A企业员工工作满意度与离职倾向的关系研究外文翻译

外文翻译

原文1

Turnover intentions

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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.

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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.

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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.

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Author：Sut I Wong Humborstad；Chad Perry

Nationality： Oslo, Norway；Adelaide, Australia

Originate from ：Chinese Management Studies Vol. 5 No. 3, 2011 pp. 325-344