员工满意度与员工流动率外文文献翻译
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。
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。
工作满意度英文作文
工作满意度英文作文English: Job satisfaction is crucial for both employees and employers as it directly affects productivity, motivation, and overall well-being in the workplace. When individuals are content with their jobs, they are more likely to be engaged, proactive, and committed to their tasks, which in turn leads to higher performance levels. This positive attitude can also contribute to a harmonious work environment, improved teamwork, and ultimately better business outcomes. On the other hand, low job satisfaction can result in absenteeism, high turnover rates, and decreased job performance. To enhance job satisfaction, employers should listen to their employees' feedback, provide opportunities for growth and development, recognize achievements, and create a positive work culture. By prioritizing job satisfaction, organizations can foster a loyal and productive workforce that is essential for long-term success.中文翻译: 工作满意度对于员工和雇主都至关重要，因为它直接影响到工作效率、动力和整体工作环境。
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。
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。
义乌市中心医院员工满意度及其影响因素外文翻译
外文翻译原文1The relationship between nursing leadership and nurses' jobsatisfaction in Canadian oncology work environments Many changes have taken place in the Canadian nursing workforce since the health care reforms of the 1990s.Priest (2006) noted that nurses feelmore overworked and undervalued and reported that limitations placed on their scope of practice by employers often make it difficult for nurses to practice to the full extent of their abilities.However, in the midst of these difficult circumstances,a growing number of factors associated with job satisfaction and improved patient outcomes have also been identified. These factors include good relationships between nurses and physicians, strong leadership, professional development, and work-life balance (Canadian Health Services Research Foundation 2001). In a study of nurses job satisfaction, Larrabee et al. (2003) found that job dissatisfaction was the major predictor of nurses intent to leave. The major predictor of job satisfaction was psychological empowerment, which was in turn predicted by hardiness, transformational leadership style, nurse/physician collaboration, and group cohesion. Reporting on an Australian study of oncology nurses, Barrett and Yates (2002) found that although nurses reported high levels of personal satisfaction and personal accomplishment, nearly 40% of RNs were dealing with workloads they perceived as excessive, and 48% were dissatisfie d with pay and professional support. Over 70% reported moderate to high levels of emotional exhaustion, and over 48%would not commit to remaining in the specialty for another year. Understanding and examining the factors that influence job satisfaction of oncology nurses is also important as Aiken et al.s (2002, 2003) work has shown that declining job satisfaction can be an important signal or proxy for quality care issues and poor patient outcomes,including increased patient mortality.The identification of stresses associated with nursing worklife and factors associated with job satisfaction were the focus of a previous study of Canadian oncology nurses by our group (Bakker et al. 2006b).Participants in that study reported profound changes in at least three areas: patient acuity, the organization of health care services, and professional nursing practice.These changes1generated new tensions in the workplace.Nurses were now required to deliver more complex care to sicker patients, despite the fact that fewer nurses were available. Some workplaces addressed this concern by giving nurses increased responsibility and autonomy,but failed to provide the additional support required tomanage the increases in workload and complexity. The changes above required nurses to find ways to balanceout their daily work. One nurse noted:Theres two things that go on in a clinic area. You ha ve got the pressure… the personal pressure of trying to get the clinic going and patients being seen in a timely fashion and there is the pressure of the individu al needs of the patients. So it’s trying to balance that off. You’re still trying to deliver the same type of car e and you can’t possibly do it.So you have to sort of balance out what you can give. (Bakker et al. 2006b, p. 84)Unique opportunities where study participants felt like they had made a difference in the lives of patients and their families (e.g. formation of long-term relationships with patients who had a life-threatening illness) were important in helping nurses balance out their daily work.The ability to balance out made it possible for participants to continue to obtain satisfaction from their work, despite the changes they reported. Many work environment factors, such as workload, organizational climate, productivity or values, can also affect job satisfaction (Ivancevich et al. 2005, pp. 86–88, pp.177–178). The model tested in this study was designed to help us explore the ways in which these factors and others drawn from the work environment promote job satisfaction, and thus provide additional opportunities to balance out job-related stresses.Author: Greta CummingsNationality: CanadaOriginate from: Journal of Nursing Management, 2008, 16, 508–518译文1加拿大的肿瘤科的护理领导和护士的工作满意度之间的关系自从1990年的医疗保健改革以来，加拿大护理人员的数量发生了很大的改变。
员工满意度与员工流动率外文文献翻译
文献出处：Gruman M. Study on the relationship between the employee satisfaction and employee turnover [J]. Human Resource Management Review, 2015, 8(5): 75-86. 原文Study on the relationship between the employee satisfaction and employeeturnoverGruman MAbstractOn employee satisfaction and turnover, this issue from a general point of view, should be lower employee satisfaction, the higher turnover. But in reality there are a variety of situations; "turnover low employee satisfaction" and "high employee satisfaction high turnover" phenomena also exist at the same time. Through investigation we found that the influencing factors of employee turnover in staff satisfaction are one of the important factors, but as a direct result of employees to choose the flow of the most important factor instead of employee satisfaction "the expectation and pursuit of life value" and "economic pressure", it explained the phenomenon from the hand. In addition, due to the dissatisfaction of employees is a kind of subjective psychological feeling, as long as in the many factors that affect the anger of the one on the other hand, in the process of employee satisfaction surveys of the answer may be, but this does not directly lead to employee’s discontent to leave even the turnover intention. Because in many factors, there is always one of the factors to attract employees, encourage employees willing to stay in business. And to make employees tend to leave and eventually create the behavior of the departure is not simply one of the factors affecting employee satisfaction can achieve, to a certain "depth" and "breadth", here is deep refers to the degree of dissatisfaction, breadth refers to how much discontent, only both reached a certain limit, employees will only be by discontent and eventually generate turnover intention and behavior, therefore also by the employees to leave is need a process.Keywords: employee satisfaction; Employee turnover; impact1 IntroductionOn the question of employee turnover also should be positive and negative twoaspects were analyzed. We tend to think of staff turnover to the enterprise caused many negative effects, such as: businesses can't normal operation, thereby causing loss to the artificial cost, affect employee morale and so on. But we should also see turnover of enterprise positive effects: first, moderate erosion is advantageous to the enterprise to new hires, fresh blood, new employees bring new ideas, new methods, new ideas, make the enterprise more energetic; Second, make the enterprise avoid doldrums over stable, lifeless stagnation; Third, to update the enterprise human resources quantity and quality. So, modest turnover is not only beneficial to the development of the enterprise, more conducive to the realization of individual value. Of course, excessive turnover is harmful to the enterprise. At present, it is difficult to use a unified standard to measure the reasonable range of employee turnover, because each enterprise's operating conditions, corporate culture and management mode is different, the simplest way is to use the method of statistics, to classify the staff turnover at the same time the calendar year, find out its regularity, determine a reasonable turnover as the range of enterprise human resources management of the police line. When reached the edge of the police line, take timely preventive measures, therefore, the management of employee turnover is a dynamic process.2 Theoretical overview2.1 The definition of employee satisfactionComprehensive definition, the definition will be the employee's job satisfaction as a general explanation, think that the concept of employee satisfaction is a single, is on the work itself and working environment factors of employees feel a kind of attitude, that is, for all its employees overall reaction. This definition method of characteristics is that job satisfaction is regarded as a single concept, is not involved in all aspects of the job satisfaction, causes and process of formation, its focus on employees for the work itself and relevant environment, a kind of attitude or opinion, emotional reaction to its entire role. With the definition of research scholars have Lake, he thinks that job satisfaction is from the evaluation of individual employees to achieve or help achieve work value and bring pleasant emotional state.Expect type definition. Think such a definition, the degree of employeesatisfaction is expected in the specific work environment should obtain the gap value and actual value, believe that employee job satisfaction is relative to the individual life satisfaction and overall satisfaction, especially the individual as a professional person's satisfaction, is the comparison of the employee compensation, working environment and so on combination of expectations and the actual compensation, working environment, etc, after the combination, it is concluded that the evaluation of job satisfaction. With the definition of research scholars have American psychologist Vroom, he thought the employee job satisfaction depends on the expectations of individual expectations and the actual match degree, expect failed to achieve the satisfaction, is produced only in the work actually expect greater than his expectations, will generate job satisfaction.2.2 Related theoryRepresented by hack man and Laura (Ulcer) job characteristics theory. The basic meaning of job characteristics model is: the employee's job satisfaction is by stimulating employees three psychological state, i.e., the work significance, responsibility and degree of understanding of the work results. Adams equity theory. The core of the theory is that all employees are not satisfied with and satisfaction comes from almost all their fairness perceptions after "comparison”. Psychologists Matson create hierarchy of needs theory. The theory is that the need of human diversity, level, to improve the employee’s job satisfaction, it is necessary to understand their needs, and tries to meet their needs. Only under the premise that meet the needs of employees, to make them get higher job satisfaction.2.3 Employee satisfaction research contentThe research content of job satisfaction in general can be divided into three categories: on the influence factors of job satisfaction and adjustment of the variable research. The study of the results of job satisfaction variables; The evaluation study of job satisfaction. More at present, the research is the study of factors affecting employees' job satisfaction. Organizational psychologist Hertzberg two-factor theory proposed by according to oneself; think that the influencing factors of job satisfaction are divided into: physical environmental factors, social factors and individualpsychological factors. Physical environment factors including workplace conditions, environment and facilities, etc.Social factor refers to the staff's attitude toward work unit management, as well as the degree of identity, belonging to the unit. Individual psychological factors include perceptions of job meaning, attitudes, and supervisor's leadership types and styles, etc.The organizational behavior scholars work cake restaurants did (1986) in the study of job satisfaction has made the detailed discussion, thought the influence factors of job satisfaction include: work autonomy, work pressure, job expectations, self-esteem, personal values and the individual variables such as gender, and so on.3 Staff turnover related research were reviewedEnder, pointed out that employee turnover is refers to people being hired by an organization or leave the organization behavior. Skin, and berg, points out that 'flow including the voluntary and involuntary turnover, including the cause of the involuntary movement is mostly by enterprises laid off or forced to resign, and voluntary flow is from the employee's personal reason. Early in the study of employee turnover factors, the economists are studied, the main investigation such as unemployment, wages affect employee turnover. Subsequently, psychologists, industrial management experts joined the ranks, and starting from the research field of respective analysis of several factors affecting employee turnover, such as opportunities, personal satisfaction, performance, salary satisfaction, etc.After entering the 1980 s, started to pay attention to humanistic management, therefore, research on staff management also more quickly, and then form a separate field of study. In terms of flow affect employee motivation, such as bean still Evan) think, for the employee turnover, should from the internal factors and external incentive comprehensive consideration, and points out that the role of internal factors can affect the flow of the staff; Ham and graves (Ham and Griffith) that is closely related to the turnover factors include gender, age, family burden, the degree of job satisfaction, expectations of work, compensation, performance and promotion, the complexity of the work, business incentives, etc.;Similarly, the top point and the influencing factors of employee turnover including challenging work, work remuneration, training andpromotion opportunities, socioeconomic status, work schedules, job responsibility, autonomy, job security and career development opportunities, etc.4 The employee satisfaction impact on turnoverThere are two main types, namely, two methods of direct and indirect, direct impact on the meaning of the flow is refers to the employees choose employees is the main reason or direct cause of discontent, that is to say, the employees directly caused the active flow of employees. Indirect effect refers to the meaning of the main causes of employee turnover or direct cause is not the employee dissatisfaction, but if we continue to look for deep reason, then in the end, or the most fundamental reason is employee dissatisfaction. This also includes two ways: indirect forced to flow, indirect forced flow mainly refers to employees lead to job enthusiasm for discontent, lower working efficiency, and to the production line workers may produce not concentrate on production, and the staff service attitude in the service industry such as bad, that is to say, employees will discontent to vent to work, which will ultimately affect the enterprise organization efficiency. So that enterprise managers is in the assessment of this part are likely to dismiss employees, even if the flow of employees tends to be low, eventually led to the forced to flow.Indirectly active flow due to the employee's dissatisfaction is a kind of inner psychological reaction, which will make the staff have uncomfortable or suppression, according to the interpretation of the psychology, employees in the case of mental disorders will actively to adjust, just adjust the way different, the ultimate purpose is to achieve cognitive coordination and consistent. Indirect active flow is relative to the case of indirect passive flow, employees will not negatively discontent to vent to the work, but actively looking for other opportunities, such as choose to leave the company, the industry, the city or the region to the other enterprise, industry and development of the city or region, the direct cause of employee turnover in does not directly because of employee dissatisfaction, and possibly to individuals themselves better development. But as long as we explore its causes, or a change of perspective, namely, if the employee satisfaction is high, he might not have to seek the development of other aspects, this time the employee satisfaction is indirect influencethe flow of the staff译文员工满意度与员工流动率关系研究Gruman M摘要在员工满意度与流动率这个问题上，从一般的角度来讲，应是员工满意度越高流动率越低。
工作满意度调查研究外文翻译
附件3外文翻译原文1Job satisfaction and quality of working life: A reassessment The usefulness of job satisfaction measures in assessing job characteristics and in improving quality of working life is problematic. Public opinion polls and organizational surveys have shown high and stable levels of job satisfaction for many years, while signs of employee frustration and alienation have been in-creasing. Closer examination of this paradoxical finding leads to the conclusion that, whatever rigorous job satisfaction surveys are measuring, it is not the information needed to modify jobs and work in order to reduce employee frustration. To overcome flaws in the measurement of satisfaction for this purpose employees themselves need to be more involved in the measurement process. Recent experience with employee participation in action research on quality of working life is noted, and the extension and furtherance of this model is proposed.Job satisfaction as a concept has become an embarrassing ambiguity. For many investigators in the social sciences, an interest in job satisfaction frequently represents an interest in quality of working life and industrial humanism, and suggests a concern with improving the experience of people with jobs and work. Since the 1930s this interest has been concerned with monitoring the factory model of work design which has been diffused from manufacturing into the service and clerical sectors. It must be asserted, however, that much of what has passed for job satisfaction research has failed to study the job or the work itself. Job satisfaction research has historically been used either to support or to attack the status quo, and the trend continues.The embarrassment with respect to job 'satisfaction' measurement is that surveys of American employees continue to show that extremely high percentages of those measured report satisfaction with their jobs, while at the same time the incidence of decreased worker commitment as expressed through increases in absenteeism (especially part-week absenteeism), strikes (for other reasons than wages), employee rejection of negotiated contracts, and sabotage of product and plant, is high and apparently becoming greater. Increasing public attention has been drawn to1these issues of employee alienation. If public concern continues to grow for what is increasingly seen as employees' quiet desperation with work, then the pressures for a reconciliation between these facts and the carefully prepared, rigorous job satisfaction surveys will become inexorable.AIMThe present paper is intended to address this reconciliation not in terms of reducing sampling errors, guarding against response set, or the use of more sophisticated statistical tests of satisfaction data as currently defined and measured, but in terms of aquite different mode of research. In so doing I do not seek to criticize the job satisfaction research per se, but rather to criticize the use of that variable in evaluating and attempting to improve the quality of working life. The particular research model proposed is an action research approach (Lewin, 1946; Davis, 1971) model of 'democratization of job design' (Elden, 1976; Taylor, 1976; Herbst & Getz, 1977)—which indicators of what would improve the quality of working life for employees in given work settings are applied with the involvement and commitment, and in the language, of those concerned. In this model is captured the ability to measure new criteria more relevant to the personal development of the job holder, as recently described by Blackler & Brown (1975).APPROACHThe issue of what the job satisfaction statistics really mean has been previously approached from several points of view. The debate over unitary versus multiple measures of satisfaction with work has long interested investigators, beginning with the intrinsic versus extrinsic factors studied by Kahn & Morse (1951), and finding a forum most recently in Work in America (1973). The present position in that debateurges the use of new, specific measures of various job characteristics, increasingly projective measures using hypothetical cases, or otherwise approaching the respondent more cautiously or with indirect questions because direct questions may be too threatening. This debate, although heated, remains largely unresolved, in spite of rigorous and carefully done studies such as the 'Survey of Working Conditions, 1970' from the University of Michigan's Institute for Social Research (ISR) which undertook to compare the unitary and additive approaches to job satisfaction scales.In this ISR survey, 'JOBSAT '70' (the additive measure) and 'Overall Job Satisfaction' (the unitary measure) were found to be related to each other at surprisingly low levels (Herrick&Quinn, 1971).2Some other of the recent job satisfaction discussions totally avoid either definitional ormeasurement debates in favour of more direct appeals to the underlying social issues. For example, part of the support for industrial humanism has been generated by extrapolating the absolute numbers of American workers presumed reporting dissatisfaction based on the job satisfaction statistics currently available (Rosow, 1974). Using this doughnut vs. hole approach, dissatisfaction is defined as an important social problem because the workers who report displeasure with their work must number in the millions.THE PROBLEMIn spite of these reconceptualizations the supreme authority for the state of American workers still seems to be the percentages from job satisfaction indices. Whether these indices are the crude single item measures taken in Gallup or other national polls, or are the very sophisticated multiple item scales such as those already mentioned, the proportion of workers reporting satisfaction remains inexplicably high. The statistical fact is that, regardless of what degree of measurement sophistication is brought to bear, 80 per cent or more of those Americans surveyed report being satisfied with their jobs. This is true whether the studies use data specific to workers in assembly plants or to national random samples.A Imberman, of the consulting firm of Imberman and DeForest of Chicago, reported a survey of 3800 employees in five factories which revealed that 79-85 percent reported satisfaction with assembly line work (Imberman, 1972). Researchers at the Rutgers University Medical School reported that of 576 UAW members interviewed in 1968, 95 per cent were satisfied with their jobs in an auto plant (Siassi,Crocetti & Spiro, 1974). Although these investigators state that their sample was representative of an insured group of UAW members in a prepaid union health plan in Baltimore, it should be noted that their sample is characterized as white males, averaging 40 years of age, about 13 years' service, and earning $9000 or more annually.These results are consistent with more carefully sampled national surveys reported from time to time. For example, a 1954 national survey of half a million workers by Science Research Associates (SRA) of Chicago reported 81 per cent of those polled were satisfied with their work. More recently the Gallup organization has reported 87 percent satisfied in a 1964 poll, and 77 per cent satisfied in 1973. Very recent survey results, reported by the Survey Research Center at ISR,reveal fully 91 per cent of male workers are satisfied with their jobs. These last results are as high3as those reported in earlier surveys (which are summarized over the period 1958-1973 by Kaplan, 1976).These different studies all clearly suggest that an overwhelming majority of American workers report satisfaction with their work. These results also show little change (only four percentage points) over the 20-year interval between the boom years 1954-1973. It seems that under the range of most normal circumstances job satisfaction (or the absence of dissatisfaction) ranges from a low of about 79 percent to a high of 95 percent. This trend is apparently not exclusively an American phenomenon, as Cherns (1975) points out in a discussion of recent job satisfaction research in the United Kingdom.This pattern receives additional support from the examination of data systematically collected from some 20 000 employees at all levels (non-supervisory to management) in a variety of different organizations. The Center for Research on the Utilization of Scientific Knowledge (CRUSK) at the University of Michigan collected these data between 1966 and 1970 from some 33 offices and plants in 15 US companies(CRUSK, 1970; Taylor & Bowers, 1972). Although they were not systematically sampled, these organizations differed widely on dimensions like management philosophy and economic condition; as well as size, technology, collar colour and the like. Overall, 85 percent of all 20 000 people reported being satisfied (or more specifically not being dissatisfied) with their jobs, while across these organizations the range of this statistic was quite narrow. An insurance office of 200 people topped the list of 33 organizations with 95 per cent not dissatisfied. A paper mill employing 440 people set the low point among the 33 organizations with 76 per cent reporting no dissatisfaction with their jobs. In spite of not being taken from a scientific sample of American organizations, this range of satisfaction reported is not unlike the national surveys already described.At the same time that we find this overwhelming proportion of employees in all of these very different organizations reporting they are not dissatisfied with the work, we find indications that this reliable measure of job satisfaction is not as highly related to absenteeism, within those organizations, as we might expect. In the same studies with grievances and turnover measures (where less data are available), the relationships with job satisfaction are not consistently high or low. If we look at differences among work groups within these organizations the causal relationships between satisfaction and organizational behaviour are not very high (Taylor &4Bowers, 1972, pp.77-79, 89). These findings may be explained on the basis that, regardless of how well we define work satisfaction and how many careful categories we separate and recombine it into, we are still measuring more than perceptions of the work itself. We cannot expect to measure all that is important to workers or to get beyond their internal defences or expectations with precoded questionnaire measures alone.Author: JAMES C. TAYLORNationality: USAOriginate from: Journal of Occupational Psychology, 1977.Vol.505译文1重新评估工作满意度和工作生活质量有效的工作满意度的措施在评估工作特性和提高工作生活质量中是有问题的。
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文献出处：Gruman M. Study on the relationship between the employee satisfaction and employee turnover [J]. Human Resource Management Review, 2015, 8(5): 75-86. 原文Study on the relationship between the employee satisfaction and employeeturnoverGruman MAbstractOn employee satisfaction and turnover, this issue from a general point of view, should be lower employee satisfaction, the higher turnover. But in reality there are a variety of situations; "turnover low employee satisfaction" and "high employee satisfaction high turnover" phenomena also exist at the same time. Through investigation we found that the influencing factors of employee turnover in staff satisfaction are one of the important factors, but as a direct result of employees to choose the flow of the most important factor instead of employee satisfaction "the expectation and pursuit of life value" and "economic pressure", it explained the phenomenon from the hand. In addition, due to the dissatisfaction of employees is a kind of subjective psychological feeling, as long as in the many factors that affect the anger of the one on the other hand, in the process of employee satisfaction surveys of the answer may be, but this does not directly lead to employee’s discontent to leave even the turnover intention. Because in many factors, there is always one of the factors to attract employees, encourage employees willing to stay in business. And to make employees tend to leave and eventually create the behavior of the departure is not simply one of the factors affecting employee satisfaction can achieve, to a certain "depth" and "breadth", here is deep refers to the degree of dissatisfaction, breadth refers to how much discontent, only both reached a certain limit, employees will only be by discontent and eventually generate turnover intention and behavior, therefore also by the employees to leave is need a process.Keywords: employee satisfaction; Employee turnover; impact1 IntroductionOn the question of employee turnover also should be positive and negative twoaspects were analyzed. We tend to think of staff turnover to the enterprise caused many negative effects, such as: businesses can't normal operation, thereby causing loss to the artificial cost, affect employee morale and so on. But we should also see turnover of enterprise positive effects: first, moderate erosion is advantageous to the enterprise to new hires, fresh blood, new employees bring new ideas, new methods, new ideas, make the enterprise more energetic; Second, make the enterprise avoid doldrums over stable, lifeless stagnation; Third, to update the enterprise human resources quantity and quality. So, modest turnover is not only beneficial to the development of the enterprise, more conducive to the realization of individual value. Of course, excessive turnover is harmful to the enterprise. At present, it is difficult to use a unified standard to measure the reasonable range of employee turnover, because each enterprise's operating conditions, corporate culture and management mode is different, the simplest way is to use the method of statistics, to classify the staff turnover at the same time the calendar year, find out its regularity, determine a reasonable turnover as the range of enterprise human resources management of the police line. When reached the edge of the police line, take timely preventive measures, therefore, the management of employee turnover is a dynamic process.2 Theoretical overview2.1 The definition of employee satisfactionComprehensive definition, the definition will be the employee's job satisfaction as a general explanation, think that the concept of employee satisfaction is a single, is on the work itself and working environment factors of employees feel a kind of attitude, that is, for all its employees overall reaction. This definition method of characteristics is that job satisfaction is regarded as a single concept, is not involved in all aspects of the job satisfaction, causes and process of formation, its focus on employees for the work itself and relevant environment, a kind of attitude or opinion, emotional reaction to its entire role. With the definition of research scholars have Lake, he thinks that job satisfaction is from the evaluation of individual employees to achieve or help achieve work value and bring pleasant emotional state.Expect type definition. Think such a definition, the degree of employeesatisfaction is expected in the specific work environment should obtain the gap value and actual value, believe that employee job satisfaction is relative to the individual life satisfaction and overall satisfaction, especially the individual as a professional person's satisfaction, is the comparison of the employee compensation, working environment and so on combination of expectations and the actual compensation, working environment, etc, after the combination, it is concluded that the evaluation of job satisfaction. With the definition of research scholars have American psychologist Vroom, he thought the employee job satisfaction depends on the expectations of individual expectations and the actual match degree, expect failed to achieve the satisfaction, is produced only in the work actually expect greater than his expectations, will generate job satisfaction.2.2 Related theoryRepresented by hack man and Laura (Ulcer) job characteristics theory. The basic meaning of job characteristics model is: the employee's job satisfaction is by stimulating employees three psychological state, i.e., the work significance, responsibility and degree of understanding of the work results. Adams equity theory. The core of the theory is that all employees are not satisfied with and satisfaction comes from almost all their fairness perceptions after "comparison”. Psychologists Matson create hierarchy of needs theory. The theory is that the need of human diversity, level, to improve the employee’s job satisfaction, it is necessary to understand their needs, and tries to meet their needs. Only under the premise that meet the needs of employees, to make them get higher job satisfaction.2.3 Employee satisfaction research contentThe research content of job satisfaction in general can be divided into three categories: on the influence factors of job satisfaction and adjustment of the variable research. The study of the results of job satisfaction variables; The evaluation study of job satisfaction. More at present, the research is the study of factors affecting employees' job satisfaction. Organizational psychologist Hertzberg two-factor theory proposed by according to oneself; think that the influencing factors of job satisfaction are divided into: physical environmental factors, social factors and individualpsychological factors. Physical environment factors including workplace conditions, environment and facilities, etc.Social factor refers to the staff's attitude toward work unit management, as well as the degree of identity, belonging to the unit. Individual psychological factors include perceptions of job meaning, attitudes, and supervisor's leadership types and styles, etc.The organizational behavior scholars work cake restaurants did (1986) in the study of job satisfaction has made the detailed discussion, thought the influence factors of job satisfaction include: work autonomy, work pressure, job expectations, self-esteem, personal values and the individual variables such as gender, and so on.3 Staff turnover related research were reviewedEnder, pointed out that employee turnover is refers to people being hired by an organization or leave the organization behavior. Skin, and berg, points out that 'flow including the voluntary and involuntary turnover, including the cause of the involuntary movement is mostly by enterprises laid off or forced to resign, and voluntary flow is from the employee's personal reason. Early in the study of employee turnover factors, the economists are studied, the main investigation such as unemployment, wages affect employee turnover. Subsequently, psychologists, industrial management experts joined the ranks, and starting from the research field of respective analysis of several factors affecting employee turnover, such as opportunities, personal satisfaction, performance, salary satisfaction, etc.After entering the 1980 s, started to pay attention to humanistic management, therefore, research on staff management also more quickly, and then form a separate field of study. In terms of flow affect employee motivation, such as bean still Evan) think, for the employee turnover, should from the internal factors and external incentive comprehensive consideration, and points out that the role of internal factors can affect the flow of the staff; Ham and graves (Ham and Griffith) that is closely related to the turnover factors include gender, age, family burden, the degree of job satisfaction, expectations of work, compensation, performance and promotion, the complexity of the work, business incentives, etc.;Similarly, the top point and the influencing factors of employee turnover including challenging work, work remuneration, training andpromotion opportunities, socioeconomic status, work schedules, job responsibility, autonomy, job security and career development opportunities, etc.4 The employee satisfaction impact on turnoverThere are two main types, namely, two methods of direct and indirect, direct impact on the meaning of the flow is refers to the employees choose employees is the main reason or direct cause of discontent, that is to say, the employees directly caused the active flow of employees. Indirect effect refers to the meaning of the main causes of employee turnover or direct cause is not the employee dissatisfaction, but if we continue to look for deep reason, then in the end, or the most fundamental reason is employee dissatisfaction. This also includes two ways: indirect forced to flow, indirect forced flow mainly refers to employees lead to job enthusiasm for discontent, lower working efficiency, and to the production line workers may produce not concentrate on production, and the staff service attitude in the service industry such as bad, that is to say, employees will discontent to vent to work, which will ultimately affect the enterprise organization efficiency. So that enterprise managers is in the assessment of this part are likely to dismiss employees, even if the flow of employees tends to be low, eventually led to the forced to flow.Indirectly active flow due to the employee's dissatisfaction is a kind of inner psychological reaction, which will make the staff have uncomfortable or suppression, according to the interpretation of the psychology, employees in the case of mental disorders will actively to adjust, just adjust the way different, the ultimate purpose is to achieve cognitive coordination and consistent. Indirect active flow is relative to the case of indirect passive flow, employees will not negatively discontent to vent to the work, but actively looking for other opportunities, such as choose to leave the company, the industry, the city or the region to the other enterprise, industry and development of the city or region, the direct cause of employee turnover in does not directly because of employee dissatisfaction, and possibly to individuals themselves better development. But as long as we explore its causes, or a change of perspective, namely, if the employee satisfaction is high, he might not have to seek the development of other aspects, this time the employee satisfaction is indirect influencethe flow of the staff译文员工满意度与员工流动率关系研究Gruman M摘要在员工满意度与流动率这个问题上，从一般的角度来讲，应是员工满意度越高流动率越低。