huì)受到其對(duì)未來(lái)的期望的影響,。

埃爾南德斯與瓜拉納特別研究了影響工作敬業(yè)度的三個(gè)因素：心理意義,、心理可獲得性和心理安全。在心理意義方面,，他們發(fā)現(xiàn)，如果員工不僅認(rèn)為他們目前的投入能夠帶來(lái)回報(bào),，而且相信未來(lái)的努力可以帶來(lái)更多回報(bào),，員工的敬業(yè)度會(huì)顯著提高。

未來(lái)預(yù)期對(duì)心理可獲得性同樣重要,，或者說(shuō),，員工會(huì)感覺(jué)他們擁有完成一項(xiàng)任務(wù)的物質(zhì)和情感資源,。在員工相信他們可以獲得迎接未來(lái)挑戰(zhàn)的時(shí)間、財(cái)力和人力的情況下,，可獲得性可以帶來(lái)最高的敬業(yè)度,。

埃爾南德斯與瓜拉納表示：“盡管目前的經(jīng)歷是預(yù)測(cè)工作敬業(yè)度的一個(gè)重要指標(biāo),，但在一名員工漫長(zhǎng)的職業(yè)生涯當(dāng)中，這只是一段小插曲而已,?！?/p>

心理安全是源于當(dāng)前的一個(gè)敬業(yè)度因素,。對(duì)此一個(gè)可行的解釋是,，心理安全,，也就是即便犯錯(cuò)也不會(huì)導(dǎo)致失業(yè)或信譽(yù)受損的感覺(jué)，與迫在眉睫的生存努力有關(guān),，這也使得當(dāng)前的情況比未經(jīng)證實(shí)的未來(lái)可能性更加重要,。

對(duì)于雇主如何實(shí)際運(yùn)用這些調(diào)查結(jié)果，埃爾南德斯提出了幾條建議：

首先,，在招聘,、培養(yǎng)和提拔人才時(shí),，雇主必須始終將未來(lái)記在心中,。在初期,，招聘者應(yīng)該提供對(duì)職位空缺的明確說(shuō)明，幫助求職者從短期和長(zhǎng)期兩個(gè)方面評(píng)估公司是否合適,。

其次,，在聘用員工之后，埃爾南德斯建議,，確立更加整體性的培訓(xùn)思路,，將個(gè)人目前和未來(lái)的職位預(yù)期考慮在內(nèi)。雖然新人剛?cè)胄袝r(shí)可能接受一份初級(jí)工作,，但了解其終極志向?qū)净蛟S會(huì)有所幫助。這樣不僅可以節(jié)省未來(lái)的時(shí)間,，還可以讓員工走上正軌,，最大限度開(kāi)發(fā)自己的潛力,，提高敬業(yè)度,。

第三，員工成功加入團(tuán)隊(duì),，開(kāi)始投入工作之后,，管理者應(yīng)該強(qiáng)調(diào)員工目前可以獲得的回報(bào)，以及未來(lái)工作崗位可以提供的潛在資源,。公司如果能夠?yàn)閱T工規(guī)劃出職業(yè)發(fā)展路徑,，可大幅提高員工敬業(yè)度，實(shí)現(xiàn)更高的員工保留率,。畢竟，即便員工目前感覺(jué)勞累過(guò)度或被低估,，只要公司承諾事情會(huì)變得更好或者他們最終必能得到升職,，便可以消除員工這些糟糕的負(fù)面情緒。

埃爾南德斯還為雇主門(mén)帶來(lái)了一條好消息,。雖然未來(lái)和預(yù)期的情況會(huì)影響員工敬業(yè)度,，但過(guò)去的情況通常不會(huì)對(duì)敬業(yè)度產(chǎn)生影響。即便員工對(duì)過(guò)去的獎(jiǎng)勵(lì)或認(rèn)同感到失望,，但他們不太可能浪費(fèi)時(shí)間去反復(fù)考慮已經(jīng)發(fā)生過(guò)的事情。事實(shí)上,，員工更關(guān)注現(xiàn)在和未來(lái)的可能性,。

埃爾南德斯與瓜拉納說(shuō)道：“員工并不會(huì)糾結(jié)于過(guò)去的情況，相反,，工作給員工帶來(lái)的意義,，會(huì)讓他們更專(zhuān)注于當(dāng)前和未來(lái)的職位?！?/p>

另外值得注意的是，組織認(rèn)同,，或者員工對(duì)一家公司的歸屬感,，其重要性通常會(huì)超過(guò)其他影響工作敬業(yè)度的因素。埃爾南德斯與瓜拉納表示：“如果一個(gè)人認(rèn)同公司,，他或她會(huì)關(guān)注自己與其他團(tuán)隊(duì)成員有哪些共同之處,。他們會(huì)接受公司的價(jià)值觀，并親自踐行他們共同的信仰,。”

反之,，如果公司的組織認(rèn)同度過(guò)低,，則其他三個(gè)因素會(huì)變得更加重要。

總而言之,，埃爾南德斯與瓜拉納提醒雇主和研究人員,，在探討工作敬業(yè)度的時(shí)候,，不要忘記時(shí)間這個(gè)因素,。因?yàn)闆](méi)有比現(xiàn)在更好的時(shí)間——有時(shí)候，未來(lái)除外,。（財(cái)富中文網(wǎng)）

達(dá)頓商學(xué)院教授莫瑞拉?埃爾南德斯與博士后研究員克里斯蒂安諾?瓜拉納共同在《管理雜志》（Journal of Management）上發(fā)表了“關(guān)于工作就業(yè)度的時(shí)間復(fù)雜性的探討”（An Examination of the Temporal Intricacies of Job Engagement）一文,。

譯者:劉進(jìn)龍/汪皓

In the workplace, it can often feel like there is no time but the present.

Daily deadlines and short-term goals can take precedence over longer term objectives. The demands of today can seem more pressing than the plans for tomorrow. The size and shape of the forest can be lost behind the trees directly ahead.

But for employers looking to increase engagement, it is important to think about the future.

“Organizations that attend to not only the current but also the expected future needs and rewards of their employees will be well positioned to build job engagement,” said Morela Hernandez, a Darden professor of leadership and organizational behavior, and Cristiano L. Guarana, a postdoctoral research associate at Darden.

Looking to better understand the relationship between time and engagement, Hernandez and Guarana recently surveyed hundreds of employees at a large diversified technology company. Based on results from more than 200 respondents, they found job engagement is not only heavily influenced by a worker’s current circumstances, but also by his or her expectations for the future.

In particular, Hernandez and Guarana looked at three factors that drive job engagement: psychological meaningfulness, availability and safety. In terms of meaningfulness, they noted greater job engagement occurred when employees not only believed their current efforts would create a sense of return, but also that their future labors would lead to increased rewards later on.

Forward-looking expectations were also important to psychological availability, or workers feeling they had the physical and emotional resources to complete a task. Availability led to the greatest engagement when employees felt confident they would have the time, funding and personnel to take on a future challenge.

“Current experiences, although important and significant predictors of job engagement, are episodes within the larger scope of an employee’s career,” Hernandez and Guarana said.

Psychological safety was the one engagement factor that remained firmly rooted in the present. One possible explanation for this is that safety — the feeling that you won’t lose your job or reputation if you make a mistake — is linked to imminent survival efforts, making current circumstances far more important than unproven possibilities.

As for how employers can make practical use of these findings, Hernandez has a few tips:

First, employers should keep the future in mind in all stages of hiring, developing and promoting talent. Early on, recruiters should provide a clear job description of an open position to help job seekers evaluate whether the company will be a good fit, both in the near term and the long term.

Second, once an employee is hired, Hernandez recommends developing a more holistic perspective to training that takes into consideration a person’s current and future role expectations. Though a new hire might take an entry level position to get a foot in the door, it might be useful to know where that person’s ultimate ambitions lie. This can save time later on and put a worker on a track toward maximizing his or her potential and engagement.

Third, after an employee has been fully brought on board and begun working, managers should highlight both current rewards and the potential resources offered in future roles. Companies that are able to map out how a worker can move forward in his or her career are likely to see higher engagement and also possibly higher retention. After all, even if an employee feels overworked or underappreciated at present, the promise that things will get better or that a promotion is eventually in store could smooth over the worst of those negative feelings.

Hernandez does have a bit of good news for employers. While present and anticipated conditions can affect an employee’s engagement, past circumstances generally do not. Even if an employee has suffered disappointments in the past with regards to rewards or recognition, he or she probably isn’t wasting time ruminating on what has been. Instead, the employee is more focused on what is and what could be.

“Rather than dwelling on past circumstances, the meaningfulness individuals experience at work tends to drive their attention toward current and future job roles,” Hernandez and Guarana said.

Also important to note is that organizational identification — an employee’s sense of belonging within a company — can often trump the other factors that drive job engagement. “When individuals identify with their organizations, they pay attention to what they have in common with other organizational members,” Hernandez and Guarana said. “They internalize the organization’s values and personally embody its shared beliefs.”

On the flipside, for companies where organizational identification is low, the other three factors take on even greater importance.

All in all, Hernandez and Guarana caution employers and researchers not to forget about time when exploring the issue of job engagement. Because there is no time like the present — except, sometimes, the future.

Darden Professor Morela Hernandez and postdoctoral Research Associate Cristiano Guarana co-authored “An Examination of the Temporal Intricacies of Job Engagement,” published in theJournal of Management.