新经济的迅速崛起与人口红利的衰退使得人力资源成为现代企业最重要的资产。而如何使员工成为企业的拥护者，愿意长期留在公司并且为了公司取得成功而持续奋斗，真正的发挥人力资本带来的优势，对企业来说至关重要。

近年来，员工敬业度渐渐成为组织行为学相关领域研究的焦点，大量关于敬业度的研究已经得出基本一致的结论：员工敬业度的高低与员工绩效正相关，也与企业员工的稳定程度正相关。换句话说，如果一个企业的员工敬业度高，那么员工的绩效就会高，流失率就会低。

D公司目前整体组织氛围和绩效表现不佳，员工的工作投入度低，离职率高。本文在国内外学者对敬业度研究的基础上，结合公司实际情况，采用实证研究的方式，对员工敬业度进行全面深入的分析。首先，根据文献研究，将敬业度分成组织和工作两个维度，探讨员工敬业度的现状，之后采用怡安翰威特公司的经典量表测量D公司员工的敬业度现状及重要影响因素，最后从有效性和可落地性考虑，给出建议对策。

经研究，得出的结论是，人口统计学层面：员工性别，婚姻状况，司龄，职级，学历等对员工敬业度有明显影响；组织层面：公司政策和文化对员工敬业度有明显的影响；工作层面：工作本身，学习与发展机会，工作与生活的平衡对员工敬业度有显著影响。

基于以上影响因素，对应的提升对策是：组织层面进行企业文化的重塑和落地，工作层面打造各岗位人才培养和发展体系，招聘方面进行人员编制和选拔方向的调整。

此研究希望可以切实解决D公司面临的实际困难，促进D公司的长远稳定发展，也希望对其他公司有借鉴意义。

The rapid rise of new economy and the decline of demographic dividend make human resources the most important asset of modern enterprises. How to make employees become the supporters of the enterprise, willing to stay in the company for a long time and continue to struggle for the success of the company, and really play the advantages of human capital, is very important for the enterprise.

In recent years, employee engagement has gradually become the focus of research in the field of organizational behavior. A large number of studies on employee engagementhave come to the same conclusion: the level of employee engagement is positively related to employee performance and the stability of employees. In other words, if the employee engagement of an enterprise is high, the employee performance will be high and the turnover rate will be low.

At present, the overall organizational climate and performance of D company are poor, the staff's work engagement is low, and the turnover rate is high. Based on the research of domestic and foreign scholars on employee engagement, combined with the actual situation of the company, this paper makes a comprehensive and in-depth analysis of employee engagement by using empirical research. Firstly, according to the literature research, the engagement is divided into two dimensions of organization and work, and the current situation of employee engagement is discussed. Then, the classic scale of AON Hewitt company is used to measure the current situation and important influencing factors of employee engagement in D company. Finally, from the perspective of effectiveness and landing, suggestions and countermeasures are given.

Through the research, the conclusion is that demographic level: employee gender, marital status, seniority, rank, education and so on have a significant impact on employee engagement; Organizational level: company policy and culture have a significant impact on employee engagement; Work level: work itself, learning and development opportunities, work life balance have a significant impact on employee engagement.

Based on the above factors, the corresponding improvement countermeasures are: Reshaping and landing the corporate culture at the organizational level, building the personnel training and development system at the work level，and adjusting the staffing and selection direction in recruitment.

This study hopes to effectively solve the practical difficulties faced by D company, promote the long-term stable development of D company, and also hope to have reference significance for other companies.