In a highly competitive business world where the rate of change has been accelerating, organizations increasingly rely on the strengths and talents of their employees. Modern organizations that want to stay competitive need engaged employees –— individuals who have high levels of energy, dedication, and absorption. Engaged employees have an abundance of “resources” which they can invest in their work. They are enthusiastic about their work, immersed in their work activities, and persistent when confronted with challenges and hindrances. Meta-analytic studies that distill the average effect found in hundreds of studies have shown that work engagement is a crucial predictor of job and organizational performance. Moreover, research of the past decade has provided strong evidence for the notion that engagement leads to key organizational outcomes, including creativity and innovation, client satisfaction, positive financial results, and reduced sickness absenteeism. In this paper, I discuss strategic (top-down) and proactive (bottom-up) approaches to work engagement. Organizations that follow a top-down approach may implement strategic human resource management (HRM) systems to facilitate employee work engagement, or make their leaders aware of the importance of providing job resources to their employees. Organizations may also facilitate their employees in proactively mobilizing resources themselves. I will discuss four possible bottom-up approaches to work engagement, namely (a) self-management, (b) job crafting, (c) strengths use, and (d) mobilizing ego resources. Whereas strategic HRM initiatives and transformational leadership are expected to have an important structural impact on employee work engagement through an enriched work environment, employees may also influence their own levels of work engagement by being proactive –— from day to day. I will argue that employee work engagement is most likely in organizations with a clear HR strategy, in which leaders provide resources to their employees, and in which employ-

中文翻译：

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工作参与的战略性和积极主动的方法

在竞争激烈、变化速度不断加快的商业世界中，组织越来越依赖员工的优势和才能。想要保持竞争力的现代组织需要敬业的员工——具有高水平能量、奉献精神和专注力的人。敬业的员工拥有丰富的“资源”，可以将其投资于工作中。他们对工作充满热情，沉浸在工作活动中，面对挑战和障碍时能坚持不懈。对数百项研究中发现的平均效应进行提炼的元分析研究表明，工作投入是工作和组织绩效的重要预测因素。此外，过去十年的研究为参与导致关键组织成果的观点提供了强有力的证据，包括创造力和创新、客户满意度、积极的财务成果和减少的病假率。在本文中，我讨论了工作参与的战略（自上而下）和主动（自下而上）方法。遵循自上而下方法的组织可以实施战略性人力资源管理 (HRM) 系统来促进员工的工作参与，或让他们的领导意识到为员工提供工作资源的重要性。组织还可以促进其员工自己主动调动资源。我将讨论四种可能的自下而上的工作参与方法，即（a）自我管理，（b）工作塑造，（c）优势利用，以及（d）调动自我资源。尽管战略性人力资源管理计划和变革型领导力有望通过丰富的工作环境对员工的工作投入产生重要的结构性影响，但员工也可能通过积极主动的方式影响他们自己的工作投入水平——日复一日。我认为，员工的工作投入最有可能出现在具有明确人力资源战略的组织中，在该组织中，领导者为员工提供资源，并且在