论文代写：员工敬业度
根据埃尔多尔等人的主要驱动因素。 （2016年），是学习气氛。这种环境反过来又促进了基于工作角色的员工参与度，这种基于自我的同步投资被转化为额外角色的表现（Menguc et al。，2012）。简而言之，学习氛围的存在可以被看作是影响员工重新定义他们角色的动机以及他们的责任感，以应对组织的挑战。根据Hobfoll（1989）的资源保护理论，Eldor等人（2016）提出富有挑战性和丰富的学习氛围为员工提供各种资源。这有助于提高参与度。这反过来刺激了主动性，创造性和适应性的表现行为。这也鼓励知识分享（Macey等，2008）。
论文代写：员工敬业度
根据Catherine等人的研究。 （2013年），已经显示承诺员工的表现更高（Jenkins等，2013）。如果接受承诺被视为主要被视为承诺承诺的另一个步骤，那么组织的主要动机显然是承认承诺驱动因素。根据NHS案例研究的数据及其分析，与各种工作生活方面有关的意见和经验与参与程度密切相关。然而，最强有力的原因是拥有价值并向员工提供相同的感觉。这也包括其他驱动因素或员工敬业度的各种基本要素。首先是参与决策（Guest，2014）。其次是员工有表达自己想法和重视员工贡献的能力范围。第三是为员工提供发展工作的机会。最后，驱动因素是公司对员工健康和福利的关注程度（Eldor et al。，2016）。显然，管理层在促进员工的参与和参与意识方面发挥着重要作用。
论文代写：员工敬业度
The key driver, according to Eldor et al. (2016), is the learning climate. This climate in turn results in promoting work role based employee engagement and such self-based simultaneous investment gets translated to performance of extra-role (Menguc et al., 2012). In brief, presence of a learning atmosphere can be seen to affect the motivation of employees for redefining their roles in a broad manner as well as their responsibility sense to meet the challenges of organization. Based on the theory of conservation of resources by Hobfoll (1989), Eldor et al. (2016) proposed that a challenging and enriched climate of learning offers employees to draw over various resources. This helps in generating higher engagement levels. This in turn spurs performance behaviours which are proactive, creative and adaptive. This also encourages knowledge sharing (Macey et al., 2008).
论文代写：员工敬业度
According to research by Catherine et al. (2013), it has been shown that performance of committed employees is higher (Jenkins et al., 2013). If engagement is accepted as something believed mostly as an additional step up from having commitment, it is clear in the prime motive of organizations to acknowledge engagement drivers. According to data from case study of NHS and its analysis, opinions over and experiences related to various working life aspect are correlated strongly with levels of engagement. The strongest cause however is the feeling of having a value and offering the same to the employees. This also consists of various essential elements in the form of other drivers or causes of employee engagement. The first is decision making involvement (Guest, 2014). The second is the range till which employees have the ability of voicing their thoughts and valuing the contributions of employees. The third is the provision of opportunity given to employees to undertake job development. Lastly, the driver is the extent to which companies have a concern for health of employees and their well-being (Eldor et al., 2016). Clearly, the line manage has a significant role to play to foster the involvement and engagement sense in employees.
