商业银行员工工作满意度调查研究——以中国建设银行路桥支行为例外文翻译

1、外文翻译原文1WORK / LIFE BALANCE REFLECTIONS ONEMPLOYEE SATISFACTIONWork/life balance has important consequences for employee attitudes towards their organizations as well as for the lives of employees. The work/life boundary may be especially significant in the management of highly skilled knowledge work

2、ers, such as technical professionals, whose commitment and loyalty present a challenge to employers (Schoharie et al., 2006). Software engineers have enjoyed considerable labor market power in recent years, a situation that has encouraged mobility across organizations rather than promoting loyalty t

3、o a single organization. Changing societal trends, such as an increase in the number of women entering the workforce combined with an economy that requires dual incomes support an average standard of living, contribute to work-life conflicts. As a result, todays Human resource managers evaluate pers

4、onnel practices to meet those needs with the hope of increasing employee loyalty toward the organization. In addition to this, many organizations have begun to take a role in developing quality of work-life programs. Job satisfaction has identified a number of factors like reward system in work, per

5、ceived quality of supervision, working conditions, and individual determinates such as status and seniority, age group, marital status, and years of experience that cause people to become satisfied or dissatisfied with their job (Mosadeghrad et al., 2008 ). The current study examines the relationshi

6、p between job satisfaction and work-life balance among IT employees in India. Firstly, the relationship is examined between the different constructs Career opportunities, Recognition, Work task, Pay, Work/life balance, Superior subordinate relationship, and employee satisfaction. Second, keeping the

7、 work-life balance as a mediating construct, it is analyzed whether it leads to employee satisfaction. Some theorists view job satisfaction as being the positive emotional reactions and attitudes an individual has towards his job (Oshagbemi, 1999). Others have viewed it as a bi-dimensional construct

8、 consisting of intrinsic and extrinsic satisfaction dimensions, (Warr et al., 1979) or, alternatively, of satisfaction / lack of satisfaction and dissatisfaction/lack of dissatisfaction dimensions (Winefield et al., 1988). More recently, debate has arisen as to whether job satisfaction is a global c

9、oncept or is composed of facets of satisfaction with various aspects of an individuals job (Wanous et al., 1997; Umukoro et al., 2009).The satisfaction of the external customer depends on the satisfaction of the internal customers (Bailey & Dandrade, 1995). Being successful in the competitive ma

10、rkets depends on the level of the satisfaction of the workers in the establishments. The satisfaction or dissatisfaction of the workers affects the performance of the organization. Also the job satisfaction provides positive attitudes and behaviors of the workers (Organ, 1997). One of the most impor

11、tant factors that affect the behaviors of the workers in the establishments is the feeling of working satisfaction, that is to say, job satisfaction. There is growing evidence that current trends in employment conditions may be eroding levels of job satisfaction and directly damaging the physical an

12、d mental health of employees (Kenny et al., 2000).New working practices and rapid technological advances are changing the nature of many jobs (Cooper, 1999).The career orientations of employees can have important implications for their job satisfaction, commitment, and retention within organizations

13、. A job is compatible with a career orientation when it involves duties and assignments that the employee finds interesting, when it requires abilities that the employee possesses values, and when it provides rewards that the employee finds desirable. Employees whose job is compatible with their car

14、eer orientation should experience positive feelings about their work lives and should feel bonded to their organization (Igbaria et al., 1991). In a path analysis of job commitment among U.S Air Force personnel, it was found that job commitment was best explained by the "fit" between the o

15、rganization and family. (Bielby, 1992) Degree of "fit" was indicated by life satisfaction, perception of organizational responsiveness to families and the quality of the organizational environment as a child rearing milieu, and spousal support for one's career. These results suggest th

16、at an organization that accommodates the familial concerns and constraints of its employees is able to sustain a higher level of work commitment among its labor force. Managerial Support Is consistently Emphasized in discussions and studies as a Factor influencing work/life balance. Managers play an

17、 important role in the success of work/life programs because they are in a position to encourage or discourage employees efforts to balance their work and family (Perlow, 1995). There are several styles of leadership: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, s

18、ituational, transactional, and transformational leadership (Mosadeghrad, 2003). Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles are needed for different situations, and each leader needs to know when to exh

19、ibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effective in a different situation (Rad & Yarmohammadian, 2006). Organizational success in obtaining its goals

20、and objectives depends on managers and their leadership style. By using appropriate leadership styles, managers can affect employee job satisfaction, commitment, and productivity. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics, and skills based on indi

21、vidual and organizational values, leadership interests, and reliability of employees in different situations (Mosadeghrad, 2003). This factor captures the extent to which management respects workers, operates with honesty and integrity, promotes efficiency, and has open lines of communication with e

22、mployees (Aronson et al., 2003; ivkovi et al., 2009).Managers, especially, possess both formaland informal power to provide resources, reward, punishment, and support that can be a barrier or facilitator to the uptake and implementation of the work/life balance policy. In fact, the research shows th

23、at if Supervisors enthusiastically support the integration of paid work and other responsibilities, employees will be more likely to take up available work/life programs (McDonald, Brown, & Bradley, 2005). On the other hand, it has been suggested that even in family-friendly organizations, manag

24、ers may send negative signals indicating that the use of flexible benefits is a problem for them, their colleagues and the organization as a whole (Kirby & Krone, 2002). Managerial support on a daily basis appears to be a critical variable in employees decisions to use available benefits and pro

25、grams (Bardoel, 1993). This is particularly the case if employees work with supervisors and colleagues who can buffer them from the perceived negative effects of their careers (Blair-Loy & Wharton, 2002). In other studies, employees whose Supervisors supported their efforts to balance work and f

26、amily were less likely to experience work- family conflict and, in a sample of New Zealand nurses, were less likely to experience job burnout (Kalliath & Beck, 2001). Hence this research is undertaken to identify the relationship between Caree opportunities, Recognition, Work task, Pay, Work-lif

27、e balance, Superior subordinate relationship, with work/life balance and employee satisfaction.Author: Anand Nagar, Krishnan Koil Nationality: IndiaOriginate from: Serbian Journal of Management 6 (1) (2011) 85 - 96译文1工作/生活平衡和思考员工的满意度组织对员工的态度以及员工的生活，工作/生活平衡有重要的影响。在高技能的知识工作者的管理，如专业技术人员，他们的承诺和忠诚度提出了挑战，

28、向雇主（Scholarios等人，2006），可能是特别重要的工作/生活的边界。软件工程师已经取得了相当大的劳动市场力量在最近几年，鼓励跨组织促进一个组织的忠诚度，而不是流动性的情况下。不断变化的社会趋势，如妇女进入劳动力市场的需要双收入支持的平均生活水平与经济相结合的数量增加，工作与生活的冲突。因此，今天的人力资源管理者评估人员的做法，以满足这些需求，希望能提高员工对组织的忠诚度。此外，很多组织已经开始采取发展质量的工作生活计划的作用。工作满意度已确定了一些奖励制度等因素在工作中，感知质量监督，工作条件，个人的地位和资历，年龄，婚姻状况，和多年的经验，引起人们的满意或不满意的决定因子，如他们

29、的工作（Mosadeghrad等人，2008）。目前的研究探讨工作满意度之间的关系和在印度的IT员工的工作与生活之间的平衡。首先，不同结构的工作机会，认可，工作任务，薪酬，工作/生活的平衡，高级的从属关系，和员工的满意度之间的关系研究。二，保持工作与生活的平衡，作为中介结构，它是否会导致员工的满意度进行了分析。一些理论家认为工作满意度的积极情感反应和态度，个人对他的工作（Oshagbemi，1999年）。其他人将其看作是一个二维的结构组成的“内在”和“外在”满意度尺寸，（WARR等人，1979），或可替代地，“满意/缺乏满意''和' “不满/不足”的不满尺寸（Winef

30、ield等，1988）。最近，辩论已经出现，无论是工作满意度是一个全球性的概念或的组成方面的满意度与个人的工作（Wanous等人，1997年; Umukoro等人。，2009）的各个方面。外部的满意度客户依赖于内部客户的满意度（贝利和Dandrade的，1995年）。在竞争激烈的市场上取得成功，取决于机构的工人的满意度水平。满意或不满意的工人会影响该组织的表现。此外，工作满意度提供了工人的积极态度和行为（风琴，1997年）。影响机构的工人的行为的最重要的因素之一是工作满意度的感觉，也就是说，工作满意度。有越来越多的证据表明，目前就业情况的趋势可能被侵蚀的工作满意度水平，并直接损害了身体和心理健

31、康的员工（Kenny等人，2000）。新的工作方法和快速的技术进步正在改变很多工作性质（库珀，1999）。员工的职业发展方向具有重要的意义，为他们的工作满意度，承诺和保留在组织内部。有趣的作业，当它涉及到了职业生涯的方向是兼容的职责和工作的员工发现，当它需要的能力的雇员拥有的价值观，当它的雇员提供奖励，找到理想的。员工的工作与自己的职业定位是兼容的体验积极的情感，对他们的工作生活，应该感到保税他们的组织（Igbaria等人，1991）。承诺在美国的空军人员的工作路径分析，结果发现，最好的解释工作承诺“适合”的组织和家庭之间。 （Bielby，1992），“适合”的程度表示生活满意度，家庭组织的

32、反应的看法和子女抚养环境，组织环境的质量和配偶的支持对一个人的职业生涯。这些结果表明，容纳家庭的关注和限制，其员工的组织是能够维持更高水平的工作的承诺之间的劳动力。“管理支持”的讨论和研究，始终强调的一个因素，影响工作/生活平衡。经理人在工作/生活计划的成功发挥了重要作用，因为他们是在一个位置，以鼓励或不鼓励员工努力平衡工作和家庭（珀洛，1995年）。有几个领导风格：独裁，官僚，自由放任的，有魅力的，民主的，参与性，情境性，事务性的，变革型领导（Mosadeghrad，2003年）。并非所有人都同意一个特定的领导风格会导致组织行为的最有效的形式。需要针对不同的情况，不同的风格，每一个领导者需要

33、知道什么时候才能表现出特别的方法。没有人的领导风格是任何情况下的理想选择，因为领导者可能有一种情况采取有效行动的知识和技能，但可能不会出现在不同的情况下（RAD和Yarmohammadian，2006年）。获得其宗旨和目标的组织的成功取决于管理者和他们的领导风格。通过使用适当的领导风格，管理人员可以影响员工的工作满意度，承诺，和生产力。领导风格可以被看作是一系列管理态度，行为，特征和技能为基础的个人和组织的价值观，领导的利益和可靠性的员工在不同的情况下（Mosadeghrad，2003年）。这个因素，抓住了管理方面的工人，以诚实和诚信的经营，提高效率，并具有开放的沟通与员工（阿伦森等人，200

34、3年，日夫科维奇等人，2009）。经理，尤其是同时拥有formaland非正式的权力提供资源，奖励，惩罚，可能会阻碍或促进的工作/生活平衡策略的采纳和实施的支持。事实上，研究表明，如果积极支持集成监事报酬的工作和其他方面的职责，员工会更容易采取了可用的工作/生活计划（麦当劳，布朗，布拉德利，2005年）。另一方面，它已经表明，即使是在“家庭友善”的组织，管理人员可能会发送消极的信号，表明使用灵活的优点，是一个问题的，他们的同事和组织作为一个整体（柯比克朗， 2002）。每天的管理支持员工的决定是一个重要的变量，利用现有的福利和的程序（Bardoel，1993）。这是特别的情况下，如果员工与上司

35、和同事，可以进行缓冲，他们被察觉的负面影响自己的职业生涯“（布莱尔来和沃顿商学院，2002年）。在其他研究中，员工监事支持他们的努力平衡工作和家庭不太可能体验到工作与家庭的冲突，在新西兰护士的样本，是不太可能体验到职业倦怠（Kalliath贝克，2001年）。因此，本研究CAREE机会之间的关系进行识别，识别，工作任务，薪酬，工作与生活的平衡，高级下级关系，与工作/生活平衡和员工的满意度。 阿南德格尔，克里希南国籍：印度出处：塞尔维亚 - 管理杂志6（1）（2011）85 - 96 原文2Determinants of Job Satisfaction in Select IndianUniv

36、ersal Banks-An Empirical StudyDuring the last few years, banks in India have been increasingly expanding and diversifying beyond the boundaries of traditional banking. Most of the Indian Banks have set up their subsidiaries through which they are providing a wide range of specialized financial servi

37、ces like underwriting of equities and bonds, venture capital financing, leasing, etc. After the financial reforms in India, large scale mergers, amalgamations and acquisitions among banks and financial institutions occurred. There was growth in size and competitive strengths of the merged entities,

38、resulting in adoption of a new financial service organization, i.e. Universal Banking. This move attempted to bridge the gap between banking and financial service providing institutions (Benston, 1994). Now-a-days, banking in addition to normal banking functions include other financial services that

39、 are traditionally non- banking in character such as investment, insurance, mortgage, securitization, etc. These types of banks are defined as Universal Banks. In a highly competitive world, success of any business organization depends on its human resource. Human resource is an asset for every orga

40、nization and its satisfaction is essential for corporate success. Satisfaction in job is defined as a general attitude of employees towards ones job. It is ones feelings or state of mind regarding the nature of their work. It is a self-reported positive state resulting from the appraisal of ones job

41、 or from ones job experience (Rahman, 2009). Also Job satisfaction is the difference between the amount of reward employees receive and the amount they believe they should receive (Robbins, 1997).In this study job satisfaction is defined as an emotional response towards various facets of ones job. A

42、 person can be relatively satisfied with one aspect of his/her job and dissatisfied with one or more other aspects, this feature is known as multi-dimensional approach of job satisfaction (Smith, Kendall and Hullin, 1969). According to Lawler (1972), job satisfaction is a one-dimensional contract; t

43、hat is, one is generally satisfied or dissatisfied with ones job.This paper is an attempt to analyze the level of job satisfaction among employees of two Indian Universal Banks namely, Punjab National Bank and HDFC Bank.The objectives of this paper are:1) To investigate the determinants of job satis

44、faction of Universal bank employees. 2) To examine the relationship between determinants of job satisfaction and overall job satisfaction of Universal bank employees. 3) To make suggestions for improving the job satisfaction of Universal bank employees. A number of studies have been carried out so f

45、ar to explore the concept, framework and structure of universal banking worldwide. The concept of universal banking is of recent origin; therefore, the present study has not come across much research work conducted to study the satisfaction level of employees of universal banks in India.Bhatt (1998)

46、 assessed the job satisfaction level of two leading profitable nationalized banks in the state of Gujarat and examined the various determinants of job satisfaction like personal factors, factors inherent in job and factors controllable by the management. The sample of 100 bank employees was consider

47、ed for this study. The results indicated that supervisors were having little differences with management policies as prescribed by Government of India and they were also looking for a better motivational policy to encourage dedicated team within the organization. The recent mechanization and compute

48、rization had reduced their repetitive task, thereby increasing their satisfaction level.Durkin and Bennett (1999) examined the nature and extent of employee commitment levels in case of the retail bank in United Kingdom, which was attempting to adapt to environmental change, and introduced relations

49、hip-oriented strategies. This study has drawn on a sample of 200 respondents of UK retail banking. For analysis, factor analysis was applied. The results showed a low level internalized commitment. In the absence of high internalized commitment, employee respondents displayed relatively high levels

50、of compliance commitment and low intention to leave. It was concluded that the incentive to stay for such employees outweighed any feelings of not belonging or of not sharing the changing values of the organization. It was argued that high levels of internalized commitment were essential for the suc

51、cessful implementation of the emerging relationship banking strategy. The research revealed that the employees showed unexpectedly low levels of internalized commitment, coupled with higher than expected levels of compliance commitment.It is clear from review of literature that over the last few yea

52、rs, a remarkable change has been noticed in banking organizations, which directly influence employees variables such as satisfaction, loyalty, commitment, and enthusiasm.This study focused on the determinants of job satisfaction and their impact on overall job satisfaction level of Universal bank em

53、ployees in India. The findings reveals that the level of job satisfaction was influenced by the following four factors- supervision, cooperation from peers, payment and other facilitis, and delegation of authority. Other factors are found to be insignificant. An improvement in these factors would br

54、ing a positive change in the overall satisfaction level of bank employees.Since liberalization, banking sector is considered to be one of the major employers. People prefer bank as a career and social status. In order to further improve the satisfaction level of bank employees, bank management shoul

55、d provide regular feedback to the employees about their performance. In the absence of feedback, employees will be discouraged because they dont know how they are doing or may believe their contribution is unacknowledged. Banks must take feedback from employees about their job, salary, colleagues, w

56、orkplace etc. Banks are suggested to provide adequate and effective supervision to the employees. The most important factor effecting employees satisfaction with their job is their immediate supervisor. Many employees dislike their supervisor though they like the work they do. To make employees happ

57、ier in their position, stay longer, and the most important to ensure that customers receive better services, banks must start improving the management skills of supervisors. Salary and other incentive plans should be transparent and sufficient to fulfill employees needs.It is further recommended tha

58、t banks should encourage competitive culture at the workplace i.e. promotion and compensation to the employees must be based on the performance. Banks should provide opportunity to employees to develop their skills, for that purpose bank should provide financial assistance to the employees to pursue advanced degrees along with organizing various developments and training programmes for them at regular intervals. Author: Jaspal Singh and Gagandeep KaurNationality: INDIAOriginate from: Asia Pacific Business Review October-December 2009 pp. 43-55.译文2工