A企业员工工作满意度与离职倾向的关系研究外文翻译.docx

A企业员工工作满意度与离职倾向的关系研究外文翻译.docx

《A企业员工工作满意度与离职倾向的关系研究外文翻译.docx》由会员分享，可在线阅读，更多相关《A企业员工工作满意度与离职倾向的关系研究外文翻译.docx（9页珍藏版）》请在冰点文库上搜索。

A企业员工工作满意度与离职倾向的关系研究外文翻译

外文翻译

原文1

Turnoverintentions

．．．．．．

Turnoverintentionisaconsciousanddeliberatewilfulnesstoleaveanorganization（TettandMeyer,1993）.Itcanbedescribedasapsychologicalresponsetospecificorganizationalconditionswhichfallalongacontinuumoforganizationalwithdrawalbehavioursrangingfromdaydreamingtothephysicalactofturnover（Kraut,1975）.Employeeturnoverintentions,absenteeismandactualturnoverhavereceivedsubstantialtheoreticalandempiricalconsideration（Chiuetal.,2005;Mowdayetal.,1982;PorterandSteers,1973）.Thisdysfunctionalbehaviournegativelyimpactsorganizationalperformance（Mobley,1982）.Moreover,thepotentialcostofstaffturnoverinserviceindustriesisrecognizedtobehigh,andincludesknowledgelostwithintheorganisation,thetrainingrequiredfornewemployees,lossofestablishedconnectionswithcustomers,andultimately,loweredservicequalityandcustomersatisfaction（Joineretal.,2004）.Inparticular,therehasbeenarapiddevelopmentinthehotelindustryinMacausincethegaminglicensehasbeenliberatedin2000.RetainingqualifiedfrontlineemployeeshasbeenagreatchallengeintheMacaugamingindustry（itisthelargestgamingcentreintheworld）,touristnumbersareincreasingatafasterratethenthelocalpopulation.Consequently,careerdevelopmentintourismindustryismoreimportantthaninotherindustries.Thatis,retainingqualifiedserviceemployeesisoneofthemainHRissuesformanyhotelsinMacauandexplainswhysomanymanagerswerewillingtobeinvolvedinthisstudy.

．．．．．．

Furthermore,decidingtoleaveone’sjobisnotnormallyimpulsivebutisadecisionthatonehasbeencontemplating/intendingforsometimepriortotakingaction（Baraketal.,2001）.Therefore,turnoverintentionisconsideredtohaveanimmediatecausaleffectonturnoverandisbelievedtobethebestpredictorofactualturnoverbymanyresearchers（LeeandBruvold,2003;Baraketal.,2001;Kiyaketal.,1997;HomandGriffeth,1991）.Presumably,satisfiedandcommittedemployeesarelikelytodedicatemoreoftheirtime,energyandtalentsasawaytodemonstratetheirreciprocityandtomaintainaclosetietotheirorganisationandarelesslikelytoleavetheirorganizations（BoshoffandMels,1995;Siu,2002）.Hence,shouldempowermentleadtopositivejobattitudes,itwouldinturndecreaseemployeeturnoverintention.Thus,wehypothesize:

JobattitudespositivelymediatethenegativerelationshipbetweenempowermentandturnoverintentioninChineseserviceorganisations.

．．．．．．

Turnoverintention.Therespondents’turnoverintentionwasmeasuredusingafour-itemscale（1–stronglydisagree;5–stronglyagree；developedbySeashoreetal.1982）.Asampleitemis“Forme,thiscompanyisthebestofallpossibleorganizationstoworkfor”.Thefive-yeartimehorizoninoneitemwasapprovedbythemanagersinvolved.Thealphacoefficientwasanacceptable0.79,asdepictedinTableI.Toconclude,someoftheCronbach’salphavaluesamongthescalesadoptedwereonlyacceptable.Theresultsofrelativelylowalphacoefficientscouldbeduetothefactthatallscaleswereadoptedfrompaststudies,whichweredevelopedintheWest.

Inconclusion,thisresearchfoundhowChineseemployeesacceptempoweringmanagementpracticestodemonstratestrongerjobsatisfactionandorganizationalcommitment,andsohelpempowermenttoleadtolowerturnoverintention.

．．．．．．

Author：

SutIWongHumborstad；ChadPerry

Nationality：

Oslo,Norway；Adelaide,Australia

Originatefrom：

ChineseManagementStudiesVol.5No.3,2011pp.325-344

译文1

离职倾向

．．．．．．

离职倾向是一个自觉的故意的离开一个组织的意识（TettandMeyer,1993）.它可以被描述为一个特定的心理反应，组织条件从白日梦变化到离职的物理行为的一个连续下落的组织退出行为（Kraut,1975）员工离职倾向，缺勤，实际的离职收到了大量理论，经验的考虑（Chiuetal.,2005;Mowdayetal.,1982;PorterandSteers,1973）.这个不良的行为消极的影响组织的绩效（Mobley,1982）.而且，人员换职率的潜在成本在服务行业被承认是极大，包括丢失在组织中的知识,需要培训新员工,损失已建立的与客户的联系,最终,降低服务品质与顾客满意度（Joineretal.,2004）.特别是，那里已经是一个快速发展的酒店业在澳门自从赌博许可证在2000年解放。

保留合格的前线员工已经是一个伟大挑战在澳门博彩业（它是世界上最大的游戏中心）,游客数目比当地居民人口以一个更快的速度增长。

所以，职业发展在旅游业比其他行业更重要。

也就是说，保留合格的现役员工是最重要的人力资源问题之一对在澳门的很多旅馆，说明为什么这么多管理者愿意参与本研究。

．．．．．．

此外，决定离开自己的工作通常不是冲动的而是一个决定，而是一个人已经经过深思熟虑，在采取行动之前经过一段时间的准备（Baraketal.,2001）.因此，许多研究者认为离职倾向是一个影响离职的直接原因，相信在实际离职之前离职倾向是最好的预言者。

（LeeandBruvold,2003;Baraketal.,2001;Kiyaketal.,1997;HomandGriffeth,1991）.大概，令人满意和忠诚的员工可能奉献他们更多的时间，精力和才能作为一个方法演示他们的相互作用，保持一个亲密的关系对他们的组织来说，尽量少可能的离开他们的组织（BoshoffandMels,1995;Siu,2002）.因此，将授权导致积极的工作态度，它将反过来减少雇员离职倾向。

从而，我们假设:

工作态度积极间接促成授权与离职倾向间的负相关在中国服务组织。

．．．．．．

离职倾向，调查对象的离职倾向使用四个维度来测量（1–stronglydisagree;5–stronglyagree；developedbySeashoreetal.1982）.一个样本项目是“对我来说，这个公司是去工作的最合适的组织。

一个项目在五年时间范围内完成是被管理者批准的。

一个可接受的α系数为0.79，如表1所描述的。

综上所述，一些克伦巴赫的阿尔法值之间的尺度是唯一可以接受的采用。

结果相对低的阿尔法系数有可能是因为这一事实，所有的尺度都是采用的过去的研究，这些都是在西方发达地区。

．．．．．．

总之，本研究发现中国员工接受赋权管理的做法，表现出较强的工作满意度和组织承诺，并帮助授权导致降低离职倾向。

．．．．．．

作者：

SutIWongHumborstad；ChadPerry

国籍：

奥斯陆，挪威；阿德莱德，澳大利亚

出处：

中国管理研究卷3号，2011，第325-344页

原文2

JobSatisfaction

．．．．．．

JobSatisfactionhasbeenextensivelystudiedsincethe1930s.SubstantialevidencefromseveralmetaanalysesfoundthatJobSatisfactionisnegativelyrelatedtoTurnoverIntentions（CottonandTuttle1986;Hometal.1992;TettandMeyer1993）.AspreviouslyindicatedbythebasicmodelofTurnoverIntentionsamongISprofessionals（Gallivan2004;Josephetal.2007）JobSatisfactionisnegativelyrelatedtoTurnoverIntentionsamongWesternISprofessionals.Oursecondhypothesisis:

JobSatisfactionisnegativelyrelatedtoTurnoverIntentions

．．．．．．

JobSatisfactionhasalsobeenfoundtohaveadirectrelationshipwithOrganizationalCommitment.IntheJobInvestmentModelofIntentionstoLeave,JobSatisfactionisoneofthethreemajordeterminantsofOrganizationalCommitment,alongwithOrganizationalAlternativesandnvestment（FarrellandRusbult1981）.Empiricalresearchsupportsthismodel.Twostudiestestedallthreeantece-dentstoOrganizationalCommitment.InRusbultandFarrell’s（1983）testoftheInvestmentmodelwith88employeesinprofessionalserviceorganizations,theyfoundthatOrganizationalCommitmentwasdeterminedbyhighJobSatisfaction,poorAlternativequality,andlargeInvestmentsize.VanDam（2005）testedtheserelationshipswithasurveyof953employeesfromthreehospitals.ShefoundthatJobSatisfactionwaspositivelyrelatedtoOrganizationalCommitment,OrganizationalAlternativeswerenegativelyrelatedtoOrganizationalCommitment,andInvestmentswerepositivelyrelatedtoOrganizationalCommitment.Severalothermeta-analysesalsosupportthatJobSatisfactionisanantecedenttoOrganizationalCom-mitment（MathieuandZajac’s1990;TettandMeyer1993）.BecauseOrganizationalCommitmenttakeslongertodevelopandismorestablethanJobSatisfaction,turnovermodelssuggestJobSatisfactiondirectlyaffectsOrganiza-tionalCommitmentratherthantheotherwayaround（TettandMeyer1993）.Basedonthisresearch,wehypothesize:

JobSatisfactionispositivelyrelatedtoOrganizationalCommitment

．．．．．．

JobAttractionisderivedfromtheJobInvestmentModelofIntentionstoLeave.Inthismodel,JobAttractioncomprisestheoverallassessmentofjobrewardsandjobcosts.Jobrewardsandcostsmayincludecompensationsuchassalary,bonuses,benefitsandjobcharacteristicssuchastaskvariety,taskidentity,tasksignificance,taskautonomy,roleambiguity,rolecomplexity,andjobstress（KelleyandThibault1978;FarrellandRusbult1981;RusbultandFarrell1983;VanDam2005）.Jobrewardsandjobcostsareconsideredisomorphic.Anyofthecomponentsmayeitherbeajobrewardorajobcost,dependingontheindividual’sperception.Forexample,ifanindividualishighlysatisfiedwiththeirsalary,salarywouldbeconsideredajobreward.Conversely,ifanindividualwashighlydissatisfiedwiththeirsalary,salarywouldbeconsideredajobcost.InRusbultandFarrell’s1983testoftheInvestmentmodel,theyfoundthatgreaterJobSatisfactionresultedfromhigherjobrewardsandlowerjobcosts.Theyconclude:

“Theresultsofthisstudyprovidegoodsupportfortheinvestmentmodelpredictions.Ingeneral,greaterjobrewardsandlowerjobcostsinducegreateremployeesatisfaction.”（p.436）.VanDam（2005）foundtheoverallassessmentofJobAttraction（JobRewardsversusJobCosts）waspositivelyrelatedtoJobSatisfaction.Inherstudy,JobAttractioncapturesJobRewardsversusJobCostsbyaskingrespondentstoassessninejobrewarditems.ShefollowedRusbultandFarrell’sargumentthattheabsenceofarewardimpliesthepresenceofacost.Sheconcludes:

“Consistentwithpredictions,employeeswhoperceivedamorefavorablejobsrewards–costsratioreportedgreatsatisfaction”（p.265）.Basedonthisresearch,ourhypothesisis:

JobAttractionispositivelyrelatedtoJobSatisfaction

．．．．．．

OrganizationalsatisfactionOrganizationalSatisfactionisdefinedas“theextenttowhichanemployeeissatisfiedwiththeircurrentorganization”.Wefoundthatwhenweinitiallyaskedparticipantshowtheyfeltabouttheirorganizations,theyfrequentlyrespondedwiththeextenttowhichtheyweresatisfiedordissatisfiedwiththeirorganizations.OrganizationalSatisfactionisclearlydifferentthanOrganizationalCommitment（affectual）.IndianISprofessionalscouldbesatisfiedwiththeirorganizationbutnotfeelemotionallyattachedtoit.Inaddition,OrganizationalSatisfactionisclearlyaseparateconstructfromJobSatisfaction,inthatsomeparticipantswerehappywiththeircurrentjobs（jobcharacteristicsandcompensation）,yetdissatisfiedwiththeoverallorganization.Conversely,anumberofparticipantsweredissatisfiedwiththeircurrentjobs,butweresatisfiedwiththeirorganizations.Inthes