员工满意度与工作气氛：一个日本制造业员工的实证研究【外文翻译】
员工满意度对工作绩效的影响实证研究——以得力集团有限公司为例
员工满意度对工作绩效的影响实证研究员工满意度对工作绩效的影响实证研究 ————以得力集团有限公司为例以得力集团有限公司为例以得力集团有限公司为例2018年05月21日摘要摘要：：制约企业发展的重要因素之一是员工满意度问题，而如何提高员工满意度成了提高工作绩效的关键因素。
通过对得力集团有限公司生产车间员工的问卷调查，将工作满意度分为五个维度，将工作绩效分为两个维度，建立测量模型，研究员工满意度与工作绩效之间的关系。
关键词关键词：：员工满意度，工作绩效，影响因素一、研究背景研究背景 企业是当代社会发展的重要因素，其核心与目标是获得卓越绩效、取得丰厚利润。
要达到这一目标取决于员工的努力程度，而员工对自身工作、企业日常运行情况、管理机制等所抱有的态度，影响着企业绩效目标的达成状况。
所以，企业要想迅速发展，就必须把员工的工作态度放在首位。
随着现代社会日益激烈的竞争，人们越来越认识到“人”的因素的重要性——企业要想做大做强就必须提高员工满意度，并不断激发员工的工作积极性。
提高工作绩效能够在很大程度上降低生产成本、提高产量，而员工满意度这一因素密切影响着员工工作绩效。
对管理者来说，研究员工满意度对工作绩效的影响，对企业优化人力资源管理，促进员工的工作激情，提高企业的绩效有极其重要的意义。
关于员工满意度与工作绩效之间的关系，学者们已研究多年，分别持有不同的见解，到目前为止，并未得到统一的结果。
通过查阅员工满意度与工作绩效之间关系的文献，发现员工满意度与工作绩效之间关系不同的研究结论，可能是对员工满意度与工作绩效的定义不同。
以得力集团有限公司（以下简称得力集团）为例，将工作满意度分为五个维度：工作本身满意度、工作条件满意度、工作回报满意度、工作氛围满意度、企业文化满意度。
将工作绩效分为两个维度：任务绩效、周边绩效。
建立测量模型，深入探讨员工满意度与工作绩效之间的关系。
这不仅可以理清理论争议，得出正确的研究结论，也可以帮助企业提升工作效率和最佳经济效益，减少和纠正低生产率、高损耗率和高人员流失率等紧迫问题，从而提升企业绩效。
员工的满意度和生产力【外文翻译】
外文翻译原文：Employee Satisfaction & Productivity At the core of financial and professional success is client value. Staff satisfaction and productivity are of pivotal importance to the delivery of client value . Those process components through which veterinary clients derive value must be delivered through both the professional and non-professional staff of the practice.To understand the dependence of value upon staff satisfaction and productivity, it is necessary to appreciate what makes staff members satisfied and productive and to understand the reciprocal relationship that staff has with clients.Employee SatisfactionSeveral factors influence employee satisfaction. Each factor interacts with the others, and collectively all factors contribute to employee satisfaction.Work EnvironmentThe single most important factor contributing to employee satisfaction is the internal quality of the work environment. This internal environment is determined by the employees’ feelings towards their jobs, colleagues, an d employers.Employees want to be treated with respect and dignity by both colleagues, employers and clients. Employees want to feel that they are part of the team and that they serve a valued function in the operation of the practice. Employees need to have a feeling of mutual respect with both colleagues and employers.Not unlike their employers, employees thrive on responsibility and a feeling of accomplishment. Greater responsibility gives employees a feeling of worth. Responsibility instills in them the feeling that they are trusted and valued by their employers. Employees will go to great lengths not to betray this sense of trust.Ability to Achieve ResultsEmployees who service the public are fulfilled by being able to achieve results for customers. Conversely, they become frustrated and dissatisfied when they areunable to achieve results for customers.So what is obstructing employees from achieving results for customers? The answer in many cases is the boss. Employees are often not trained well enough to be able to take the responsibility of making decisions that are necessary to achieve desirable results for clients. Even if they are sufficiently trained, many employees are prohibited from making decisions by employers who have not placed enough trust in them. Employees are often forced to work within the confines of very rigid practice guidelines and policies.In order to allow employees to achieve results for clients and experience the related satisfaction, it is necessary for employers to train employees and then empower them with the freedom to make prudent decisions for clients. At the same time, it is obvious that employees cannot assume endless responsibilities and have limitless liberty. The truth is, they do not want endless liberty. However, well-selected and well-trained employees will make a more conservative decision than would their employer and can act within the bounds of empowerment bestowed upon them by the employer.Employee Rewards and CompensationAlthough it is a given that employees wish to receive what they feel is fair and competitive financial compensation for their efforts, compensation beyond this level is not as motivating as the factors related to the internal work environment and their relationships with clients.Recognition for a job well-done, by employers, colleagues, and clients, is very inspirational. A feeling of respect and mutual trust is very motivating.An employee’s contribution beyond financial production can be recorded on a balanced score card. A balanced score card bases financial compensation and promotion on not only financial productivity but also qualitative factors such as client satisfaction ratings and the ratings of colleagues relative to team effort. Business KnowledgeEmployees do not necessarily want to know about the finances of the business.On the other hand, they do want to know how the business works. This knowledge leads to employee satisfaction by enabling employees to better assist clients. Employee satisfaction is heightened by their ability to take on more responsibility and to perform their tasks more efficiently. Employees who are knowledgeable about the operation of the business become high performers, providing excellent customer service and performing their responsibilities efficiently, while functioning in a team where they know how and why their role is important.Client RelationsSatisfied clients, as discussed above, increase the satisfaction of employees. Satisfied employees generate satisfied clients. This reciprocal relationship, once in motion, perpetuates itself.The following factors instill employee satisfaction.• Employee training • Business knowledge• Desire for responsibility • Pride in serving clients• Sense of belonging• Mutual trust and respectIt is clear that satisfied employees can provide clients with those attributes of the process component of service (Responsiveness, Reliability, Assurance , and Empathy) that clients value.ResponsivenessIs it any wonder that a satisfied employee is willing and happy to provide friendly, prompt service or to return phone calls? Is it surprising that trained employees empowered with the freedom to make key decisions will not hesitate to resolve difficult situations or take on stressful and urgent requests, especially when they are recognized for their accomplishments?ReliabilityEmployees who understand their roles within the operation of the business and what is needed to make the business work are not likely to disappoint either a customer or an employer. In fear of losing the respect and trust of their clients oremployer, satisfied employees will go the extra mile to ensure that the clients receive the service that they depend on.AssuranceVeterinary and technical staff have the benefit of professional training and have the appropriate degrees and accreditations. Clients depend on professionals to maintain competence in their respective fields. Reception staff may be formally or informally trained in their roles. Personal integrity, a high level of professional competence, and an extensive knowledge of the operation of the business allow employees to convey confidence and instill trust in clients. After this confidence and trust are established in a significant number of clients, the word of mouth in the community establishes the reputation of the hospital. Even before interacting with the practice, potential clients will trust the hospital that they have heard positive reports about from friends, family, neighbours and co-workers.EmpathyEmpathy is defined as the ability to be aware of, to understand, and to appreciate the feelings and thoughts of others. Empathy is “tuning in” (being sensitive) to what, how and why people feel and think the way they do. Empathetic people care about others and show concern for them.Clients want to be understood. Understanding and expressing the fact that you understand another’s circumstances shows empathy and should not be confused with sympathy. It is highly probable that a clients’circumstances cannot be altered.Clients wish to be understood, not pitied. Nor is empathy found in the act of cuddling pets or being obsequious to the owner. These superficial acts often replace the more difficult task of being empathetic.Staff that are treated with respect and dignity and thus take pride in serving others will make the effort to understand clients’ predicaments and assist in effective ways. This service is what clients expect of veterinary staff.Service RecoveryThe attention to service detail and the development of optimal service systems will minimize service failures. Despite every effort to provide high-quality customerservice, service failure is a fact of life. The diversity of services predisposes veterinary practices to some unavoidable level of service failure.Experienced and trained staff can often see a service failure unfolding. If the staff are trusted by the employer and empowered to take steps when they sense a problem is developing, the service failure may be minimized or totally avoided.In situations where failure does occur, recovery is still possible. The fundamentals of a successful recovery from a service failure are as follows:• Fast response • Personalized to the client• Customized to the circumstances • Compensation• Explanation of the problem • AssuranceStaff members who are armed with knowledge of the business operations and with employer-trust have the confidence to effectively recover from service failures. They have the competence to instill assurance in clients while explaining the problem and making the necessary arrangements to accommodate the clients’ needs. Properly empowered, they can act quickly and offer compensation when appropriate. Employee ProductivityThe industrial economy has recognized for some time that quality saves money through less waste and fewer returns. Now the service economyis recognizing that quality is a financial benefit rather than a cost. Efficient service systems and satisfied, loyal employees minimize the time spent recovering from failures and repeating services. Service quality generates greater revenue through loyal customers. The factors that drive employee satisfaction and productivity have a negligible financial cost.Many of the drivers of employee satisfaction also drive employee productivity. If they are well trained and understand the business, employees can play their role in the business activities and in team efforts so that they can maximize their productivity. Motivated by the respect of their employer, a balanced score card, and a sense of accomplishment, employees make their best effort to be productive.Proper employee training and cooperative team work can reduce employeenumbers by ¼ to1/3, depending on the size of the practice. If employee costs are held constant while employee numbers are reduced, the well-trained, efficient staff can be financially compensated at much more attractive levels.Traditionally, the financial cost associated with the loss of an employee has been associated with the cost to replace and train a replacement. For service providers, such as veterinary hospitals, a further financial cost is experienced through the loss of productivity of the former employee and reduced satisfaction of those clients that the former employee had served and developed a relationship with.It is not surprising that satisfied employees are loyal employees. Satisfied employees work in a favourable environment, where they enjoy the mutual respect of colleagues and employers. They are fairly financially compensated for their efforts and are better-trained and better-informed than their counterparts in competing practices. Satisfied employees find professional and personal gratitude in the relationships that they have developed with employers, colleagues, and clients.Measuring Employee SatisfactionSurveys should be used to measure the degree of employee satisfaction. Used at intervals, such surveys can gauge changes in employee satisfaction.Between surveys, employee satisfaction can be estimated by observing secondary elements such as employee turnover and customer satisfaction. In ideal circumstances, the work environment will have a service culture in which there is little need to question the degree of employee satisfaction and loyalty.How to Get ThereThe key to developing satisfied and loyal employees lies in employee selection, training, motivation, and empowerment.Employee Employee Employee Employee<><><>Selection Training Empowerment MotivationThree of these topics have been covered adequately in the above narrative. However, the task of employee selection remains to be examined. In brief, successfulbusinesses hire people on the basis of attitude rather than on the basis of skills. An individual must have some base level of skill to perform a given job. However, this base level is easily raised to levels that exceed the need for the position considered. In contrast, a person’s attitude cannot easily be altered, if it can be altered at all. The emotional stability of prospective employees is more important than their skill levels beyond a base requirement.In the book The EQ Edge, Steven J. Stein and Howard E. Book suggest that the emotional skills most important to customer service representatives are as follows:1• Stress Tolerance • Interpersonal Relationships• Assertiveness • Self-Actualization• HappinessEmotional intelligence (measured by EQ, Emotional Quotient) is defined as an array of non-cognitive capabilities, competencies, and skills that influence one’s ability to succeed in coping with environmental demands and pressures. In everyday language, emotional intelligence is what is commonly refereed to as “street smarts” or “common sense”.In contrast, IQ is a measure of an individual’s intellectual, analytical, logical and rational abilities.Studies have shown that IQ serves to predict between 1 to 10 percent (the average is 6 percent) of success in a given job. EQ, on the other hand, has been found to be directly responsible for between 27 and 45 percent of job success, depending on which field was studied.Although it is beyond the scope of this article to expand further on emotional intelligence, St ein’s text is a very interesting and enlightening read.1、Steven J. Stein and Howard E. Book, The EQ Edge, New York: Stoddart Publishing Company Limited, 2000.In general, employees wish to be treated well and wish to experience the same gratification as does the practice owner. Approaching staff in a manner that allows them to grow personally and professionally and to enjoy success is morally correct. This approach requires sincerity and empathy on the part of the practice owners. Aninsincere pat on the back and empty “good job” rhetoric will not suffice. Many practitioners fail to deliver value through their staff because they do not hold the personal beliefs that are necessary to relate to their staff in the appropriate manner. What Is the Pay-OffIncluded in the key findings of the 1998 Brakke study of management and behavior in the US veterinary profession is that; “Veterinarians who scored higher in financial acumen, and who owned or worked in clinics applying a larger number of standard business and service practices, had higher average incomes than those who do not”.2The Brakke study noted that veterinarians utilizing management practices normally associated with successful service businesses experienced a net income approximately 15% higher than those veterinarians who did not.Of the 19 standard business practices associated with well-managed companies, the three business practices that had the most positive influence on veterinary incomes were:• Promoting employee longevity• Measuring employee satisfaction• Tying rewards to client satisfactionOn average, veterinarians using these business practices experienced net incomes 16% higher than those veterinarians who did not.2、Cron William L., Slocum John V. Jr., Goodnight David B., and Volk John O., Brakke Management and Hehavior Study, American Veteinary Medical Association, 1999.Attention paid to developing a satisfied and loyal staff creates a work environment that will attract the best qualified and suited employees. These employees will attract satisfied and loyal clients. Beyond market share, quality of market share is an important component of profit generation. Less desirable employees and clients can be left to those practices that fail to provide the equivalent work environment and the equivalent client value.译文:员工的满意度和生产力在财政和职业方面成功的核心是客户价值。
员工满意度对员工工作热情影响的实证研究框架
《管理学研究方法》题目员工满意度对员工工作热情影响的实证研究姓名 CM1008 学号 20110410141所在学院国际工商管理学院年级专业2011企业管理完成时间2012年01月09日研究方案设计一、题目: 员工满意度对员工的工作热情影响的实证研究二、存在问题: 员工工作的积极性是重要的工作表现。
什么因素是影响员工的工作热情最重要的因素?当前，很多关于员工满意度调查的研究只是流于形式，员工并不敢表达自己的真实感受；另一方面，管理者对调查不重视造成了调查结果缺乏信度和效度。
三、研究意义：员工满意度对公司内部的工作氛围,效率和公司策略的实施有着重大的影响。
企业如何对待员工，员工就如何对企业。
员工的满意与否，直接关系到他们的工作热情，进而影响企业的运营和发展。
调查员工满意度的直接目的就是提高他们的工作热情，以此提高员工对企业的忠诚度。
在深入了解员工满意度状况的基础上，根据现实的情况，进行适当地调整和改变，进而维护企业的长期的稳定和发展。
四、假设:本文将运用Spector开发的九维度工作满意度模型。
在回顾已有文献的基础上，Spector[1]提出工作满意度的九维度模型。
这九个维度分别是薪酬满意度、晋升机会满意度、福利待遇满意度、回报满意度（表扬和认可）、主管领导满意度、同事满意度、工作本身满意度、沟通满意度和工作程序满意度。
每一个维度都由四个测量题项来度量。
在美国的实证研究表明九维度工作满意度量表（JSS）是一种信度和效度指标可靠的工作满意度测评方法[2]。
基于这些维度的模型，本文提出了六个假设:H1: 薪酬满意度对员工的工作热情有显著正向影响H1b:晋升机会满意度对员工的工作热情有显著正向影响H1c:主管领导满意度对员工的工作热情有显著正向影响H1d:福利满意度对员工的工作热情有显著正向影响H1e:沟通满意度对员工的工作热情有显著正向影响H1f:工作程序满意度对员工的工作热情有显著正向影响根据上述的假设，我们可以从下表可以看到待测的变量:五、调查对象: 作者将使用300调查问卷针对10种不同的企业,包括塑料厂、电子厂、机械工厂、玩具厂、广告公司、销售公司、百货商店、商业银行等。
员工满意度影响因素实证研究
员工满意度影响因素实证研究全面的研究员工满意度的影响因素，对于提高员工的工作积极性、主动性和创造性具有重要意义。
以S烟草有限公司员工为研究对象，通过采用影响因子分析的方法对员工满意度进行了实证分析。
通过研究发现“员工心态”、“员工期望”、“跳槽趋向”、“工作业绩”等影响员工满意度。
根据研究结论，提出了较为具体的建议与对策。
标签：员工满意度；影响因素；结构方程模型1 引言员工满意度是指员工对所从事工作的各方面所持有的基本态度或者感情。
本文在已有研究文献的基础上，通过对S烟草有限公司员工满意度的研究，来探讨影响员工满意度的各类因素。
本研究对于提升企业经济运行水平、提高企业的人力资源管理效率具有重要的现实意义。
2 模型构建与假设2.1 模型构建结构方程模型（Structural·Equation·Modeling，SEM）是一种用来建立、估计和检验多因素因果关系模型的多元化的统计分析技术，在研究过程中结构方程模型可以替代多重回归分析、通径分析、因子分析、协方差分析等诸多方法，值得一提的是该方法能够清晰地分析单项指标对总体的作用以及单项指标间的相互关系。
在已有的文献中，结构方程模型一般具有以下三个矩阵方程。
2.1.1 测量模式其中，x为研究过程中的外源观测变量组成的向量；y为研究过程中的内源观测变量组成的向量；Λx为研究过程中的外源观测变量与外源潜在变量之间的关系；Λy为研究过程中的内源观测变量与内源潜在变量之间的关系；δ则是外源观测变量x 的误差；ε则是内源观测变量y的误差；ξ与η分别是x与y的潜在变量。
2.1.2 结构模式η=βη+Γξ+ξ （3）其中，η为研究过程中的内源潜在变量；ξ为研究过程中的外源潜在变量；β为研究过程中的内源潜在变量η的系数矩阵；Γ为研究过程中的外生潜变量ξ的系数矩阵；ζ为残差，为研究过程中的模式内未能解释的部分。
2.2 模型基本假设E（ζ）=0，E（δ）=0，E（ε）=0，E（ξ）=0，E（η）=0，ε与ζ相互独立，δ与ξ相互独立，ε与η相互独立，ζ、δ及ε相互独立。
员工满意度对工作绩效影响的实证研究_以SG企业为例
一、引言企业中人的重要性可以用现代管理大师彼得•德鲁克(Peter F．Drucker，1973)的话体现：“企业只有一项真正的资源：人，管理就是充分开发人力资源以做好工作。
”因此，近年来，诸如“员工满意度高的企业才是好企业，员工认为好的老板才是好老板“等极力拥护员工满意度的观点得到了越来越人的支持。
这些观点旨在认为可以通过提高员工满意度进而员工生产率。
然而，满意度真能带来高绩效吗？截至今天，这一假设并未得到有可靠性的证据支持。
Vroom，Bruce and Blackburn 指出在不同的情景下工作满意度可能与工作绩效呈正相关、负相关关系或者无相关性。
然而，Locke（1970）认为工作满意度产生于绩效。
通过对工作满意度与工作绩效之间关系的文献回顾，我们认为之所以出现工作满意度与工作绩效之间无关的研究结论，可能是对工作满意度与工作绩效的定义过窄。
因此，本文将以SG企业为例，采用工作满意度的整体型概念，不涉及其维度划分，并且采用广义工作绩效的测量模型，来深入探讨工作满意度与工作绩效之间的关系。
二、研究方法1.研究对象本文的样本来自SG集团，SG集团有限公司创立于上世纪80年代，是一家以医疗器械、制药工业为基础产业的企业集团，是浙江省“五个一批”重点骨干企业。
样本选取范围主要是SG集团的生产车间，人员以一般员工与基层管理者为主。
本研究共发放问卷121份，回收92份，问卷回收率76%。
2.量表设计本文关于工作满意度量表采用Hochwarter，Kacmar，P e r r e w e等（2003）中整体满意度的量表，该量表是从Brayfied&Rothe’s（1951）整体工作满意度量表中抽取四个最大荷重的项目后得出的。
量表项目共4个问题，采用Likert五点量表进行测量。
本文的绩效量表是采用Van Scotter和Motowidlo（1996）的问卷，问卷有19个项目均采用Likert五点量表进行测量。
论文《员工工作满意度影响因素实证研究
员工工作满意度影响因素实证研究目录中文摘要 (2)1.引言 (3)2.工作满意度理论综述 (5)2.1 工作满意度的涵义 (5)2.2 工作满意度产生的理论基础 (7)2.3 工作满意度影响因素研究 (8)2.3.1 国外研究进展 (9)2.3.2 国内研究进展 (10)2.4 工作满意度的维度及测量 (11)2.4.1 工作满意度的单维和多维划分 (11)2.4.2 内源性工作满意度与外源性工作满意度的划分 (12)2.4.3 工作满意度的测量 (12)2.5 工作满意度与员工工作关系研究 (15)2.5.1 工作满意度与工作退缩行为关系研究 (15)2.5.2 工作满意度与绩效关系研究 (16)2.5.3 工作满意度与组织公民行为关系研究 (17)2.5.4 工作满意度与心理契约违背关系研究 (18)2.6 当前研究评述 (20)3.研究设计 (21)3.1 研究目的 (21)3.2 研究方法 (21)3.3 研究内容 (21)4.研究过程 (22)4.1 问卷题目的编制 (22)4.2 统计分析工具 (22)4.3 预试调查结果及分析 (22)4.4 正式问卷施测 (32)4.4.1 被试 (32)4.4.2 测量工具 (34)4.4.3 统计方法 (34)4.4.4 研究结果 (34)5.工作满意度测量方法探讨 (50)6.讨论 (51)6.1 关于工作满意度的结构维度 (52)6.2 人口统计变量对工作满意度各维度的影响 (52)6.3 工作满意度对离职倾向的影响研究 (54)6.4 工作满意度对绩效的影响研究 (54)6.5 工作满意度对组织公民行为的影响研究 (55)6.6 工作满意度与心理契约、绩效、离职意向、组织公民行为关系的模型 (55)6.7 工作满意度测量方法的比较 (55)6.8 样本企业加权满意度的测量结果的二维分析 (56)7.结论 (59)8.研究展望 (60)附录一：员工工作满意度预试调查问卷 (60)附录二：员工工作满意度调查问卷 (65)中文摘要当今世界综合国力的竞争，主要体现为科技水平和管理水平的竞争，而最终体现为人才的竞争。
日本制造业精益生产模式及其启示研究
日本制造业精益生产模式及其启示研究近几十年来，日本制造业以其高效、精密和优质的产品在全球范围内赢得了声誉。
这主要归功于日本企业采用的精益生产模式。
精益生产模式是一种以提高效率、降低浪费为核心的生产管理理念。
本文将深入研究日本制造业精益生产模式，并探讨其对其他制造业的启示。
1. 精益生产模式的核心理念精益生产模式以“提供价值”为核心，通过消除浪费和优化生产流程来提高生产效率和质量。
主要包括以下几个方面的内容：1.1 价值流分析价值流分析是精益生产模式的核心工具之一。
它的目标是识别生产过程中的价值增加和非价值增加活动，并通过消除非价值活动来提高生产效率。
这有助于确保产品在经过生产过程时能够保持高质量。
1.2 即时生产即时生产是指根据订单需求及时制造产品，以减少库存和生产过程中的浪费。
这种方法可以最大限度地提高生产效率，并降低由于过度生产而导致的浪费。
1.3 持续改进持续改进是精益生产模式的基本原则之一。
日本企业鼓励员工积极参与到生产过程中，并通过小改进来不断提高效率和质量。
这种文化促进了企业的创新和持续发展。
2. 日本制造业精益生产模式的成功案例2.1 丰田汽车公司丰田汽车公司是全球知名的汽车制造商，其精益生产模式被广泛应用于全球制造业。
丰田通过实施精益生产模式成功降低了生产成本和提高了产品质量。
其“丰田生产系统”（Toyota Production System）以其高效和灵活性在汽车行业树立了新的标杆。
2.2 索尼公司索尼公司是一家世界领先的电子产品制造商，其成功得益于其对精益生产模式的应用。
索尼通过实施精细化的生产流程和精益的产能管理来提高生产效率和产品质量。
这使得索尼能够快速响应市场需求并提供顶级的电子产品。
3. 对其他制造业的启示3.1 注重质量精益生产模式的成功之处在于其强调产品质量的重要性。
其他制造业可以借鉴日本制造业的精益生产模式，注重质量管理并实施严格的质量控制措施。
这有助于提高产品质量和客户满意度。
国内外企业员工工作满意度的比较研究
国内外企业员工工作满意度的比较研究在当今经济全球化和信息化的时代下，员工工作满意度是企业经营管理中不可忽视的一个重要指标。
员工工作满意度能够反映出企业在员工心目中的形象以及企业的整体运营水平，有利于企业制定合理的人力资源管理策略和提高员工的工作积极性和效率。
国内企业员工工作满意度的研究随着我国市场经济的不断发展，国内企业的员工工作满意度逐渐成为研究的热点。
国内企业员工工作满意度的研究主要从以下几个方面展开。
一是薪酬福利。
薪酬福利是企业管理中的重要考核指标。
国内企业的前期工资水平较低，但近年来随着我国经济的总体发展，各级企业不断调整薪酬福利政策。
相比较过去，现在企业的员工薪酬福利已经明显提高，使得员工对企业有了更高的满意度。
二是工作环境和企业文化。
良好的工作环境和企业文化都能够提高员工的工作满意度。
国内企业员工的工作环境和企业文化发展得较为缓慢，但近年来，一些企业开始注重员工的办公环境和企业文化建设，积极创造良好的工作氛围，使得员工的工作满意度也相应提高。
三是职业发展和晋升机会。
职业发展和晋升机会是员工在企业中发展的关键因素。
国内企业普遍存在晋升难、发展缓慢等问题。
但随着企业创新和管理模式的不断创新，国内一些企业也开始重视员工的职业发展和晋升机会，使得员工对企业更加满意。
国外企业员工工作满意度的研究相较于国内企业，国外企业对员工工作满意度的研究已经发展得相对成熟。
国外企业员工工作满意度的研究主要从以下几个方面展开。
一是薪酬福利。
国外企业对员工的薪酬福利给予了很高的重视。
一般而言，国外企业员工的薪酬福利水平较高，而且国外企业会根据员工的工作表现、能力、贡献等因素制定相应的薪酬政策，使得员工更加满意。
二是工作灵活性和福利待遇。
国外企业对员工的工作和家庭之间的平衡同样给与了很高的关注。
国外企业往往提供弹性工作模式、安排子女照管、疾病保险、考勤制度等福利待遇，让员工在工作和家庭之间取得平衡，提高了员工的工作满意度。
企业员工工作满意度实证研究
企业员工工作满意度实证研究--明阳天下拓展摘要：员工工作满意度，不仅直接关系着企业的生产效率、顾客感知和利润水平，而且还能有效地反映组织绩效和企业管理中存在的问题，帮助企业进行自我诊断。
本研究通过问卷调查，以S企业为例，探讨企业员工满意度与离职倾向的关系，结合实际提出提升员工满意度的建议。
随着社会的进步，人才竞争变得日益激烈，为了吸引、稳住人才，各企业家都将目光重点投向自己的员工，更加关注员工的需要和感受。
哈佛大学的一项调查研究表明：员工满意度每提高3个百分点，企业的顾客满意度提高5个百分点；员工满意度达到80％的公司，平均利润率增长要比同行业其它公司高出20％左右。
通过员工满意度调查，可以明确企业在管理中存在的问题，根据发现的问题，提出针对性的解决方案，在实践中予以解决和改进，比如监控企业绩效管理的成效，及时预知企业人员的流动意向。
工作满意度的概念最早由霍波克（Hoppock）在其著作《Job Satisfaction》中提出，工作满意度是工作者心理和生理两方面对环境因素的满足感受，即工作者对工作情境的一种主观反应。
回顾以往的研究，工作满意度的含义可分为三类：第一类，综合性定义；第二类，与期望差距的定义；第三类，参考架构性定义。
本研究将结合综合性定义来测量整体工作满意度，即员工工作满意度是指员工对工作本身及工作相关各个方面的一种态度和看法，包括对企业、工作本身、工作回报、管理者、同事关系和工作环境等方面的满意程度。
Porter 和Steers提出离职倾向是当员工经历了不满意以后的一个退缩行为。
离职倾向是预测离职行为的重要方法。
相关研究发现，员工满意感对员工的缺勤、怠工、离职以及绩效等都有一定的影响和预测作用。
了解员工的离职倾向，针对高离职倾向的员工，加强沟通与辅导，改善管理，减少不必要的员工离职，减少组织的损失。
一、问卷设计与调查1、问卷设计问卷的第一部分是个人的基本情况，包括性别、工龄、年龄、学历等内容。
某公司员工满意度测评与管理实证研究
某公司员工满意度测评与管理实证研究某公司员工满意度测评与管理实证研究随着经济的发展和人们对工作质量的要求不断提高，企业越来越重视员工的工作满意度，认为只有员工满意度得到提高，企业的效益和竞争力才会得到提高。
因此，对员工的满意度进行评估和管理成为了当今企业管理中不可或缺的一环。
本文将通过对某公司员工满意度进行测评和管理的实证研究，阐述该公司在员工满意度管理方面所取得的经验和成果。
一、测评方法的选择本次研究采用了问卷调研法对该公司员工的满意度进行测评。
问卷包括工作内容、工作环境、自身成长、薪资福利、企业文化等方面，每个方面又分为多个问题，通过员工对各项问题的评分，达到对员工整体满意度的评估。
二、测评结果及分析通过对问卷调查结果进行统计和分析，得出了如下结论：1.在工作内容方面，员工普遍认为工作量合适，工作内容能够胜任，但对工作的转移和协调存在抵触情况。
2.在工作环境方面，员工对公司硬件设施和办公条件较为满意，但对于公司组织架构和人际关系存在不满意情况。
3.在自身成长方面，员工对公司提供的培训和晋升机会较为满意，但对留住人才缺乏长期规划感到不满意。
4.在薪资福利方面，员工认为公司的工资水平合适，但在福利方面存在不满意情况。
5. 在企业文化方面，员工对公司的企业文化认同度较高，但对于公司沟通和反馈机制缺乏满意感。
综合上述结果，某公司应对以下方面进行满意度管理：1. 坚持工作量合适，优化和协调工作内容。
2. 发挥公司硬件设施和办公条件优势，加强公司组织架构和人际关系管理。
3. 立足长远发展，提供更加丰富的培训和晋升机会，制定留住人才长期规划。
4. 合理薪资福利体系，注重福利的细节完善。
5. 强化员工的沟通和反馈机制，以广泛而透明的反馈机制打破沟通壁垒。
三、实施效果评估在界定了测评结果后，某公司开始实施相关的满意度管理措施，经过半年的时间，再次对员工的满意度进行了测评。
结果显示，员工的满意度得到了明显的提升。
员工满意度影响因素的实证研究
员工满意度影响因素的实证研究
员工满意度是企业管理重要的指标之一，而影响员工满意度的因素也是企业管理需要关注的核心问题之一。
根据现有的研究资料和实证研究的结论，以下是影响员工满意度的主要因素：
1.工资待遇和福利：工资待遇和福利是员工对企业最直接的感受，直接影响员工对企业的满意度。
如果企业工资待遇和福利水平不高或者没有提供符合员工期望的福利，员工的满意度就会降低。
2.工作环境：工作环境直接影响员工的工作质量和情绪，员工对工作环境的满意程度会影响到员工对企业的满意度。
如果工作环境不好，例如办公室过于拥挤、灯光不足、噪音过大等，员工的满意度会受到影响。
3.工作内容：工作内容影响员工的工作质量和积极性，如果工作内容过于单调、无聊、重复，员工的满意度就会下降。
4.个人成长和发展：员工个人成长和发展是影响员工满意度的重要因素之一。
如果企业无法提供有趣的工作、职业发展机会和培训计划，员工的满意度就会下降。
5.企业文化：企业文化是员工认同企业的重要因素之一。
如果企业文化不符合员工的价值观，或者企业缺乏良好的管理文化和团队合作精神，员工的满意度会受到影响。
6.管理和领导：领导和管理者的作用在员工满意度中不可忽略。
如果领导和管理者的管理风格不当、不公平或者缺乏支持和鼓励，员工的工作情绪和满意度就会下降。
综上所述，企业应该注重员工工资待遇和福利、工作环境、工作内容、个人成长和发展、企业文化、管理和领导等因素，从而提升员工的满意度和工作效率。
制造业技能工人工作满意度的实证研究
制造业技能工人工作满意度的实证研究作者：陈梦婷来源：《人力资源管理》2016年第01期摘要：伴随着中国制造业的发展，从制造业大国到制造业强国的转变，必须切实解决面临的技能人才队伍建设问题。
本研究采取自编问卷，通过1540份制造业技能工人问卷调查，对技能人才工作满意度的总体现状、差异及离职意愿的关系进行了系统分析，以期为稳定制造业技能人才队伍提出合理化建议。
关键词：制造业技能工人工作满意度一、引言制造业是一个国家的战略支柱性产业，伴随着中国制造业的发展，中国要成为真正意义上的制造业强国，也必须切实解决面临的技能人才队伍建设问题，从制造业大国到制造业强国的转变，要先过技能人才关，已经成为普遍共识。
技能人才作为我国人才队伍的重要组成部分，作为我国产业大军的优秀代表和技术工人队伍的核心骨干，在加快产业优化升级、推动技术创新和科技成果转化等方面，将发挥更加重大的作用。
自霍桑实验报告指出，“工作者的情感影响其工作行为，而工作者的社会及心理因素才是决定工作者的工作满意度与团体生产力的主要因素，管理者应该体认员工的认知需求和社会满意。
”之后，学界关于工作满意度的研究层出不穷。
Cribbin（1972）指出，工作满意度是工作者对其工作环境的感觉，此工作环境包括工作本身，主管、工作团体、机关组织，甚至于包括生活，工作者可从此环境中去寻求满意并有权利获得满意。
对员工工作满意度的研究，可以为提高组织绩效、改善员工管理带来反馈，如何提高制造业技能人才的工作满意度，从而保持技能人才的稳定性，提高员工的工作绩效，成为了制造型企业共同关注的问题。
目前，我国学者对工作满意度的研究，对制造业技能人才工作满意度的研究尚较为缺乏，没有形成系统的技能人才工作满意度结构，对其现状的探讨也较为零散。
因此，本研究的目的就是从心理学的角度出发，通过问卷调查的方式探查和了解制造业技能员工工作满意度状况，把握不同类型技能员工工作满意度的差异以及工作满意度对技能工人离职倾向和职业承诺的影响，以期通过上述分析为提高技能工人工作满意度、缓解技能工人流失的现状提供可靠的依据。
员工满意度与工作气氛：一个日本制造业员工的实证研究【外文翻译】
外文翻译Employee satisfaction and job climate: an empiricalstudy of japanese mankufacturing employeesMaterial Source：journal of business and psychology Volume 3,No 3,Spring1989Author：Furukawa KoichiAbstract:This study identified supportive supervision, co-worker social support, and job awareness as three factors that affect job satisfaction of employees from two mid- sized Japanese manufacturing companies. In addition to the significant main effects of supportive supervision and co-worker social support, a significant interaction effect between supportive supervision and job awareness was obtained. This interaction suggests that supportive supervision is very important in increasing job satisfaction when workers have low levels of job awareness.Introduction：Many studies related to human behavior at work in the industrial environment can be seen in the history of organizational psychology. Keeping employees satisfied in order to retain their services for a longer time has become a major topic of interest among the researchers of thefield. While satisfaction itself is defined according to various facets, its determinants also have varied correspondingly.Stogdill (1972a) suggested that a highly cohesive work group was associated with acceptance of task-related roles and the orientation and direction of group members toward task accomplishment. His results indicated the possibility of achieving a higher organizational performance with the existence of a cohesive work group. A high social support between and among the members of the group would significantly contribute to make such a cohesive work group. Stogditt (1974b) suggested that the person-oriented pattern of leadership which results from the social support of supervisors tends to enhance employee satisfactionwith supervision. In another study, satisfaction with supervision had been analyzed in the terms of leadership style, subordinate personalityand task type (Moffitt, W. et al., 1976). However, no attempt was done in the study to associate social support with employee satisfaction.Rocco and Jones (1978) suggested that leader and co-worker support would result in greater job satisfaction, higher self esteem, and a greater tendency to remain in the organization. His conclusions were made on the basis of a correlation analysis which provides a way to extend his research in a different way as suggested in this study.Although many studies have tried to associate supervisor and coworker social support with negative outcomes, there are fewer studies attempting to incorporate satisfaction. In the present study, the authors have identified the employee's job awareness, which represents its pleasantness and acceptance, as a variable moderating the influence pattern of social support of supervisor (in the form of supportive supervision) and co-worker social support on employee satisfaction with the "job climate."Another purpose of carrying out this study is to understand the actual behavioral pattern of manufacturing employees in Japan, due to the lack of such studies available to English speaking scholars.Research problem：The mid-sized manufacturing workshops of Japan are focused in the present study. Work procedures, methods, and time required to completejobs etc., are ordinarily specified in advance to the workers of a production line. Hence, when they are assigned to perform certain mass production jobs, they become mechanized under the repetition of the same job. A successful continuation of such jobs may not be possible unless these workers are stimulated and kept satisfied by some means. Three major elements which are directly related to job climate can be seen here. When a worker is involved with some predetermined activities for accomplishing a given target or a goal in such a workshop, the worker has to interact with the surrounding people. People in such a surrounding can be categorized into two groups, co-workers and supervisors, who compose the primary group from the view point of a workshop employee.The "valence (job satisfaction) model" of the Expectancy Theory (Vroom, 1964; Galbraith and Cummings, 1967) suggests an individual's perference, neutral attitude, or dislike for particular outcomes can be described as a function of the instrumentality of these outcomes in achieving other outcomes, and the valence of these other outcomes. Accordingly, this model proposes that the valence of a fair performance to an individual is decided by the instrumentality of such a performance, e.g., to earn money, to gain status, and to enhance possibilities of promotion, supportive sup- ervision supervision and an accepting work-group witha high social support as well asby the valences in his eyes of money。
员工工作满意度外文文献翻译
文献信息文献标题：Factors Influencing Employee Job Satisfaction: A Conceptual Analysis（员工工作满意度影响因素的概念分析）文献作者及出处：Hee O C, Yan L H, Rizal A M, et al. Factors Influencing Employee Job Satisfaction: A Conceptual Analysis[J]. International Journal of Academic Research in Business and Social Sciences, 2018,8(6),331-340.字数统计：英文3575单词，20442字符；中文6162汉字外文文献Factors Influencing Employee Job Satisfaction: AConceptual AnalysisAbstract As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. High turnover and low productivity which badly affect an organization can be the result job dissatisfaction. Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. This study only focused on three most common prevailing factors which are job stress, lack of communication, and pay that influence job satisfaction at workplace. Job stress has been generally defined as a factor which has negative impact on job satisfaction. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected. Besides, lack of communicationcan also lead to confusion between management and other employees throughout the organization which might incur frustration and resentment. Employees need to feel appreciated, as employees and as human. Employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precaution to support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.Keywords:Employee Job Satisfaction, Perceived Stress, Lack Of Communication, Pay.IntroductionThe requirements of individuals have been changed due to the increase in quality of life and economic growth in the societies (Tutuncu & Kozak, 2007). Most individuals spend a large part of their lives at work; the change of requirements towards life has also changed their expectations, emotions and feelings towards their jobs (An, Cha, Moon, Ruggiero, & Jang, 2014). There is growing interest towards job satisfaction in organizations as employee job satisfaction is crucial to the success of any business. Improvements of job satisfaction have positive effect on employees’ motivation, performance, and productivity. These are important elements that an organization needs to maintain a competitive workforce in order to deal with challenges arise from the competitive business environment (Marzuki, Permadi, & Sunaryo, 2012). Job satisfaction is also directly related to a lower employee turnover rate, lower absenteeism rate, higher productivity, and better performances which are closely associated to the organization’s cost efficiency for business (Gazioglu & Tansel, 2006). The relationship between job satisfaction and performance was a relatively recent study which indicated that the degree of job satisfaction felt by employees determines their work performance. The study of the relationship between job satisfaction and performance validated the common belief that “a happy worker isa productive worker” (Marzuki, Permadi, & Sunaryo, 2012). In this case, increasing and maintaining the degree of employee job satisfaction should be a priority for every employer (Gregory, 2011). Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. There are numerous factors that might discourage the employees and lead to job dissatisfaction such as high stress, lack of organizational communication, lack of recognition, limited opportunity for personal and career growth, job characteristics, job security, pay, social relationship within an organization and many more. However, this study only focused on three most common prevailing factors which influence job satisfaction at workplace. The three factors discussed in this study were job stress, lack of communication, and pay. This study intends to establish a conceptual framework which contributes towards talent retention, increased performance and productivity in the dynamic business environment.Job SatisfactionJob satisfaction refers to an employee’s emotional state which covers the complete range of emotions from positive to negative (Zhang, Yao, & Cheong, 2011). Thus, job satisfaction can also be defined as pleasantness or unpleasantness of employees during their work. Besides, job satisfaction can also be described as a positive feeling about a job or job experience (Tutuncu & Kozak, 2007). On the other hand, Fisher (2000) claimed that job satisfaction is a kind of attitude and attitudes generally contain two components which are affective component (feeling and emotional) and cognitive component (comparison, judgment and belief). Job satisfaction can be seen as the result of a chain reaction involving the motivation to satisfy a need. This chain combines several factors or motivators which will influence or induce an individual to perform (Marzuki, Permadi, & Sunaryo, 2012). Early theory of motivation developed by Maslow which is the Maslow’s Hierarchy of Needhad provided ground for further studies on the factors that motivate human. The theory proposed that human motives are based on needs that start in an ascending order from the lowest level to the highest level. The hierarchy moves from lower level needs such as physiological needs, safety and security, social needs to higher level needs such as self-esteem and self-actualization needs. Individuals cannot move to the next higher level until all needs at the lower level are satisfied. When one set of needs is satisfied, it no longer served as a motivator (Marzuki, Permadi, & Sunaryo, 2012). Another theory which contributed to the related literature is the Herzberg’s motivation-hygiene theory. This theory developed by Herzberg is also known as two-factor theory. Herzberg’s motivation-hygiene theory emphasized that satisfaction and dissatisfaction were two distinct variables which were not part of a single continuum. The opposite of job satisfaction is no job satisfaction; similarly the opposite of job dissatisfaction is no job dissatisfaction. Herzberg identified two groups of needs; motivators refer to human needs to achieve and experience psychological growth which are related to job such as recognition for achievement, promotion and etc. Another group which is called hygiene factor is referred to the basic human biological needs such as salary, security, working conditions and etc (Marzuki, Permadi, & Sunaryo, 2012). Hygiene factors determine the extent to which an employee can avoid job dissatisfaction (Zhang, Yao, & Cheong, 2011). In the literature, the importance of job satisfaction is often linked to work performance and organizational productivity or to other important work-related attitudes and behaviors—such as absenteeism, turnover, and reduction of litigation (Zhang, Yao, & Cheong, 2011). Refer to Branham (2005), Gallup studies reported that organizations with higher employee satisfaction achieved 86 percent customer ratings, 76 percent more success in lowering turnover, 44 percent higher profitability and 78 percent safety records. Thus employee happiness at work should be paid attention by the employers. Employee job dissatisfaction can bring disasters to an organization which badly affects the daily operation, such as lack of interest for their responsibilities, tardiness in showing up for work, mild to severe withdrawal from their jobs and diminishing job performance. All these may end up with employees leaving theorganization which cause high employee turnover in the organization (Gregory, 2011). Put in another way, employees who perceive their jobs as satisfactory are more likely to work and stay in the current jobs and in the current organization in the future. Otherwise, employees are more likely to leave and which in turn will influence the performance of the organization and its costs (Tutuncu & Kozak, 2007). Employers are faced with the task to motivate employees and create high job satisfaction among their employees. Thus, understanding of the factors which influence job satisfaction is essential for employers. Through the understanding of the factors, organizations will be able to make relevant changes to prevent employee frustration and low employee job satisfaction (Dawal & Taha, 2006). In this study, job satisfaction has been proposed as the dependent variable in the theoretical framework (Refer to Figure 1). The influence of the three factors (job stress, lack of communication, and pay) to job satisfaction would be discussed in the following sections.Job StressJob stress is generally defined as “an employee’s feelings of job-related hardness, tension, anxiety, frustration, worry, emotional exhaustion, and distress” (Mahfood, Pollock, & Longmire, 2013). Refer to empirical studies (Lambert & Pauline, 2008; Mahfood, Pollock & Longmire, 2013), stress had been identified as one of the major factors that inversely related to job satisfaction. It was stated by Branham (2005) that at least 25 to 50 percent of employees are unable to work at their best due to stress, and this undeniably negatively influence their job satisfaction which subsequently leads to low productivity and high employee turnover. There are many causes which lead to job stress. For instance, insufficient organizational support in supplying tools necessary to perform a job efficiently would generate higher stress level especially when the employees are expected to perform at a required level. Besides, cost cutting practices through eliminating positions and disbursing the workload to other employees also contribute to increased job stress level. Employees would have to take on overbearing workload which erodes their personal time and the unreasonable amount of work would increase employees’ anxiety level tremendously. At the sametime, retrenchment can trigger panic and anxiety among the remaining employees which increase their stress level during work. Untrustworthy employers can be another source of stress. Distrust can be raised from various different situations such as harassment. It becomes difficult to work in an uncomfortable working environment consistently, stress and anxiety increased by trying to avoid troublesome confrontations and situations (Gregory, 2011). It had also been discussed that promotion and career advancement can be one of the leading factors to job stress. The increased stress may come from heavier workloads, extra responsibility and reduced leisure time (Mahfood, Pollock, & Longmire, 2013). Job stress has been generally defined as a factor which has negative impact on job satisfaction in previous literature. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Thus, the following proposition is formulated for this study which job stress has been viewed as an antecedent of job satisfaction:Proposition 1: Job stress will be negatively related to job satisfaction.Lack of CommunicationCommunication can be interpreted as the exchange of information between a sender and a receiver. Communication is a fundamental management activity in every organization because it is crucial for employees to receive correct information regarding to their jobs. Communication has been widely valued in organization today; it has been seen more multidimensional than just message exchange or provide information about people’s work. Communication is about relationships which it acts as the social glue that ties employees within the organization together (Steingrímsdóttir, 2011). Communication channels can be divided into two categories which are formal communication and informal communication. The most popular formal communication ways are face-to-face communication and technical communication. Informal communication is communication stemmed naturally from people’s interactions. People can talk about their feelings, create relationships and discuss any issue that matter to them each time. It is believed that informal communication is the communication which established the actual relationshipsamong people in an organization. However, informal communication tends to increase rumours or carry wrong information within the organization (Steingrímsdóttir, 2011). Right communication channel is vital for an organization. By choosing channels can make a real difference in how the message is received. Different communication channels are suitable and fit for different kinds of information and achieve different objectives (Steingrímsdóttir, 2011). Lack of communication in organization leaves employees feeling disconnected from the organization. Generally this is the result of management personnel who do not know how to relate their employees on a personal or professional level. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected (Gregory, 2011). Besides, lack of communication can also leads to confusion between management and other employees throughout the organization which might incur frustration and resentment. The organizational morale can be negatively affected by gossips and rumours due to lack of communication too. The deteriorating working environment can cause job dissatisfaction and high employee turnover (Ashe-Edmunds, 2014). In an organization, managers should communicate with lower level employees. Managers act as the connection of the organization which will give employees a sense of belongings and worth in the organization. Supervisors should also become the role model to promote friendly relationships with employees in order to achieve a healthier working environment. It is imperative that managers and supervisors respect all the employees, their opinions and their work. Understanding of the organization’s direction and goals and clarification of expectations associated with different positions should be communicated and conveyed to the employees to assist employees in understanding their direct relationships with the organization and how their work affects others’ work (Gregory, 2011). In addition, performance reviews can be utilized as a managerial communication tool because they give administrators an idea of those employees that are contributing to the organization’s success and those who need to work harder. In general, employees may be unaware of their performance measures and have no sense of how they can improve. Without communication through performance reviews, itwould be tough for employees to make any progress in their efficiency which also negatively impact their personal or professional development, and in turn, incur job dissatisfaction (Gregory, 2011). Therefore, in light of the above discussion, it is proposed that:Proposition 2: Lack of communication will be negatively related to job satisfaction.PayCompensation is the total amount of the monetary and non-monetary pay provided to an employee by an employer in return for work performed as required. The monetary pay includes fixed pay which the amount and payment are guaranteed and flexible pay which contains variable pay such as goal-base pay, overtime and etc. Non-monetary pay includes all kinds of employee benefits such as family assistance, recreational opportunities, complementary pension plans, health insurance and etc (Igalens & Roussel, 1999). It was suggested in previous literature (Money & Graham, 1999; Green & Heywood, 2008) that monetary pay is the primary motivator for employee performance and a determinant of job satisfaction. Employees generally prefer their work efforts to be recognized and rewarded thus recognition of an employee’s hard work is essential to his or her job satisfaction. However, too often organizations are more focused on production and revenues, rather than their own employees (Gregory, 2011). By rewarding employees monetarily or non-monetarily as incentive, employees would feel that their hard work and achievements have not gone unnoticed. Employees need to feel appreciated, as employees and as human (Branham, 2005). By linking the money and performance tends to motivate employees to be more productive and hence they would be more willing to work harder towards success (The Chicago School of Professional Psychology, 2012). Through rewarding, employees are more optimistic about future employment in the organization too (Gregory, 2011). It is believed that employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises (The Chicago School of Professional Psychology, 2012).However, organizations should be very prudent in planning of pay structure and should set confidentiality policy for individual employee’s pay amount. Normally organizations choose to underpay those employees who are willing to work hard for minimal pay while to pay more to those who are not willing to work for minimal pay. The pay disparity will eventually lead to great degree of job dissatisfaction when the hard workers realized they are not being paid fairly (Branham, 2005). Refer to the Society of Human Resource Management research report conducted in May 2014; pay has been identified as the most important drivers for job satisfaction by which 60 percent of employees rated compensation/pay as very important and 36 percent rated it as important. Compensation/pay was also claimed as the leading factor of job satisfaction across four generations of employees which are millennial, Generation X, Baby Boomers and Veterans (Miller, 2014). It is noteworthy that there was previous studies indicated that the pay amount or salary amount is not the main determinant for job satisfaction. The comparison of income which employees set up as referential point is more significant in influencing employee job satisfaction. Given the similar qualifications and specifications, if an employee believes that the salary offered in other organization is higher, he or she will be dissatisfied even his or her salary is considered high as compared with the salaries in the organization he or she works in (Al-Zoubi, 2012). According to Miller (2014), more than half of employees feel satisfied if they are paid competitively with the local market. As a result of the empirical studies, it is believed that pay is able to influence the job satisfaction level of employees. Therefore, the following statement is proposed:Proposition 3: Pay will be positively related to job satisfaction.Theoretical FrameworkThere are many empirical studies and literature focused on the topic of job satisfaction. Numerous factors which will influence job satisfaction have been discussed individually. The factors include limited personal and career growth, job characteristics, job security, organizational support, social relationship within organization, relationship with immediate superior and etc. Different factors areassociated with the job satisfaction either positively or negatively. Three most popular factors have been the focus of this study, which are job stress, lack of communication and pay. Job stress, which inversely affects the emotions and feelings of employees at work, is likely to induce job dissatisfaction. Low morale, misunderstanding and reduced job satisfaction can happen if there is lack of communication. On the other hand, the perception of employees that their pay or salary is comparatively or relatively low will instigate employees’ dissatisfaction at work too. By looking at the selected factors, a theoretical framework has been generated to indicate the influence of job stress, lack of communication and pay on job satisfaction. The theoretical framework is depicted in Figure 1.Figure 1: Proposed Theoretical FrameworkResearch ImplicationsWith the changes of the external environment, organization competitiveness is no longer solely relied on the tangible assets, but also numerous intangible assets. As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. Hence an organization’s competitive advantage can be generated through human resources. Job satisfaction was studied in this paper as it is one of the key factors which directly related to employee motivation, employee commitment and productivity and employee turnover rate. An organization can focus on productivity and increased sales if its employees are happy and satisfied with their jobs while its competitors are still struggling to maintain experienced and motivated employees. In reality, organizations are facing the issue of creating high jobsatisfaction among their employees. This study intends to show a better understanding of the factors which emphasizes on job stress, lack of communication and pay, which influence job satisfaction. In terms of practical implications, management and managers are advised to concern about the employee job satisfaction within their organizations. They are encouraged to fully support and commit to policies and activities which can be identified and designed through factors influence job satisfaction in order to stimulate employees’ satisfaction at work such as improvements of working conditions, job training, leadership development and etc. By not overloading the employees, while maintaining a good communication with employees and compensating employees with a reasonable pay according to the jobs and market rate will enhance their job satisfaction. When employees are satisfied with the work they are doing, their jobs are more likely to be an enjoyable and happy experience. With higher job satisfaction, there tends to be higher degree of employee commitment which significantly reduce absenteeism and employee turnover rate which leads to decrease in employee-related costs, meantime increase job performance level which employees are more willing to participate in problem-solving activities and perform activities outside their job scope. In order to sustain the organizational competitiveness, the understanding and changes of policies based on the three most popular factors which contribute to job satisfaction namely job stress, lack of communication and pay are essential.ConclusionThe employment market is heating up and organizations start to worry about losing good talents and struggling to retain them since human resources is one of the vital competitive advantages. Some of the organizations are facing constant high employee turnover which accompanied with unsatisfactory performance and low productivity. High turnover and low productivity are the most obvious indicators of job dissatisfaction. Thus better understanding on the factors which influence job satisfaction is very crucial for all organizations. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precautionto support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.中文译文员工工作满意度影响因素的概念分析摘要随着环境的不断变化，创新变得越来越重要。
员工满意度中英文对照外文翻译文献
文献信息：文献标题：Employee Satisfaction: Communication Competence and Leadership Oriented Approach（员工满意度：沟通能力与领导导向）国外作者：IK Suher，CS Bir，E Engin，BE Akgoz文献出处：《International Journal of Innovative Research and Development》,2016,5(5):194-202字数统计：英文 3265 单词，19231 字符；中文 5450 汉字外文文献：Employee Satisfaction: Communication Competence andLeadership Oriented ApproachAbstract This research explores whether or not relationships between supervisor communicator competences, leadership style (Task- oriented vs. Relation- oriented) and employee job and communication satisfaction exist. Participants are 126 graduate students who works for (52 males and 74 female) a variety of organizations in Turkey. The findings signify that there is incontrovertibly positive and strong relationship between supervisor communication competence and employee communication satisfaction. In a similar way, relational leadership style has strong effect on employee communication satisfaction. On the other hand, the results indicate that weak relationship between task-oriented leadership style and job and communication satisfaction. According the results communicator competence is the strongest significant standardized regression coefficient with the job and communication satisfaction.Keywords: Employee communication, communication competence, leadership style1.IntroductionEmployee satisfaction influence an individual's commitment to the company and also it has effect on employee performance and business success. Employee behavior and satisfaction are highly correlated to the organization success and because of this reason the researches on employee satisfaction is quite rich. Pincus (1986) investigated the effect of communication satisfaction on job performance, Helm (2011) studied about employees’ impact on corporate reputation, Cravens and Oliver (2006) mentioned employees as key factor of reputation, Antoncic and Antoncic (2011) and Duboff and Heaton (1999) specified how employee satisfaction is important on business growth, Bulgarella (2005), Hanna at all. (2004) remarked that employee satisfaction is a vital aspect for customer satisfaction, Brown et al. (1996) found out that positive employee behavior has strong and positive effect on customer satisfaction. Kattara et al. (2014) published a study about impact of employee behavior on customers' overall satisfaction.Employee satisfaction contains both communication and job satisfaction and it is influenced by many different factors like leadership style and the quality of communication with leaders. Increasing the effectiveness of leader-employee communication can help to strengthen levels of employee satisfaction.2.Literature Reviewmunication CompetenceCommunication competence is about the knowledge and wisdom of using applicable communication skills. Communication competence is not justunderstanding proper communication skills but also the ability to apply and adapt that knowledge when certain situations may emerge unexpected (Cooley and Roacch, 1984:25). Communication competence is considered to contain both cognitive and behavioral aspects (Rubin, 1985). Understanding that communication competence contains these two aspects, then being socially informed and perceptive is a key factor in being a competent communicator. Light (1989) considered fundamental constructs of communication competence as functionality of communication; sufficiency of communication, knowledge, judgment and skill. Spitzberg (1983) believed that communication competence involved knowledge, motivation and skill as a system that relates and connects to one another. In order to be mutually beneficent to one another in a relationship, communication competence is a necessary tool which consists of cognitive, attitudinal, emotional and behavioral knowledge (B-Ikeguchi, 2014). In order to reach personal, educational, vocational and social goals, communication competence is a key quality that an individual need in order to attain success in life (Light and Mcnughton, 2014:1).2.2.LeadershipYukl defined leadership as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (2016:8). Leadership is not just a trait, it is recognized as a process which individuals influence people in order to reach certain goals and objectives as a unit (Sharmai, Jain, 2013). Bryman (1992) considered leadership as the ability to direct people towards certain goals for an organization.In literature, leadership is considered to be divided into two separate functions; Task- oriented leadership and relation-oriented leadership (Taberner, Chambel, Arana, 2009). Task-oriented leadership focuses on organizing, planning and coordinating the necessary jobs needed of the team or individual employees whereas relation-oriented leadership focuses on the motivation and behaviors of the people themselves. Inrelation-oriented leadership, the leader works to inspire those around him in order to achieve the organization’s success. The effectiveness of leader-subordinate relationship affects many organization outcomes due to group satisfaction (Anderson, Madlock& Hoffman, 2006). Leadership plays a great roll in effecting employee satisfaction (Castaneda &Nahavand, 1991).munication SatisfactionCommunication satisfaction is an important topic in our day which is being researched and investigated for business and communication industries. “Communication satisfaction is a n employee's satisfaction with various communication practices of the organization” (Clampitt and Girard, 1993:84). Pincus described communication satisfaction as the accumulation of an individual’s satisfaction which is saturated from information flow and relationship variables (Pincus, 1986). Different researches has studied on communication satisfaction measurement. For instance, Downs and Hazen (1977) created Communication Satisfaction Questionnaire, Organizational Communication Scale was conducted by R oberts and O’Reilly (1979), and to analyze communication practices in organizations. Crino and White (1981) were the researchers who offered a conceptualization of communication satisfaction.A conceptualization of communication satisfaction was offered by Crino and White (1981), who argued that organizational communication satisfaction involves an individual’s satisfaction with various aspects of the communication occurring in the organization, whereas Putti, Aryee, and Phua (1990) demonstrated that organizational members’ communication satisfaction is associated with the amount of information available to them. Although communication provides employees with information that clarifies work tasks and may contribute to communication satisfaction, Anderson and Martin (1995) found that employees engage in communication interactions with coworkers and superiors to satisfy interpersonal needs of pleasure and inclusion. Thus, employee communication satisfaction appears to involve a task and relationaldimension.2.4.Job SatisfactionJob satisfaction has been an area which examined by researchers for a long time. According to Locke (1976) definition job satisfaction is a pleasant or positive emotional expression which causes by worker’s job or job expe rience.Many different researches have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees so job satisfaction is one of the vital necessaries for business success (Saari and Judge, 2004). According to Schneider and Snyder’s definition (1975) job satisfaction is personal evaluation of conditions related to job, or outcomes that arise as a result of having a job. The perception of employees about their job is influenced by many different factors such as employee’s personal circumstances like needs, values and expectations (Sempane at al. 2002). Moreover, quality of communication in the organization, communication between employees and supervisors and supervisor leadership style have an influence on the em ployees’ job satisfaction.3.MethodThis research explores if relationships exist between supervisor communicator competence, leadership style (task or relationship oriented) an employee job and communication satisfaction in Turkey.The current researc h conducted based on the Mudlock’s article (2008) that titled “The Link Between Leadershıp Style, Communicator Competence and Employee Satısfaction” The research process which used by Mudlock (2008) contained four different scales to investigate relationship between components. Authors reached the original publications which contain the scale items and these scales translated to Turkish by authors and the pilot questionnaire was send 10 participants. The results of this pilot were used to refine the questionnaire for distribution to research participants.The data used in this study were collected from graduate students of Bahcesehir University in Turkey. Respondents were chosen by using the convenience sampling method.These participants are not only graduate students of Marketing Communication and Public Relations program but also they work for different organizations. The survey was pre-tested on 10 students and then a total of 200 questionnaire forms send them via e-mail. At the end of the given period 126 usable questionnaire forms returned.Communicator competence scaled was developed by Monge et al. (1982.9) which is 12-item Communicator Competence Questionnaire. Job satisfaction was measured by the 8-item Abridged Job in General (AJIG) scale (Russell et al., 2004). Communication satisfaction was measured by the 19-item Interpersonal Communication Satisfaction Inventory (ICSI) developed by Hecht (1978). Leadership style was measured by the 20-item Leadership Style Questionnaire developed by Northouse (2001). The instrument measures the task and relational leadership s tyles.Mudlock (2008) used Pearson correlations and multiple regression analyses to show relationship between predictor and criterion variables. In the current research we followed his way to test hypotheses and to answer two different research questions.The current research has the same hypotheses and research question in Mudlock’s (2008) article. These are:H 1: There is a significant and positive relationship between supervisor communication competence and employee job and communication satisfaction.H 2: There is a significant and positive relationship between supervisor relational leadership style and employee job and communication satisfaction.H 3: There is a significant and positive relationship between a supervisor’s task leadership style and employee job and communication satisfaction.H 4: There is a significant and positive relationship between a supervisor’s task and relational leadership style and communication competence.RQ1: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee communication satisfaction?RQ2: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee job satisfaction?4.FindingsParticipants were 126 working adults and more than half were female (see table 1). Table 3 shows organizations which they work for. 43 participants were working for a female supervisor and 79 were working for a male supervisor. (see table 2) Participants ranged in age from <= 25 to 41+ (M = 30.44, SD = 16), whereas supervisors’ ages ranged from 30 to 71 (M = 48,70 SD = 12.7). Table 3 contains information about participant’s organizations types.Table 1: Sex of ParticipantsTable 2: The Sex of SupervisorTable 3: Organizations of ParticipantsTable 4 shows questionnaire items and the mean scores of communicator competence. Cronbach’s alpha for the current study is 0.809 and the dimension mean is 3.13.Table 4: Communication SatisfactionTable 5 contains items and mean score related to job satisfaction. Cronbach’s alpha for the current study was 0.787 (see table 5).Table 5: Job SatisfactionCommunication satisfaction scale items and the mean scores may be seen in the table 6. Cronbach’s alpha for the current study is 0.800 and the dimension mean is 3.53.Table 6: Communicator CompetenceLeadership style was measured by the 20-item Leadership Style Questionnaire. Originally this scale has 20 different items to evaluate leadership style. 10 of 20 items are related to task-oriented style while the others are related to relationship-oriented style. In this research we used one scale to measure leadership style but below we used two different tables to show task-oriented and relationship- oriented items’ mean scores and Cronbach’s alpha results.Table 7: Leadership Style (Task)Table 8: Leadership Style (relationship)The first hypothesis was there would be significant and positive relationships between supervisor communication competence and employee job and communication satisfaction. Pearson correlations supported the hypothesis by indicating statistically significant positive relationships between the predictor and criterion variables. The relationship between communication competence and communication satisfaction was stronger than the relationship between communication competence and job satisfaction.The second hypothesis predicted significant and positive relationships between supervisor relational leadership style and employee job and communication satisfaction Pearson correlations supported the hypothesis. The relationship between supervisor relational leadership style and employee communication satisfaction was strong while the relationship between supervisor relational leadership style and employee job satisfaction weak.The third hypothesis suggested significant and positive relationships between supervisor task leadership style and employee job and communication satisfaction. Pearson correlations supported the hypothesis. However, both relationships were weak.The fourth hypothesis was there would be significant and positive relationshipsbetween supervisors’ task and relational leadership style and their communicator competence. Pearson correlations supported the hypothesis. For both components the relationships were strong.5.DiscussionNowadays, the most important attribute that corporations may possess is regarded as their employees. Establishing effective communication with the employees considered as an integral part of the entire in-house process and operation depends on the communication competence of the leader. When the leader establishes efficient communication between the employees, it will be deemed as having taken an important step for determining and eliminating the problematic areas and problems encountered by the corporation.The satisfaction of the employees about their job and communication is significant for fulfilling corporate objectives. Two of these basic aspects which affect this satisfaction level are the leadership style demonstrated by the executives and communication component.The communication established with the employees has numerous significant functions. These may be listed as acquiring information, persuasion and influence, providing instructions and combination with education-training. Communication component possessed by the leader has a key role in fulfilling these functions in a healthy manner because this competence constitutes one of the milestones for the formation of mutually satisfactory relationships with the employee. Apart from the communication competence of the executive, it is also indicated that his leadership approach affects the employee's communication and job satisfaction.Mudlock (2008) previously examined the relationship between communication competence, leadership style and employee communication and job satisfaction in a research that he had conducted and determined that there is a strong and positivecorrelation between these. This current research is also derived from Mudlock’s study and tests the same hypotheses in Turkey obtaining similar results in the end.According to these results, the relationship between communication competence and communication satisfaction is strong. This statistically significant and positive relationship demonstrates that it is of vital importance for supervisors to develop their communication competences and transform these competences into an integral part of their leadership styles.It has been concluded that the supervisor communication component has a positive impact on the job satisfaction of the employees even though it is not as strong as communication satisfaction. Employee communication and job satisfaction both have a key significance in the performance of both in-house and outside targets of the corporation, ensuring market growth, increasing customer satisfaction levels, increasing sales figures and creating a strong and positive corporate reputation. For this reasons, executives are required to show the necessary efforts to develop their communication competences. It is obvious that the communication competence is one of the determinant factors on task and relational oriented leadership styles.In this study, it has been concluded that the relationship between supervisor relational leadership style and employee communication satisfaction was strong. Relational leadership style refers to placing the relationship established with other people to the core while acting as a leader and the right management of relationships. In this regard, executives concentrating on their relational leadership skills while developing their communication components would bear positive results.Task-oriented leadership style places emphases on obtaining suitable business methods and careful inspection of group members for the success of the business. The communication channels used by the corporation between the leader and group members is only related to the activation of the structure and obtaining results (Bloisit et al., 2003:574). Therefore, as a task-oriented leader only evaluates the task performance of its employees, it does not have a directly statistically significantimpact on the job and communication satisfaction of the employee. As the supervisor cannot establish effective communication to develop any kind of relationship, it is natural for the relationship with the communication satisfaction of the employees to yield weak results.In conclusion, this research demonstrates that the leader's communication competences and at the same time, relational leadership style have a positive impact to ensure employee satisfaction and in this regard, it provides a guidance to the corporations which would like to concentrate on satisfaction that they have to develop the quality of communication and support relational leadership approach.中文译文：员工满意度：沟通能力与领导导向摘要本研究探讨了主管沟通能力、领导风格(任务型与关系型)与员工工作及沟通满意度之间是否存在关系。
制造业企业员工满意度调查研究
制造业企业员工满意度调查研究1 引言1.1 研究背景1.1.1 制造业的发展现状制造业是衡量一个国家整体经济实力的重要标准，也是国际上对于发展中国家和发达国家的评定标准之一。
而现阶段我国的制造业取得了可喜的发展与进步，成为出口产业中的支柱产业。
这不仅是因为我国近些年的经济上的迅速发展，也得益于全球制造业的再度兴起带来的巨大的机遇。
据调查，制造业的基层员工大部分学历不高，工作环境较为特殊，知识更新慢。
然而，产品生产却离不开他们，由他们负责。
工作绩效对产品的制造有直接关系，具体到制造型企业的基层员工的研究更具有意义。
那么，工作满意度和工作绩效在制造型企业中究竟有着什么样的联系呢？是否可以通过调整工作满意度来提高工作绩效呢？鉴于以上分析，本文挑选一个典型的制造企业，将企业中的基层员工作为研究的主要目标，研究他们的工作满意度与工作绩效，试图通过研究发现两个变量之间的关系。
1.1.2 某制造型企业发展现状该制造型企业成立于1997年，公司位于江阴常州交界地段，是苏锡常地区第一家是苏锡常地区第一家在铁艺艺术领域从事生产的企业，拥有领先的技术和专业的工程师。
该公司的领导者勤奋敬业，技术人员工艺精湛，在领导者井井有条的带领下，规模越来越大，并具有独立自主的研发能力，与世界一流企业合作共赢。
凭借先进的设备、高品质的材料、世界一流的技术，该企业提供从设计到生产到安装的一系列配套服务。
该制造型企业的产品从1998年开始在中国大陆销售，以其“非凡品味，无限创意”的风格和精湛的技术工艺在全国二十多个城市建立了典型示范工程，并得到各地行业领导者的的广泛赞誉。
该企业始终坚信“所有卓越皆因注重细节”的质量方针，以用户体验为挤出，致力于质量的把关与无停止的创新。
与许多现代企业一样，在员工工作满意度方面需要进一步改进研究。
1.2 研究意义员工的工作问题并不是简单的员工自身的问题。
我们的社会由众多的个人组成，员工的问题解决不好，会影响到社会中整体的居民生活质量；社会的经济关系最基础的环节是由各单位的每一个员工组成，员工的工作出现问题会影响到整体的社会经济。
工作满意度指标及其相关因素外文翻译(可编辑)
工作满意度指标及其相关因素外文翻译外文翻译Job Satisfaction Indicators and Their CorrelatesMaterial Source:American Behavioral scientistAuthor: Stanley E. SeashoreConceptions of job satisfaction until very recently have been largely psychological and individualistic in orientation. Empirical studies have been confined to local situations or special populations with interpretive purposes reflecting the values of employed individuals or of their managers. However, if job satisfaction measures are to be useful in monitoring the quality of employment on a societal scale, it will be necessary to enlarge the perspective, to invoke some societal and political values, and to begin to treat job satisfaction in the context of a larger array of associated variablesThe measurement of job satisfaction as a social indicator may have three roles: 1 to represent a valued product of society-a component of the psychological GNP; 2 to provide a monitoring and diagnostic aid for’ early warning of societal dislocations, policy or program failure, and slowly developing societal changes; and 3 to provide a significant component in the theories and models to be used in the formulation of social policy and programs.Opinions differ on how prominent and how effective job satisfaction measures will be in these three roles.The utility of job satisfaction measures rests on the development of multiple measurement methods that are standardized, suitable for wide use, and capable of detecting population differences and population changes. In addition, the utility rests upon these measures having an agreed conceptual and “real world” reference as well as a known matrix of causal and consequential relationships to other significant variables. Both requirements must be met before convincing proof can be advanced as to the practical utility of job satisfaction measures for anticipating, understanding, and influencing future outcomes of present societal conditionsThese themes provide the structure for this paper. In the next section, we give an overview of the state of the art in the measurement of job satisfaction. The section following that provides an approach to organizing, or modeling, the correlates of job satisfaction. The final section suggests some priorities for further research and development.JOB SATISFACTION INDICATORSThis section summarizes considerations that bear upon the choice of approaches and operational methods for measuring job satisfaction. We shall limit the discussion to approaches that rest upon direct inquiry through interview or questionnaire methods to produce data that can be aggregated to provide job satisfaction indicators for variously definedpopulations. We exclude from discussion: 1 indirect approaches that draw inferences about job satisfaction from presumed causal or consequential phenomena; 2 approaches that are primarily individualistic and diagnostic and, therefore, not usually applicable for generating population indicators; and 3 approaches that have utility primarily for empirical and theoretical discovery rather than for population description purposes.We first review the commonly used forms of primary data, then some commonly used derivative job satisfaction indicators. A scheme is presented to guide the evaluation of these several indicators. These are applied to draw implications for preferred future methods.Throughout the paper, except where noted, we will use the term “job satisfaction” inclusively to refer also to dissatisfaction without intended prejudice whether satisfaction and dissatisfaction are best treated as polar opposites or as two conceptually different variables.PRIMARYDATABy primary data we mean the “raw” responses given by individual respondents to verbal questions or comparable stimuli. There appears to be a fixed roster of basic forms of primary data, even though innumerable variations on these are known. Two kinds of primary data are distinguished: facet-free and facet-specific.Facet-free primary data are obtained when the respondent is askedto indicate his global satisfaction with his job and job environment without specifying in advance the facets to be considered or how they are to be combined. In effect, each respondent provides a net response derived from his own set of facets, weighted or otherwise combined in his own unique fashion, with unstated and unique assumptions not only about the context for evaluation, but also about his own “fit” to the job and its environment, and with the environmental “reality” defined by his own perceptions and cognitions. Normative, cognitive, and unconscious elements in the evaluation are invited. The stimulus questions are usually phrased or nonverbally displayed with an intent to impose the fewest possible constraints upon his perceptual, cognitive, and evaluative processes. Several complementary stimuli may be used to diversify the unavoidable constraints.Facet-specific primary data are obtained when the respondent is asked to represent his satisfaction with respect to some specified facet of his job or job environment. Since the facet specification is never exhaustive or definitive, the difference between a facet-free and a facet-specific inquiry is only one of degree. For example, the query “How satisfied are you with your pay?” elicits a net response that includes consideration of unspecified subfacets amount of pay, certainty of pay, rate of increase, adequacy to need, and so forth, unspecified “reality” last week’s pay, pay after deductions, pay confidently expected next year,and the like, and unknown perceptual, cognitive, and evaluative processes. Nevertheless, facet-specific methods allow the inquirer some control over the range of facets to be included in his data, an added degree of comparability among different respondents, and closer and more confident linkage between the response obtained and the “reality” of the job environment or of the person under investigation. Facet-specific queries, thus, vary in their specificity. In addition, they take the following forms:a direct report of degree of satisfaction with facet satisfaction;b amount or degree of facet provided by job is now;c amount or degree of facet respondent would like to have would like;d amount or degree of facet respondent should be provided should be;e importance of facet to respondent importance.The forms of response exist in great variety, including simple check-list or “yes-no” responses, rank ordering, scalar responses e.g., Likert scales, “faces,” and the like, and the more complex forms such as “self-anchor ing” scales. While these alternatives invite useful discussion about their relative reliability, efficiency, simplicity, item utility, and conceptual assumptions, such issues will not be raised here. Each alternative provides primary data permitting aggregation forpopulation comparison or social indicator purposes.DERIVED DATAIn the case of primary data that represent the direct or implied expression of job satisfaction, social indicators may be derived by a simple aggregation of primary data for individuals and then an aggregation of individual data for the population. This is often done, for example, with respect to multi-item, facet-free primary data, and with primary data of types a and b above. However, more complex forms of derivative indexes are commonly preferred for various reasons. Procedures for deriving indexes from primary data include: 1 differential weighting of items; 2 clustering of items into factors or dimensions on conceptual or empirical grounds; 3 converting primary data to derived discrepancy scores on theoretical, conceptual, or empirical grounds before aggregation; 4 retaining individual facet item data for differential uses in interpretation or analysis; 5 removing some uncontrolled response variance before aggregation ; and 6 adjusting primary data for known or presumed bias before aggregation. Any of these procedures may be employed singly or in combination with others. The last three procedures are relatively trivial or at least noncontroversial at the present time; the first three are topics of current inquiry and dispute.CORRELATES OF JOB SATISFACTIONThis section reviews what is known and what should become knownwith respect to the correlates of job satisfaction. The range of known correlatives is displayed in a way that will aid the assessment of the potential role of job satisfaction as one indicator, among others, of the quality of employment. Some examples of reported empirical correlations will be given for illustrative purposes, but we do not attempt to review and catalog all published reports bearing on the matter, nor to provide evaluation of the various empirical generalizations that have been advanced. We shall ignore for the present the diversity of concept and measurement of job satisfaction treated in the preceding section.SOCIAL INDICATORS AND INTERPRETATIVE MODELSThe meaning of any social indicator is found in its assigned role in some conception of how the society “works.” Thus, a measured change in some indicator-infant mortality rate, for example-is uninterpretable apart from some known or assumed dynamic structure of sequential changes that relates the observed change to causes, consequences, and moderating conceptual factors. Ideally, one should have an empirically validated theory, broad in scope, embracing multiple causes and consequences, capable of accommodating additional variables i.e., an open system, and one that treats changes over time i.e., a dynamic theory. Such an interpretive model would permit the evaluation of a change in some social indicator in several useful ways, most importantly in estimating future implications of the observed change and in identifying possible societalactions to forestall or counteract undesirable consequences.With respect to job satisfaction, there does not exist any such comprehensive theoretical model. However, there are micromodels treating limited segments of such a more comprehensive model, and there are known empirical correlations that help to identify classes of variables that must be taken into account and which can guide future work into profitable directions.One example of such a micro-model specifies that more challenging jobs i.e., those with more autonomy, allowing greater use of valued skills, and so on are associated with higher job satisfaction. In a dynamic form with causal specification, it is asserted that “enrichment” with respect to the degree of challenge leads to an increase in job satisfaction. There is ample correlational and experimental evidence that such an association can exist and can be quite strong Lawler, 1969; W. E. Upjohn Institute for Employment Research, 1973: 188-201; but rather little is known about the contextual conditions within which the association holds Hulin and Blood, 1968 and about variables that moderate the strength of the association. The generalization stands as a valid and useful one even though parts of the relevant correlational matrix remain unexplored.Other available micro-models treat job satisfaction in a causal rather than a consequential role. An example is the formulation that occupations that are relatively high in extrinsic job satisfaction willinduce relatively high rates of premature death from chronic heart diseases, while occupations relatively high in intrinsic job satisfaction will induce lower death rates. This proposition has been supported in only two correlational tests but with impressively large correlation coefficients House,1972. Two points are illustrated by this example: 1 job satisfaction cannot in all circumstances be treated as a unidimensional construct; and 2 relationships that are trivial and unreliable at the individual level may be highly significant and interpretable when aggregated in this case, aggregated to the occupational level.MACRO-ENVIRONMENTAL FACTORSAlthough relatively little programmatic inquiry has been made into the role of economic, political, cultural, and similar broad factors as they affect job satisfaction, evidence suggests that this class of variables is indeed relevant to job satisfaction. For example,Hulin and Blood 1968 and also Kendall 1963 found that characteristics of the communities in which workers reside need to be taken into account to understand job satisfaction. Form 1973, comparing auto assembly plant workers in four countries, shows that there are differences in work-related values, motives, and satisfactions associated with degree of industrialization, while other relational regularities appear to be impervious to culture and context. There are speculations, but no adequateevidence, that fluctuations in unemployment rate and general public optimism about future economic conditions impact on job satisfaction.OCCUPATIONAL CHARACTERISTICSThat job satisfaction is related to general characteristics of occupations not to be confused with properties of jobs and the occupational structure has been consistently demonstrated from the earliest comparative study of Hoppock 1935 to the more recent studies such as those of Quinn et al. 1973. Numerous studies show significant relationships between job satisfaction and such properties of occupations as status, prestige, power, and control, among others. However, because of defects in study design, not much is known about the degree to which the various occupational characteristics contribute independently to job satisfaction.ORGANIZATIONAL ENVIRONMENTThis domain of causal variables is extensively represented in the theoretical and empirical literature. Variables which have shown evidence as significant organizational antecedents to job satisfaction include structural variables such as size and “shape” e.g., Carzo and Yanouzas, 1969, complexity, centralization, and formalization e.g., George and Bishop, 1971; process variables such as prevailing decision-making and conflict management styles, team collaboration and role conflict; and such encompassing variables as “organizational climate”Litwin andStringer, 1968.THE JOB AND JOB ENVIRONMENTBy far the major part of the job satisfaction research has been concerned with the proposition th at an individual’s job satisfaction is in substantial part a direct product of the objective characteristics of his job and its immediately relevant environment. Many hundreds of reports assert or imply such a proposition and present empirical data bearing upon it. These data are diverse in quality and scope and offer a somewhat bewildering array of correlations and choice of job characteristics for treatment, but they without doubt confirm the general proposition. Smith et al. 1969 report that in a number of replications in different settings, the amount of pay associated with a job correlates positively with degree of job satisfaction. No one is surprised at this, although some are surprised at the rather low magnitude of the correlations-perhaps about .20 for the employed population as a whole.译文工作满意度指标及其相关因素资料来源: 美国行为科学家作者:斯坦利?西肖尔,托马斯?D?泰伯工作满意度概念直到最近一直在方向主要是心理上和个人主义。
制造业企业员工满意度、工作状态与工作绩效的关系研究
制造业企业员工满意度、工作状态与工作绩效的关系研究摘要：随着近些年我国社会的不断发展，制造业企业的相关工作也逐渐受到社会各界的广泛关注，如何处理制造业企业员工满意度，工作状态与工作绩效之间的关系，也成为了相关领域工作人员最值得思考与关注的问题。
只有明确三者之间存在的关系才能够为制造业企业人力资源管理工作提供对应的积极便利条件。
为制造业企业的长效健康发展奠定基础基础，基于此，本文就制造业企业员工满意度，工作状态与工作绩效的关系展开分析，以期能够为我国相关研究提供积极性参考建议。
关键词：制造业企业；员工满意度；工作状态；工作绩效引言：基于当今我国社会不断发展的背景之下，如何处理制造业企业的员工满意度，工作状态与工作绩效之间的关系也成为了社会各界广泛关注的话题。
但是并没有取得较为完善的答案根据相关研究报告调查结果显示，员工满意度在一定程度上指的就是员工对于自身职位的工作态度与满意程度，只有提升员工对于自身岗位的满意度，才能够为整个企业的生产效率提供源源不断的基础保障。
进而为企业综合能力的提升与经济水平的可持续化发展奠定坚实基础。
一、工作满意度与工作状态的界定员工工作满意度与工作状态在一定程度上指的就是制造业企业职工在实际的工作过程中对于自身工作岗位秉承的工作原则，属于对自身工作情绪的直接反应。
通过对于员工工作满意度与工作状态的观察，就能够有效的发掘制造业企业员工内部的情绪。
如果制造业企业员工的工作满意度较好，那么其在实际的工作过程中就会秉承积极认真的工作态度。
如果制造业企业员工的工作满意度较差，那么在实际的工作过程中就会表现出消极敷衍的态度。
对此，相关制造业企业工作人员就可对内部员工的工作状态进行分析，通过员工工作状态的观察，判断其对于自身工作岗位的满意程度。
根据员工的满意程度制定相应的战略规划。
进而对制造企业内部员工的各项不满意指标进行针对性调整。
这样也是现阶段促进我国制造业企业长效健康发展的最佳途径，需要相关领域工作人员的高度关注[1]。
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外文翻译原文Employee satisfaction and job climate: an empirical study of japanese mankufacturingemployeesMaterial Source：journal of business and psychology Volume 3,No 3,Spring 1989Author：Furukawa KoichiAbstract:This study identified supportive supervision, co-worker social support, and job awareness as three factors that affect job satisfaction of employees from two mid- sized Japanese manufacturing companies. In addition to the significant main effects of supportive supervision and co-worker social support, a significant interaction effect between supportive supervision and job awareness was obtained. This interaction suggests that supportive supervision is very important in increasing job satisfaction when workers have low levels of job awareness.Introduction：Many studies related to human behavior at work in the industrial environment can be seen in the history of organizational psychology. Keeping employees satisfied in order to retain their services for a longer time has become a major topic of interest among the researchers of thefield. While satisfaction itself is defined according to various facets, its determinants also have varied correspondingly.Stogdill (1972a) suggested that a highly cohesive work group was associated with acceptance of task-related roles and the orientation and direction of group members toward task accomplishment. His results indicated the possibility of achieving a higher organizational performance with the existence of a cohesive work group. A high social support between and among the members of the group would significantly contribute to make such a cohesive work group. Stogditt (1974b) suggested that the person-oriented pattern of leadership which results from the social support of supervisors tends to enhance employee satisfactionwith supervision. In another study, satisfaction with supervision had been analyzed in the terms of leadership style, subordinate personalityand task type (Moffitt, W. et al., 1976). However, no attemptwas done in the study to associate social support with employee satisfaction.Rocco and Jones (1978) suggested that leader and co-worker support would result in greater job satisfaction, higher self esteem, and a greater tendency to remain in the organization. His conclusions were made on the basis of a correlation analysis which provides a way to extend his research in a different way as suggested in this study.Although many studies have tried to associate supervisor and coworker social support with negative outcomes, there are fewer studies attempting to incorporate satisfaction. In the present study, the authors have identified the employee's job awareness, which represents its pleasantness and acceptance, as a variable moderating the influence pattern of social support of supervisor (in the form of supportive supervision) and co-worker social support on employee satisfaction with the "job climate."Another purpose of carrying out this study is to understand the actual behavioral pattern of manufacturing employees in Japan, due to the lack of such studies available to English speaking scholars.Research problem：The mid-sized manufacturing workshops of Japan are focused in the present study. Work procedures, methods, and time required to completejobs etc., are ordinarily specified in advance to the workers of a production line. Hence, whenthey are assigned to perform certain mass production jobs, they become mechanized under the repetition of the same job. A successful continuation of such jobs may not be possible unless these workers are stimulated and kept satisfied by some means. Three major elements which are directly related to job climate can be seen here. When a worker is involved with some predetermined activities for accomplishing a given target or a goal in such a workshop, the worker has to interact with the surrounding people. People in such a surrounding can be categorized into two groups, co-workers and supervisors, who compose the primary group from the view point of a workshop employee.The "valence (job satisfaction) model" of the Expectancy Theory (Vroom, 1964; Galbraith and Cummings, 1967) suggests an individual's perference, neutral attitude, or dislike for particular outcomes can be described as a function of the instrumentality of these outcomes in achieving other outcomes, and the valence of these other outcomes. Accordingly, this model proposes that the valence of a fair performance to an individual is decided by the instrumentality of such a performance, e.g., to earn money, to gain status, and to enhance possibilities of promotion, supportive sup-ervision supervision and an accepting work-group witha high social support as well as by the valences in his eyes of money。