员工工作满意度与离职倾向关系研究外文翻译

A企业员工工作满意度与离职倾向的关系研究外文翻译 (2)

外文翻译原文1Turnover intentions．．．．．．Turnover intention is a conscious and deliberate wilfulness to leave an organization (Tett and Meyer, 1993). It can be described as a psychological response to speciﬁc organizational conditions which fall along a continuum of organizational withdrawal behaviours ranging from daydreaming to the physical act of turnover (Kraut, 1975).Employee turnover intentions, absenteeism and actual turnover have received substantial theoretical and empirical consideration (Chiu et al., 2005; Mowday et al.,1982; Porter and Steers, 1973). This dysfunctional behaviour negatively impacts organizational performance (Mobley, 1982). Moreover, the potential cost of staff turnover in service industries is recognized to be high, and includes knowledge lost within the organisation, the training required for new employees, loss of established connections with customers, and ultimately, lowered service quality and customer satisfaction ( Joiner et al., 2004). In particular, there has been a rapid development in the hotel industry in Macau since the gaming license has been liberated in 2000. Retaining qualiﬁed frontline employees has been a great challenge in the Macau gaming industry(it is the largest gaming centre in the world), tourist numbers are increasing at a faster rate then the local population. Consequently, career development in tourism industry is more important than in other industries. That is, retaining qualiﬁed service employees is one of the main HR issues for many hotels in Macau and explains why so many managers were willing to be involved in this study.．．．．．．Furthermore, deciding to leave one’s job is not normally impulsive but is a decision that one has been contemplating/intending for some time prior to taking action(Barak et al., 2001). Therefore, turnover intention is considered to have an immediate causal effect on turnover and is believed to be the best predictor of actual turnover by many researchers (Lee and Bruvold, 2003; Barak et al., 2001; Kiyak et al., 1997; Homand Gr iffeth, 1991). Presumably, satisﬁed andcommitted employees are likely to dedicate more of their time, energy and talents as a way to demonstrate their reciprocity and to maintain a close tie to their organisation and are less likely to leave their organizations (Boshoff and Mels, 1995; Siu, 2002). Hence, should empowerment lead to positive job attitudes, it would in turn decrease employee turnover intention. Thus, we hypothesize: Job attitudes positively mediate the negative relationship between empowerment and turnover intention in Chinese service organisations.．．．．．．Turnover intention. The respondents’ turnover intention was measured using a four-item scale (1 – strongly disagree; 5 – strongly agree ；developed by Seashore et al.1982). A sample item is “For me, this company is the best of all possible organizations to work for”. The ﬁve-year time horizon in one item was approved by the managers involved. The alpha coefﬁcient was an acceptable 0.79, as depicted in Table I.To conclude, some of the Cronbach’s alpha values among the scales adopted were only acceptable. The results of relatively low alpha coefﬁcients could be due to the fact that all scales were adopted from past studies, which were developed in the West.In conclusion, this research found how Chinese employees accept empowering management practices to demonstrate stronger job satisfaction and organizational commitment, and so help empowerment to lead to lower turnover intention.．．．．．．Author：Sut I Wong Humborstad；Chad PerryNationality： Oslo, Norway；Adelaide, AustraliaOriginate from ：Chinese Management Studies Vol. 5 No. 3, 2011 pp. 325-344译文1离职倾向．．．．．．离职倾向是一个自觉的故意的离开一个组织的意识(Tett and Meyer, 1993). 它可以被描述为一个特定的心理反应，组织条件从白日梦变化到离职的物理行为的一个连续下落的组织退出行为(Kraut, 1975) 员工离职倾向，缺勤，实际的离职收到了大量理论，经验的考虑(Chiu et al., 2005; Mowday et al.,1982; Porter and Steers, 1973). 这个不良的行为消极的影响组织的绩效(Mobley, 1982). 而且，人员换职率的潜在成本在服务行业被承认是极大，包括丢失在组织中的知识,需要培训新员工,损失已建立的与客户的联系,最终,降低服务品质与顾客满意度( Joiner et al., 2004). 特别是，那里已经是一个快速发展的酒店业在澳门自从赌博许可证在2000年解放。

员工满意度与员工流动模式外文文献翻译

员工满意度与员工流动模式外文文献翻译
概述
这篇外文文献讨论了员工满意度与员工流动模式之间的关系及
影响因素。

研究发现，员工的满意度会对其流动模式产生影响，并
进一步影响组织的运作和绩效。

员工满意度对员工流动模式的影响
研究表明，员工对工作的满意度与其流动模式有密切的关联。

高度满意的员工更有可能选择留在当前组织，而不满意的员工更倾
向于离职。

满意度的因素包括工资待遇、工作环境、职业发展机会等。

员工流动模式影响因素
员工流动模式的影响因素多种多样，包括个人因素和组织因素。

个人因素如个人价值观、个人发展需求等会影响员工的流动模式选择。

而组织因素如领导风格、组织文化等也会对员工的流动模式产
生影响。

员工满意度与组织绩效的关系
员工满意度与组织绩效之间存在密切的关联。

研究表明，员工满意度高的组织通常表现出更高的绩效。

这是因为满意度高的员工更有积极性和创造力，能更好地为组织做出贡献。

结论
员工满意度对员工流动模式和组织绩效具有重要影响。

组织应注重提高员工满意度，并通过营造积极的工作环境和提供发展机会等方式来吸引和留住优秀员工，从而提升组织绩效和竞争力。

参考文献：
- Reference 1
- Reference 2
- Reference 3
- Reference 4。

工作满意度调查英文作文

工作满意度调查英文作文英文回答：Job Satisfaction Survey.Job satisfaction is a crucial aspect of any organization as it directly impacts employee motivation, productivity, and overall well-being. To understand the level of satisfaction among our employees, we conducted a comprehensive job satisfaction survey.Methodology.The survey was distributed via an online platform to all employees, ensuring anonymity and confidentiality. It consisted of a combination of closed-ended questions with Likert-scale responses and open-ended questions to gather qualitative feedback.Results.Quantitative Findings:The overall response rate was 78%. The majority of employees (75%) reported feeling satisfied or verysatisfied with their job. Specific areas of satisfaction included:Job responsibilities (82%)。

Work-life balance (80%)。

Compensation and benefits (77%)。

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。

工作满意度调查英文作文

工作满意度调查英文作文Title: Unleashing Employee Satisfaction: AnUnstructured Perspective。

1. Embracing the Vibrancy of the Workplace。

Imagine a workplace where the air hums with a unique blend of passion and contentment. This isn't a structured survey, it's a snapshot of the vibrant energy that fuelsour daily grind. Our employees, the heart and soul of our organization, are the ones painting the picture of job satisfaction.2. The Art of Unpredictable Happiness。

Job satisfaction, like a kaleidoscope, is a reflectionof individual experiences. It's not about ticking boxes,but about the unexpected moments that make work meaningful. Some might find it in a challenging project, others in a supportive team, and still, some in the freedom to innovate.3. The Dance of Job Satisfaction。

In this dance, every employee moves to their own rhythm. Some might groove to the rhythm of recognition, whileothers find their beat in continuous learning. It's not about a single factor, but a harmonious blend of personal and professional growth.4. The Role of Company Culture。

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。

员工离职意向和自愿离职的过程对工作绩效的影响[文献翻译]

本科毕业论文（设计）外文翻译外文题目The impact of job performance on employee turnover intentions and the voluntary turnover process外文出处Darnold.Personnel Review V ol. 38 No.2，2009p. 142-158外文作者Ryan D. Zimmerman，Todd C原文：The impact of job performance on employee turnover intentions and the voluntary turnover processRyan D. Zimmerman，Todd CIntentions to quitUntil the mid to late 1970s, most attitude-based turnover models posited direct links between employee attitudes, such as job satisfaction, and the act of quitting (Brayfield and Crockett, 1955; Vroom, 1964). However, organizational researchers typically found only modest relationships between these attitudinal variables and voluntary turnover. In his 1976 review of the nature and consequences of job satisfaction, Locke (1976) noted that correlations between job satisfaction and voluntary turnover were often found to be moderate at best. In contrast, in reviewing the turnover and absenteeism literature, Porter and Steers (1973) suggested that a greater emphasis should be placed on understanding the turnover decision process. Specifically, they suggested that“intent to leave” is a likely mediator to the attitude-behavior relationship and represents the last step prior to quitting. In 1975, Fishbein and Ajzen provided a theoretical basis for focusing on behavioral intentions. Their theory of attitudes postulates that “the best single predictor on an individual’s behavior wil l be a measure of his intention to perform that behavior” (Fishbein and Ajzen, 1975, p. 369). Finally,Mobley (1977) hypothesized a model of the intermediate linkages between job satisfaction and voluntary turnover, which outlined several cognitive decisions made by an employee between experiencing job dissatisfaction and leaving the organization. These steps include thinking of quitting, evaluation of the expected utility of searching for a new job and the cost of quitting, intention to search, searching for alternatives, evaluation of alternatives, comparison of alternatives with the current job, and intent to quit.One important question that Mobley’s 1977 model raised was whether all of the decisions made in the model had substantive validity. Several primary studies conducted to test Mobley’s model found that many of the model linkages were not significant, had small effects, or had signs that opposed the predicted relationship (e.g.Hom et al., 1984; Miller et al., 1979). Utilizing meta-analytic results in their test of a structural model of turnover, Hom et al. (1992) found that within a model that included thoughts of quitting, search intention, and intent to quit as mediators in the job satisfaction-voluntary turnover relationship, only intent to quit fully mediated the satisfaction-turnover relationship. Further, in their meta-analytic path analysis, Tett and Meyer (1993) determined that the best fitting turnover model had turnover intentions as fully mediating the relationship between job satisfaction and voluntary turnover. As shown by these empirical results, while there are multiple turnover cognitions relevant to turnover, their usefulness over and above intentions to quit is problematic. Unfortunately, the authors of neither meta-analytic path analysis chose toinclude job performance in their model. Because of this, how employees’ performance affects the voluntary turnover process is unclear.Job performance and turnover intentions and behaviorsJob performance is likely to impact voluntary turnover indirectly through intentions to quit, as well as have direct effects on voluntary turnover. This direct effect on voluntary turnover manifests itself as unplanned quitting. Based on Lee and Mitchell’s (1994) unfolding model of turnover, employees may respond to “shocks” in the work environment that cause them to think of quitting their jobs. Specifically, Allen and Griffeth (1999) note that such shocks could happen when employees receive negative feedback during informal performance feedback or during their formal performance appraisals, which could lead to intentions to quit or immediate quitting. Further, based on expectancy theory (Vroom, 1964), negative job performance appraisals may signal to employees that they are unlikely to receive valued outcomes from the organization (e.g. pay raises or promotions) or that they may be fired. These undesirable outcomes may lead them to cogitate as to whether to leave their organizations rather than face unpleasant and potentially psychological harmful circumstances. Finally, as noted by Hom and Griffeth (1995), in order to allow poor performing employees to “save face” or to avoid negative consequences of terminating employees (e.g. lawsuits or unemployment compensation), organizations sometimes “encourage” such employees to quit, rather than firing them. This circumstance could yield a direct impact on turnover intentions and/or turnover decisions.H1. Job performance has a negative relationship with intentions to quit.H2. Intentions to quit partially mediates the relationship between job performance and voluntary turnover.Mediating role of job satisfactionWithin the turnover model, job satisfaction will likely partially mediate the job performance-intent to quit relationship. This belief is grounded in expectancy theory,which states that high performance leads to greater rewards (both extrinsic and intrinsic) which in turn increases job satisfaction (Lawler and Porter, 1967). Considerable research has shown a moderate relationship between job performance and job satisfaction (r 0.30, k 312, n 54,417, Judge et al., 2001), with a handful of studies finding support for a causal relationship in which job performance impacts job satisfaction (e.g. Siegel and Bowen, 1971; Stumpf and Hartman, 1984). Job satisfaction likely influences turnover intentions and behaviors based on Fishbein and Ajzen’s (1975) attitudes-intentions-behaviors model. Attitudes toward the job impact the beliefs about the consequences or utility of leaving the organization which ultimately leads to actual turnover behaviors. In one of the earliest expositions on job satisfaction, Hoppock (1935, p. 5) stated that “Whether or not one finds his employment sufficiently satisfactory to continue in it . . . is a matter of the first importance to emp loyer and employee.”. As such, organizational researchers place job satisfaction as an important antecedent in the turnover process. In fact, almost all theoretical turnover models contain the relationship between job satisfaction, intent to quit, and actual turnover behaviors at their core. Empirically, job satisfaction has beenfound to be an important predictor of both turnover intentions (r 20.49, Hom et al., 1992; r 20.58, Tett and Meyer, 1993), as well as turnover itself (r 20.22, Griffeth et al., 2000; r 20.25, Tett and Meyer, 1993). Prior path analyses have shown that intent to quit fully mediates the relationship between job satisfaction and turnover (Hom et al., 1992; Tett and Meyer, 1993). Because of this theoretical and empirical evidence, job satisfaction is expected to be a mediator between job performance and turnover intentions and behaviors. However, as discussed previously, because feedback regarding poor job performance may induce employees to impulsively leave (or plan to leave) their employers, job satisfaction is likely to only partially mediate the effect of job performance on turnover intentions and behaviors.H3. Job satisfaction partially mediates the relationship between job performance and intent to quit.The current studyThis study makes two important contributions to the turnover literature. First, this study is the first to calculate a true score estimate of the relationship between job performance and intent to quit. Second, this study uses meta-analytic estimates to test a theoretical model whereby the relationship between job performance and turnover is partially mediated by both job satisfaction and intent to quit (see Figure 1). In addition, two competing models are tested and compared to the hypothesized partial mediation model. These alternative models allow us to test whether job performance impacts turnover intentions and behaviors regardless of how satisfied employees are with their jobs, or if all of the effects of performance on intent to quit and turnover are fully mediated. The first alternative model posits no direct effect from job performance to intent to quit. The second alternative model is a full mediation model with no direct effects from job performance to intent to quit or actual turnover behaviors. The results of this study will allow researchers to better understand how employees’ job performance affects job satisfaction, intent to quit, and voluntary turnover.DiscussionThe purpose of this study was to provide a meta-analytic estimate of the relationship between job performance and intent to quit, as well as to test a theoretical model explaining how job performance affects employees’ job satisfaction, intentions to quit, and turnover decisions. The results of this study suggest that the relationship between performance and intent to quit is both negative and modest. Further, the results suggest that there are excluded variables that moderate the magnitude of the relationship. Only the relationship between objective ratings of performance and intent to quit was homogenous. In addition, the results of this study indicate that job performance affects turnover intentions and behaviors both directly and indirectly. The meta-analytic result that poor performers are more likely to intend to quit is consistent with other meta-analytic findings between performance and other work-related attitudes and behaviors. Poorer performers have been found to be less satisfied with their jobs (Judge et al., 2001), more likely to be absent (Viswesvaran, 2002), and more likely to leave the organization (Griffeth et al., 2000). The fact that the source of the job performance rating moderates the overall performance-intent to quit relationship is meaningful. This finding indicates that it is the supervisor’sperspective of the employee’s job performance that matters most in affecting an employee’s turnover intentions, much more so than objective ratings of performance but only slightly more than self-perceptions of performance.The findings that the nationality of the employees and type of job included in the sample acted as moderators are interesting. First, it appears as if employees not based in the USA tend to have stronger reactions to performance feedback. That is, they were less likely to intend to quit (compared to US workers) if their supervisors regarded them as good performers. This may indicate that US workers place less weight in how their supervisors perceive their performance when considering whether or not to quit their jobs. Second, salespeople, healthcare workers, and other professional-level employees were less likely to quit their jobs based on their supervisors’ ratings of their performance than were supervisory and entry-level employees. This implies that individuals in professional-level jobs may be more sensitive to performance feedback than employees in lower-level positions. While the finding that samples using supervisory employees had weaker relationships between performance and intent to quit may first appear to contradict this finding, it is important to note that all but one of these samples was comprised of supervisors of entry-level positions (e.g. retail, clerical, and manufacturing personnel). Thus it is unlikely that promotion into these “front-line” supervisory positions required significant experience or high levels of education. However, this finding should be replicated in future research specifically designed to test such a hypothesis.The path analysis suggests that job satisfaction and intent to quit only partially mediate the relationship between job performance and voluntary turnover. Further, the direct effect of job performance on intent to quit is positive, although modest. Interestingly, the total indirect effect of performance on intention to quit is much larger than the direct effect (total indirect effect 20.18, direct effect 0.03); whereas the direct effect of performance on turnover is larger than the indirect effect (total indirect effect 20.06, direct effect 20.10). Thus, although the impact of performance on intentions to quit is primarily due to decreased job satisfaction, the effect of performance on actual turnover decisions is largely direct. This implies that poorer performers tend to quit without prior intentions to do so by engaging in unplanned quitting.The finding that job performance has a stronger direct effect than indirect effect on turnover decisions raises an important question: what causes this unplanned or impulsive quitting (i.e. turnover decisions not mediated through intentions to quit)? One reason for this impulsive quitting may be that employees have sharply negative reactions to receiving negative performance feedback and quit spontaneously because of these reactions (Allen and Griffeth, 1999). This unplanned quitting is also consistent with Lee and Mi tchell’s (1994) unfolding model of turnover that theorizes that events or “shocks” that occur in the workplace cause some employees to quit without looking for alternative employment. Impulsive quitting figures prominently in many theoretical turnover models (e.g. Lee and Mitchell, 1994), but few models actually posit specific antecedents to unplanned quitting. Our findings provide some important insight as to what causes this type of voluntary turnover.A second reason for this type of turnover could be that some poor performing employees “involuntarily” quit. This explanation would be consistent with the idea that organizations may “encourage” poor performing employees to quit, rather than be fired, as this allows the employee to “save face” and allows the organization to minimize some of the negative implications of terminating employees, such as lawsuits and increased rates for unemployment compensation (Hom and Griffeth, 1995). Further, if organizations do encourage poor performers to quit, this type of turnover would be incorrectly labeled as “voluntary” turnover. This misclassification would then act as error variance in studies seeking to explain only volitional turnover decisions and would attenuate any relationships found with a turnover criterion contaminated with turnover due to employees being forced to leave.译文：员工离职意向和自愿离职的过程对工作绩效的影响Ryan D. Zimmerman，Todd C离职意向直到20世纪70年代中后期，大多数员工离职模型与员工的态度直接相关联，如员工工作满意度，以及离职行为（布雷菲尔德和克罗克特，1955;弗鲁姆，1964）。

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。

试析企业员工组织支持感与工作满意度、离职意向的关系研究

试析企业员工组织支持感与工作满意度、离职意向的关系研究论文关健词:组织支持感企业员工工作满意度离职意向论文摘要：通过对611名企业员工的调查，探讨组织支持感与工作满意度、离职意向之间的关系。

结果表明:组织支持感与工作满意度存在显著的正相关;组织支持感与换岗意向、换职意向存在显著的负相关，但仅对换职意向具有负向预测作用;工作满意度与换岗意向、换职意向存在显著的负相关，并对二者都具有负向预测作用。

1前言Eisenberge:等于1986年在社会交换理论(social exchange theory)和组织拟人化思想的基础上提出了组织支持理论(perceived organizational theory)，组织支持感(perceived org anizational support，简称POS)是该理论的核心概念。

POS包含认知、情感等多种成分，国内也有人将其译为“组织支持感受”或“知觉到的组织支持”，其涵义主要是指“员工感受到的组织珍视自己的贡献和关心自己福利的程度”。

组织支持理论强调组织对员工的关心和重视是导致员工愿意留在组织内部，愿意为组织做出贡献的重要原因。

该理论的提出克服了以往研究强调员工对组织的承诺，而很少关注组织对员工承诺的局限性。

此后，组织支持理论受到广泛关注，国外开展了大量这方面的研究。

2002年，R hoades与Eisenberger在一篇综述性文献中，通过对70余项关于组织支持感的研究进行元分析，总结出POS可以提高员工的组织情感承诺，降低持续承诺;提高员工的工作满意度和工作中的积极情绪;加大员工的工作投人度;改善员工的角色内绩效(工作绩效)和角色外绩效(组织公民行为)，降低跳槽意图。

总之，根据互惠原则，员工在感受到组织对自己的支持、关心和认同时，倾向于在工作中有更好的表现以回报组织。

近年来，国内一些研究者也开始积极关注这一研究领域，开展了组织支持感形成的可能原因(王辉等，2000)、中国员工组织支持感的结构、组织支持感与领导一成员交换对工作产出的影响以及组织支持理论在管理实践中的应用等方面的研究。

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).6Some 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 high1as 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 &6Bowers, 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.501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。

员工满意度与员工离职原因外文文献翻译

员工满意度与员工离职原因外文文献翻译引言员工满意度和员工离职原因是组织管理中的重要议题。

为了提高组织的绩效和运作效率，了解员工满意度和离职原因对组织非常关键。

本文旨在翻译外文文献，探讨员工满意度与员工离职原因之间的关系。

文献概述外文文献研究发现，员工满意度与员工离职原因之间存在密切的关系。

满意度是指员工对工作、薪酬、工作环境和组织文化等方面的满意程度。

员工满意度的提高可以增加其对组织的忠诚度和留职意愿。

相反，低满意度会导致员工对组织的失望和离职决策。

员工满意度的影响因素外文文献指出，员工满意度受多种因素影响。

其中包括工资福利、工作内容与自我实现的匹配程度、工作环境、领导风格等等。

这些因素对员工的满意度有重要影响，从而影响员工的离职决策。

员工离职原因的分类与分析外文文献对员工离职原因进行了分类和分析。

主要原因包括薪酬福利不满足、工作压力过大、工作环境不好、缺乏晋升机会等。

了解不同离职原因的分布情况有助于组织采取相应措施来减少员工流失。

结论员工满意度和员工离职原因之间存在密切的关系，其中满意度是离职原因的重要影响因素之一。

组织应重视员工满意度，提供良好的工作条件和发展机会，以减少员工离职。

此外，组织还应定期调查员工满意度和离职原因，以了解组织存在的问题并及时作出改善。

参考文献2. Johnson, L. (2012). Factors influencing employee satisfaction and turnover: A review of literature. International Journal of Management Studies, 15(3), 87-105.3. Wang, M., & Li, Y. (2015). The impact of employee satisfaction on turnover intention: A study in the retail industry. Journal of Business and Management, 30(4), 75-90.。

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。

A企业员工工作满意度与离职倾向的关系研究外文翻译

外文翻译原文1Turnover intentions．．．．．．Turnover intention is a conscious and deliberate wilfulness to leave an organization (Tett and Meyer, 1993). It can be described as a psychological response to speciﬁc organizational conditions which fall along a continuum of organizational withdrawal behaviours ranging from daydreaming to the physical act of turnover (Kraut, 1975).Employee turnover intentions, absenteeism and actual turnover have received substantial theoretical and empirical consideration (Chiu et al., 2005; Mowday et al.,1982; Porter and Steers, 1973). This dysfunctional behaviour negatively impacts organizational performance (Mobley, 1982). Moreover, the potential cost of staff turnover in service industries is recognized to be high, and includes knowledge lost within the organisation, the training required for new employees, loss of established connections with customers, and ultimately, lowered service quality and customer satisfaction ( Joiner et al., 2004). In particular, there has been a rapid development in the hotel industry in Macau since the gaming license has been liberated in 2000. Retaining qualiﬁed frontline employees has been a great challenge in the Macau gaming industry(it is the largest gaming centre in the world), tourist numbers are increasing at a faster rate then the local population. Consequently, career development in tourism industry is more important than in other industries. That is, retaining qualiﬁed service employees is one of the main HR issues for many hotels in Macau and explains why so many managers were willing to be involved in this study.．．．．．．Furthermore, deciding to leave one’s job is not normally impulsive but is a decision that one has been contemplating/intending for some time prior to taking action(Barak et al., 2001). Therefore, turnover intention is considered to have an immediate causal effect on turnover and is believed to be the best predictor of actual turnover by many researchers (Lee and Bruvold, 2003;经典文Barak et al., 2001; Kiyak et al., 1997; Homand Gr iffeth, 1991). Presumably, satisﬁed and committed employees are likely to dedicate more of their time, energy and talents as a way to demonstrate their reciprocity and to maintain a close tie to their organisation and are less likely to leave their organizations (Boshoff and Mels, 1995; Siu, 2002). Hence, should empowerment lead to positive job attitudes, it would in turn decrease employee turnover intention. Thus, we hypothesize: Job attitudes positively mediate the negative relationship between empowerment and turnover intention in Chinese service organisations.．．．．．．Turnover intention. The respondents’ turnover intention was measured using a four-item scale (1 – strongly disagree; 5 – strongly agree ；developed by Seashore et al.1982). A sample item is “For me, this company is the best of all possible organizations to work for”. The ﬁve-year time horizon in one item was approved by the managers involved. The alpha coefﬁcient was an acceptable 0.79, as depicted in Table I.To conclude, some of the Cronbach’s alpha values among the scales adopted were only acceptabl e. The results of relatively low alpha coefﬁcients could be due to the fact that all scales were adopted from past studies, which were developed in the West.In conclusion, this research found how Chinese employees accept empowering management practices to demonstrate stronger job satisfaction and organizational commitment, and so help empowerment to lead to lower turnover intention.．．．．．．Author：Sut I Wong Humborstad；Chad PerryNationality： Oslo, Norway；Adelaide, AustraliaOriginate from ：Chinese Management Studies Vol. 5 No. 3, 2011 pp. 325-344译文1离职倾向．．．．．．离职倾向是一个自觉的故意的离开一个组织的意识(Tett and Meyer, 1993). 它可以被描述为一个特定的心理反应，组织条件从白日梦变化到离职的物理行为的一个连续下落的组织退出行为(Kraut, 1975) 员工离职倾向，缺勤，实际的离职收到了大量理论，经验的考虑(Chiu et al., 2005; Mowday et al.,1982; Porter and Steers, 1973). 这个不良的行为消极的影响组织的绩效(Mobley, 1982). 而且，人员换职率的潜在成本在服务行业被承认是极大，包括丢失在组织中的知识,需要培训新员工,损失已建立的与客户的联系,最终,降低服务品质与顾客满意度( Joiner et al., 2004). 特别是，那里已经是一个快速发展的酒店业在澳门自从赌博许可证在2000年解放。

工作满意度英语作文

工作满意度英语作文英文回答：Job Satisfaction。

Job satisfaction is a complex and multifaceted concept that encompasses a person's overall feelings about their job. It is typically measured using surveys or questionnaires, and it can be influenced by a variety of factors, such as pay, working conditions, relationships with colleagues, and opportunities for growth.There are a number of benefits to having high job satisfaction. For example, employees who are satisfied with their jobs are more likely to be productive, have higher levels of motivation, and stay with their company longer. In addition, they are less likely to experience absenteeism or presenteeism.There are a number of things that employers can do toimprove job satisfaction among their employees. These include:Providing competitive pay and benefits。

Creating a positive work environment。