Most employees not engaged at work

According to Gallup's 142-country study on the State of the Global Workplace 2011-2012, only 13 percent of employees worldwide are psychologically committed to their jobs. In China, the situation is even worse with less than half the global average making positive contributions to their workplace. There are two reasons for this, says an article in Guangming Daily. Excerpts:

According to a recent Gallup employee survey, only 13 percent of employees worldwide feel engaged at work. However, in China the percentage is even less, with the majority of employees, 68 percent, not engaged with their work, and 26 percent actively disengaged, only 6 percent said they are engaged. Although the results of the survey were unpopular among Chinese, attention should be paid to the reasons for such low engagement, which may help us to improve organizations.

From the perspective of China's industrial structure, China has become the world's factory during the past 30 years. Although transformation of the economic structure is taking place, manufacturing and construction are still the core of China's industrial structure, and employee engagement, particularly in construction, is naturally low.

Moreover, the vast majority of Chinese enterprises still favor the traditional management model, which places little importance on the human factor, so employees lack a sense of belonging. Thus it is difficult to increase employee engagement.

From the perspective of individuals, it is hard to be stimulated if the employee just treats his or her career as a tool to make a living. Without creativity, employees are just like the parts on an assembly line that are at certain fixed points, as a result, they are probably not engaged. In such a state, they are passively working-hard, but lack any passion for their work.

In order to resolve this problem, employers and employees need to change their outlooks. Meanwhile, it calls for the efforts to narrow the gap in welfare between the employees of State-owned enterprises and employees of private companies, and the gap in income between managers and workers. Before the transformation of industrial structure has been completed, internal and external equity should be ensured.

Professors must justify DNA study

Professors at Fudan University in Shanghai spent a great deal of time and money using DNA technology to discover the family of Cao Cao, a legendary warlord who lived nearly 2,000 years ago. People want to know why, says an article from Chongqing Morning Post. Excerpts:

The study of a family's DNA is widely used to analyze the existence of hereditary diseases, so as to better carry out diagnosis and treatment. But as to the mystery of Cao Cao's family, it is no more than an interesting topic for a conversation over dinner.

Judging from the media coverage, the cost of this research was huge. A DNA test for liver diseases costs at least 200 yuan ($33); and a DNA paternity test costs at least 1,000 yuan. It's estimated that the collection and analysis of more than 1,000 samples of DNA used for the research cost millions of yuan. Moreover, the four years of research have consumed large amounts of resources, such as the use of labs, equipment, and human resources.

The professors from Fudan have gone all out to apply the most advanced DNA technology to solve the mystery of a historical figure. They should now devote their attention to justify why they spent so much time and money on it.

(China Daily 11/19/2013 page9)