中石油2016通用英语选读课文44Job Satisfaction工作满意度.doc

44 Job Satisfaction工作满意度1.As we know，job satisfaction refers to a persons general attitude toward his or her job.A person with a high level of job satisfaction has a positive attitude toward his or her job,while a person who is dissatisfied has a negative attitude.When people speak of employee attitudes,they usually are referring to job satisfaction.Lets look at some findings about job satisfaction.1.我们知道，工作满意度是员工对自己工作的总体态度。一个拥有较高水平工作满意度的人对工作持积极的态度，而对工作不满意的人则对工作持消极的态度。通常我们谈到员工的态度时指的就是工作满意度。我们来看看关于工作满意度的一些研究发现。2.Are most people satisfied with their jobs?2.大多数员工对他们的工作满意吗？3.Studies of U.S. workers over the past 30 years generally indicate that the majority of workers were satisfied with their jobs. However,since the 1990s,the number of workers who say theyre satisfied with their jobs has been declining.A Conference Board study in 1995 found that some 60 percent of Americans were satisfied with their jobs.By 2005,that percentage was down to 50 percent.Although job satisfaction tends to increase as income increases,only 55 percent of individuals earning more than $50,000 are satisfied with their jobs.For individuals earning less than $15,000,about 45 percent of workers say they are satisfied with their jobs.Does the fact that those with higher incomes have slightly higher levels of job satisfaction mean that money can buy happiness?Not necessarily.While its possible that higher pay alone translates into higher job satisfaction，an alternative explanation is that higher pay reflects different types of jobs.Higher-paying jobs generally require more advanced skills,give jobholders greater responsibilities,are more stimulating and provide more challenges,and allow workers more control.Its more likely that the reports of higher satisfaction among higher-income levels reflect the greater challenge and freedom they have in their jobs rather than the pay itself.3.在过去的30年里，针对美国工人进行的研究总体上表明，大多数员工对他们的工作是满意的。但是，从20世纪90年代开始，对工作满意的工人的数量开始下滑。1995年Conference Board的一项研究发现，60%的美国人对他们的工作感到满意。2005年，这一比例下降为50%。尽管随着收入的增加工作满意度也上升了，但是只有55%的收入超过50000美元的人对他们的工作感到满意。在收入少于15000美元的人中，45%的工人说他们对工作感到满意。工作满意度随收入的增加而提高这一事实，是否意味着金钱可以买到快乐呢？未必如此。尽管更高的收入本身可能转化为更髙的工作满意度，但对这一现象还有另一种解释：更高的收入反映了工作类型的不同。更高收入的工作通常需要更高的技能，在职者履行更多的工作职责，工作更具刺激性和挑战性，员工对工作有更多的控制。报告中“在较高收入的工人里有着 较高的满意度”可能反映的是，这些人在工作中拥有更多挑战性和自由度，而不是收入本身的影响。4.What about employee job satisfaction levels in other countries?4.全球工作满意度其他国家的雇员工作满意度的水平如何？5.Although surveys of European workers,like U.S. workers,indicate generally lower levels of job satisfaction,there are some regional variations.For instance,68 percent of Scandinavian workers report that they are satisfied with their jobs,as do 61 percent of workers in France.But only 53 percent of Swiss and Italian workers,and 50 percent of German workers,report being satisfied with their jobs.On the other hand,60 percent of Canadian workers report being satisfied with their jobs as do 61 percent of employees from the Asia-Pacific region.5.尽管像美国工人一样，对欧洲工人的调查总体表明其工作满意度水平较低，但是这之间存在着地区差异。例如，68%的斯堪的纳维亚工人和61%的法国工人对他们的工作感到满意。但是只有53%的瑞士和意大利工人，50% 的德国工人对他们的工作感到满意。此外，60%的加拿大工人和61%亚太地区的员工对他们的工作感到满意。6.What effect does job satisfaction have on employee behaviorthat is,on productivity,absenteeism,and turnover?6.工作满意度对雇员行为即生产率、缺勤率和离职率有什么影响？7.As a result of the Hawthorne Studies,managers generalized that if their employees were satisfied with their jobs,then that satisfaction would translate to working hard.So,for a good part of the twentieth century,managers believed that happy workers were productive workers.Because its not been that easy to determine whether job satisfaction caused job productivity or vice versa,some management researchers felt that belief was generally wrong.However,we can say with some certainty that the correlation between satisfaction and productivity is fairly strong.And when satisfaction and productivity information is gathered for the organization as a whole,we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees.7.根据霍桑的研究结果，管理者得出结论：如果他们的雇员对工作感到满意，这种满意会转化为努力的工作。因此，在20世纪大部分时间里，管理者相信，快乐的工人就是高生产率的工人。因为不能轻易地断定是工作满意度导致了高生产率还是生产率带来了满意度，所以一些管理学研究者认为这种看法大体上是错误的。但是，我们能肯定地说，满意度和生产率之间有很强的关系。当我们在组织整体水平上收集满意度与生产率的数据时，会发现员工满意度较高的组织比员工满意度较低的组织更高效。8.Although research shows that satisfied employees have lower levels of absenteeism than do dissatisfied employees,the correlation isnt strong.While it certainly makes sense that dissatisfied employees are more likely to miss work,other factors have an impact on the relationship.For instance, organizations that provide liberal sick leave benefits are encouraging all their employeesincluding those who are highly satisfiedto take “sick” days.Assuming that your job has some variety in it，you can find work satisfying and yet still take off a “sick” day to enjoy a three-day weekend or to golf on a warm summer day if those days come free with no penalties.8.虽然研究表明，满意的员工比不满意的员工的缺勤率更低，但是，两者之间的关系不是很明显。尽管不满意的员工更可能旷工，这一点从理论上也是说得通的，但是，其他因素也影响着二者之间的关系。例如，组织对病假提供慷慨的福利待遇实际上就是在鼓励所有的员工，包括那些满意感很强的员工，去休病假。假设你有多种可供选择的利益，你会觉得工作很满意，但仍然愿意多休息几天以享受一个连续3天的周末，或者在温暖的夏季打高尔夫，因为这些休假是免费的，而且不会受到任何惩罚。9.Research on the relationship between satisfaction and turnover is much stronger. Satisfied employees have lower levels of turnover while dissatisfied employees have higher levels of turnover.Yet,things such as labor-market conditions,expectations about alternative job opportunities,and length of employment with the organization also affect an employees decision to leave.Research also suggests that an important moderator of the satisfaction-turnover relationship is the employees level of performance.For superior performers,the level of satisfaction is less important in predicting turnover.Why?The organization typically does everything it can to keep high performersthey get pay raises,praise,recognition,increased promotion opportunities,and so forth. 9.研究表明，满意度与离职率之间的相关性更高。满意的雇员离职率水平较低，而不满意的雇员离职率水平较高。不过，其他因素，如劳动力市场条件、对其他工作机会的期望和在组织中任职时间的长短，都影响着员工是否离开的决策。还有研究表明，满意度-离职率关系的一个重要的调节变量是员工的绩效水平。在预测高业绩者的流动情况时，满意度并不重要。为什么？组织一般都会尽其所能挽留高绩效的员工，他们会得到高薪、更多的表扬和认同以及更多的晋升机会等等。10.Is employee satisfaction related to positive customer outcomes?10.员工的满意度与顾客结果之间有正向关系吗？11.For frontline employees who have regular contact with customers,the answer is “yes”.Satisfied employees increase customer satisfaction and loyalty.Why?In service organizations,customer retention and defection are highly dependent on how frontline employees deal with customers.Satisfied employees are more likely to be friendly,upbeat,and responsive,which customers appreciate.And because satisfied employees are less likely to leave their jobs,customers are more likely to encounter familiar faces and receive experienced service.These qualities help build customer satisfaction and loyalty.In addition,the relationship seems to work in reverse:Dissatisfied customers can increase an employees job dissatisfaction.Employees who have regular contact with customers report that rude,thoughtless,or unreasonably demanding customers adversely affect their job satisfaction.11.那些站在第一线、经常与顾客打交道的员工回答说“是”。满意的员工会提高顾客的满意度和忠诚度。为什么？在服务型组织中，能否留住顾客在很大程度上取决于一线员工对待他们顾客的态度。满意的员工更可能是友好的、乐观的，能对顾客的要求及时做出回应，而顾客也非常欣赏这些品质。而且，由于满意的员工离职取向更低，顾客更可能面对的是一张熟悉的面孔，并得到富有经验的服务。这些品质营造了顾客的满意度和忠诚度。相反，不满意的顾客会增加员工对工作的不满意。那些经常与顾客交往的员工报告说，粗鲁、自私、提出无理要求的顾客，也会对他们的工作满意度有负面的影响。12.A number of companies appear to understand this connection.Service-oriented businesses such as FedEx,Southwest Airlines,American Express,and Office Depot obsess about pleasing their customers.Toward that end,they also focus on building employee satisfactionrecognizing that satisfied employees will go a long way toward contributing to their goal of having happy customers.These firms seek to hire upbeat and friendly employees,they train employees in the importance of customer service,they reward customer service,they provide positive work climates,and they regularly track employee satisfaction through attitude surveys.12.一些公司明白了这之间的关系。服务取向的企业如联邦快递、西南航空、美国运通、欧迪办公都努力让它们的顾客感到满意。为了达到这一结果，它们也关注员工满意度的建设，因为它们认识到，对于实现顾客快乐的目标来说，员工的满意度有着十分重要的贡献。这些公司力求雇用那些乐观而友好的员工，对员工进行培训使员工了解顾