CH公司员工工作满意度与离职倾向关系研究外文翻译.doc

浙江理工大学科技与艺术学院本科毕业论文外文翻译原文1comparing public and private employees job satisfaction and turnoverthis study compares the job satisfaction and turnover intentions of private and public sector employees in taiwan. questionnaires were used to collect data from employees of various private enterprises and public organizations. the results show that the job satisfaction and turnover intentions of public employees are different from those of private employees. first, public employees in taiwan have lower extrinsic job satisfaction and lower turnover intentions compared to their counterparts in the private sector. second, the negative relationship between extrinsic job satisfaction and turnover intention is weaker in public than in private employees. to enhance employee motivation, public-sector managers in taiwan should improve their employees extrinsic job satisfaction and help unsatisfied employees transfer to jobs they find more satisfying, in addition, they may wish to examine if turnover rate at their organizations is too low to support healthy workforce mobility. the higher need for job security in public employees also hampers organizational performance through influencing the job satisfaction-turnover relationship.in the literature, job satisfaction is found to be negatively associated with turnover intention.when employees are dissatisfied, they think more of quitting their jobs. for public employees, dissatisfaction may stimulate less of an intention to quit because of their greater need for security.if those who are dissatisfied continue to stay on in their jobs, their low work motivation will decrease the overall performance of the organization. in taiwan, there may be many public employees dissatisfied with their jobs who continue to stay, and hence decrease the productivity of their organizations. there have been no empirical studies conducted to compare the differences in the strength of the job satisfaction turnover intention relationship between the public and the private sectors. the third purpose of this study is to examine these differences in taiwan.studies comparing the job satisfaction of public versus private employees have resulted in mixed outcomes. many studies have found that public employees are less satisfied with their jobs than private employees. on the other hand, some studies have discovered that public employees are more satisfied than private employees with certain aspects of their jobs. yet other studies have resuited in a no difference finding between the job satisfaction of public employees and private employees. for example, schneider and vaught found that although public sector managers in missouri showed a lower level of satisfaction with regard to their pay, their overall job satisfaction and intrinsic satisfaction were equal to those of private sector managers. cho and lee, found that government managers and private bank managers in korea were equally satisfied with their jobs.existing research has failed to clearly show whether the job satisfaction of public employees is lower than, equal to, or higher than that of private employees. it is likely that the intrinsic versus the extrinsic aspects of job satisfaction cause the inconsistency in findings. schneider and vaught argued that the in transit and extrinsic aspects of jobs moderate the sector-job satisfaction relationship. public employees are more satisfied with intrinsic aspects of their jobs, but less satisfied with the extrinsic aspects than are private employees. posner and schmidt found that public administrators experience more satisfaction than private corporate administrators from the intrinsic aspects of their jobs task variety, challenge, and worthwhile accomplishment. employment in the public sector offers opportunities for serving the public, a significant intrinsic satisfaction that is not available in the private sector. in their empirical study rainey and bozeman concluded that public employees were less satisfied with the extrinsic facets of their jobs because of restrictions imposed on their job autonomy and promotional opportunities by bureaucratic rules. in addition, public-sector employees are often rewarded less abundantly than private sector employees are. lower rewards could result in lower extrinsic satisfaction of public employees. taking the moderating effect of the intrinsic and extrinsic aspects of job satisfaction into consideration, we propose that:hypothesis 1: public employees have a higher level of intrinsic job satisfaction than private employees.hypothesis 2: public employees have a lower level of extrinsic job satisfaction than private employees.although baldwin found that the need for security had no negative effect on the work motivation of public employees, he did not fully explore the implications of a greater need for security on the work behavior of public employees. a greater need for security could lead to a lower turnover rate in the public sector. according to shore and tetrick, an employee seeking long-term employment is more likely to form a relational contract with his or her employer.the relational contract stabilizes the employment relationship and results in lower turnover intentions among public employees. in addition. hammer and tasself noted that public employees stronger need for security often reflects a higher level of risk aversion. this can make them more reluctant to meet the uncertainty involved in changing jobs, and they will be less likely to leave their jobs than private employees. in line with the need for security argument, we propose that:hypothesis 3: public employees have a lower level of turnover intention than private employees.empirical evidence has shown that when an employees job satisfaction decreases,his or her turnover intention increases. however, because of their stronger attachment to their jobs and their aversion for the risk involved in changing jobs, one may suspect that even at low levels of job satisfaction, public employees will continue to stay on in their jobs because of their stronger need for job security. this suggests that the negative relationship between job satisfaction and turnover intention is weaker in the public sector than in the private sector. based on the above argument, we propose that.:hypothesis 4: the negative relationship between intrinsic job satisfaction and turnover intention is weaker in public than in private employees.hypothesis 5: the negative relationship between extrinsic job satisfaction and turnover intention is weaker in public than in private employees.author: yau-de wang，chyan yang，kuei-ying wangnationality: taiwanoriginate from: public personnel management译文1比较在台湾的私营企业员工和公共部门员工的工作满意度和离职意向这项研究比较了在台湾的私营企业员工和公共部门工员工的工作满意度和离职意向。采用问卷调查的方法从公共部门员工和私营企业员工中收集数据。结果表明，公共部门雇员的工作满意度和离职意向和私营企业雇员是不同的。首先，公共部门雇员的工作满意度要高于职务相当的私营企业雇员的工作满意度，离职倾向较之则恰恰相反。其次，公共部门雇员较私营企业雇员的外在工作满意度与离职倾向的负相关关系较弱，为提高雇员的积极性，台湾公共部门管理者应提高他们员工的外在工作满意度，把不满意的员工转移到他们找到更满意的工作上去。此外，他们也希望据此检验是否组织内离职率太低以至于不能支持劳动力的正常流动。经济理论认为，公共部门比私营企业的效率和生产力低。台湾的公共部门也不例外。要改革公共部门，台湾政府已经开展了一项重大的私有化进程。但是，部分公共部门是不能被私有化的。对此，改革进程中需要制定和加入一些其他战略，为设定有效地解决此问题的策略，必须要探讨此问题产生的原因。文献资料关于公共部门工作效率低下的原因有着不同的争论。 其中的一种看法就是公共部门雇员的工作满意度是低于私营企业的雇员的原因是公共部门缺乏激励雇员潜能的能力。 虽然从独立层面上看，低满意度跟低生产力并没有直接关系，但低满意度往往会跟高缺勤率和离职率挂钩。这反过来又降低了在组织层面的生产力。 另一方面，较高的工作满意度，或许降低了缺勤率和离职率，同时也提高了他们的组织公民行为，从而提高组织的整体业绩。 如果公共部门雇员的工作满意度低于私营机构雇员，公共部门应当重新调整雇员的工作，以激励员工的潜能。正是由于员工满意度在组织层面对生产力的影响因素，本研究的目的之一就是要对比无论公共部门还是私营企业，无论是外在还是内在的工作满意度的不同表现。研究比较私营和公共部门雇员对工作满意程度的结果是五花八门的。许多的研究表明公共部门雇员的工作满意程度比私营企业雇员低。在另一方面，有一些研究发现在特定方面公共比私营企业雇员要有更高的工作满意程度。 比如schneider和vaught发现尽管密苏里州公共部门管理人员对薪水不满意，但在总体工作满意程度和内在满意程度和民企部门管理人员相等。cho和lee发现在韩国，政府部门管理人员和私人银行管理人员有着一样的工作满意程度。 现有的调查没能清楚的表达公共部门雇员的工作满意程度是否低于、等于或者高于私营企业员工。在工作满意程度的内部和外部方面有着许多的矛盾。schneider和vaught争论部门工作内在和外面中和的关系。国有企业的雇员很满意内在方面，但是对外在方面的满意程度低于私营企业的雇员。posner和schmidt发现，公共管理体验的满意度高于民营企业管理人员从内在方面，他们的工作任务，各种挑战和有价值的成就。在公共部门提供就业机会，为服务市民，在私营部门所不具备的一个重要的内在满意。他们的实证研究雷尼和博兹曼得出的结论是，公共部门雇员的外在方面的工作，因为他们的官僚规则的工作自主性和推广机会的限制不太满意的。此外，公共部门的雇员往往奖励比私人企业的员工少很多。较低的回报，可能会导致外在的公共部门雇员的满意度较低。以调节作用的内在和外在工作满意度方面的考虑，我们假设： 假设1：公共部门雇员有一个更高层次的内在工作满意度比私营企业的雇员。 假设2：与私营企业雇员的外在工作满意度，公共部门雇员有一个较低的水平。 尽管鲍德温发现安全需求对公共部门雇员的工作积极性并无负面影响，但他并没有充分探究公共部门雇员在工作行为中对职业安全的更高需求。 在公共部门，较高的职业安全感可以降低雇员离职率。 根据shore and tetrick的调查，雇员大多是通过可以与公共部门签订长期的合同的雇主来寻扎一份长期的稳定的职业。这份合同或者说是契约可以稳固雇佣双方的关系，并且降低了公共部门的离职率。 此外，hammer and tasself指出：公共部门的雇员对职业安全的高需求反映出了公共部门风险规避等级较高。这同时也导致了他们厌恶面对转业的不确定性。较之私营企业的雇员，公共部门的雇员更不愿意离开他们的工作岗位。和关于职业安全的争论一致，我们假设： 假设3：公共部门雇员的离职倾向水平要低于私营企业的雇员的离职倾向水平。 经验型实例表明，一旦一名雇员的工作满意度降低，那么他或者她的离职倾向水平会随之提高。然而，由于他们对工作极强的依赖，以及对转业风险的厌恶，他们会感觉到即使工作满意度较低，公共部门的雇员仍然会因为公共部门较高的职业安全感而会选择继续在原来的工作岗位上工作，这表明：公共部门内部的工作满意度和离职倾向的负相关关系要弱于私营企业。基于上述论点，我们猜想： 假设4：公共部门内部的内在工作满意度和离职倾向的负相关关系要弱于私营企业。假设5：公共部门内部的外在工作满意度和离职倾向的负相关关系要弱于私营企业。作者：yau-de wang，chyan yang，kuei-ying wang国籍：台湾出处：公共人事管理原文2organizational commitment, job satisfaction, and turnover intention of missionariesthe present analysis lends support to the claim that tenure, not age, is the more important factor to consider in terms of organizational commitment, job satisfaction and turnover intention. despite the attention given to generational differences, real though they might be, greater attention to length of time with the organization is warranted. intervention strategies should be oriented around those who are recent additions to the organization, rather than merely young recruits.two reasons exist why tenure is such an important factor for determining job satisfaction and organizational commitment. first, those who are dissatisfied leave. they are no longer around to complain or express negative attitudes about the organization. the longest-term cohort is, by definition, composed of “ stayers.” the dissatisfied members have already left and are not part of the survey sample. this is a fundamental constraint of this type of research, as acknowledged by bedeian et al. (1992): “compositional effects result from the systematic selection of individuals into and out of the workforce . . . that places limits on what can be concluded empirically about the age-tenure-job satisfaction relation” (p.47). this criticism would appropriately apply to the present research.the second reason why tenure predicts job satisfaction and organization commitment relates to ones identity. the longer one participates in an activity or works for an organization, the greater the bond that is formed. those who reject the organization after many years would have to wrestle with the fact that they have invested many years into a group with which they are dissatisfied. significant cognitive dissonance might be generated in those who re