调查中,Leadership IQ考察了来自207家公司的数据,这些公司详细记录了员工的绩效评估和投入度调查情况。
In the remaining 58% of organizations surveyed, high performers were the most engaged, or engagement scores were about equal among the employees. In the rarest cases, Murphy said, the middle performers were the most engaged. That segment of the workforce─the employees who are neither superstars nor slackers─tends to be ignored by managers, he said.
在剩余的58%的受访公司中,好员工最为投入,或员工的投入度得分大体相等。墨菲说,在极少见的情况下,表现中等的员工最为投入。他说,员工中的这个群体(既不是超级明星员工,也不是偷懒耍滑的员工)往往被管理者所忽视。
Leadership IQ also looked into the specific dynamics of one company, a 1, 000-person technology-services firm, where low performers reported high levels of engagement. It found that, on a 7-point scale, low performers gave a 5.99 score when rating the statement 'I am motivated to give 100% effort when I'm at work.' High performers gave an aggregate score of 5.36 and middle performers' score was 5.32, the lowest.
Leadership IQ还考察了一家公司的具体情况。这是一家有1,000名员工的科技服务公司,差员工反映说投入度很高。调查发现,在“我有动力在工作中付出百分之百的努力”一项中,差员工给出了5.99分(满分7分)。好员工给出5.36分,表现中等的员工给出5.32分,是三组员工中分数最低的。
【职场生活: 越差员工越自恋,感觉自我良好】相关文章:
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