感觉这篇论文可以给你参考下:Abstract 摘要 In 21st century, intellectual capital has been paid an unprecedented attention and it is crucial for competitiveness of enterprises. As the core strength for survival of an enterprise, management of knowledge workers determines the success of an enterprise. How to retain knowledge workers, how to develop a human resources management system and measures fitting with the characteristics of knowledge workers to enhance the engagement of knowledge workers becomes one of the important issues of contemporary enterprises. The research aim was to discuss the relationship between organizational commitment and employee engagement of British knowledge workers in 21st century, based on this to bring forward recommendations on how to improve the organizational commitment and employee engagement of knowledge workers. In this study, it adopted quantitative research methods, through questionnaires to collect data. Correlation analysis was used to analyze the relationship between knowledge workers' organizational commitment and employee engagement. The author was based on Farooqui and Nagendra’s (2014) research model and Meyer and Allen’s (1991) theory to investigate the relationship between organizational commitment and employee engagement of knowledge workers in Britain, the investigation results showed that there was a moderate correlation between affective commitment, continuance commitment and the dimensions of say, stay; there was moderate correlation between affective commitment, normative commitment and the dimension of strive in employee engagement; there was low correlation between continuance commitment and the dimension of strive in employee engagement. As affective commitment, continuance commitment, normative commitment have been improved, the degree of engagement will be higher, showing a positive correlation between the two. This confirms that the hypothesis proposed by the author is correct. Finally, the author recommended on how to improve organizational commitment to improve employee engagement. Keywords: knowledge workers, human resource management, organizational commitment, employee engagementDedication and acknowledgements During the preparation of this dissertation, Dr. Peter Nicholls gave me great help that I sincerely appreciated. In the first meeting, Dr. Peter asked me to read materials as much as possible to narrow my dissertation topic. After I finished my first draft, he sent me the feedback with very detailed revision advice from which I benefited a lot. Besides, Dr. Peter treated me as a friend more than a teacher. His kindness and carefulness impressed me.Author’s Declaration 作者声明I declare that the work in this dissertation was carried out in accordance with the requirements of the University’s Regulations and Code of Practice for Taught Programmes and that it has not been submitted for any other academic award. Except where indicated by specific reference in the text, this work is my own work. Work done in collaboration with, or with the assistance of others, is indicated as such. I have identified all material in this dissertation which is not my own work through appropriate referencing and acknowledgement. Where I have quoted or otherwise incorporated material which is the work of others, I have included the source in the references. Any views expressed in the dissertation, other than referenced material, are those of the author.Table of contentsAbstract iiDedication and acknowledgements iiiAuthor’s Declaration ivTable of contents vList of Charts and Tables viChapter I Introduction 11.1 Background 11.2 Research aims 31.3 Framework of this dissertation 4Chapter II Literature Review 52.1 Definition and characteristics of knowledge worker 52.2 Organizational commitment 82.3 Employee engagement 142.4 Summary 17Chapter III Methodology 193.1 Introduction of the chapter 193.2 Research approach 193.3 Research hypothesis 193.4 Data sampling 203.5 Data analysis 213.6 Research ethics 223.7 Limitation 22Chapter IV Results 244.1 Background information of respondents 244.2 Reliability and Validity 244.3 Descriptive statistics 254.4 Correlation analysis 274.5 Summary 33Chapter V Discussion 345.1 Organizational commitment and the dimension of say 345.2 Organizational commitment and the dimension of stay 365.3 Organizational commitment and the dimension of strive 38Chapter VI Recommendation 426.1 Enhance affective commitment 426.2 Enhance continuance commitment 446.3 Improve normative commitment 45Chapter VII Conclusion 487.1 Main points 487.2 Limitations 497.3 Further research 50References 51Appendix 56_Toc429125928Ethics form 62List of Charts and TablesChartsChart 1 Results of reliability analysis 25Chart 2: Affective commitment and say 28Chart 3: Continuance commitment and say 29Chart 4: Normative commitment and say 29Chart 5: Affective commitment and stay 30Chart 6: Continuance commitment and stay 30Chart 7: Normative commitment and stay 31Chart 8: Affective commitment and strive 32Chart 9: Continuance commitment and strive 32Chart 10: Normative commitment and strive 33TablesTable 1: The translation of level ranking of the answers 21Table 2 Descriptive statistics 25Table 3 Descriptive statistics 26Table 4 Correlations 28