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

原文

Employee satisfaction and job climate: an empirical study of japanese mankufacturing

employees

Material Source：journal of business and psychology Volume 3,No 3,Spring 1989

Author：Furukawa Koichi

Abstract:

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-