員工工作滿意度與離職傾向關(guān)系研究外文翻譯(（節(jié)選）

1、<p><b>　　外文翻譯</b></p><p><b>　　原文1</b></p><p>　　Comparing Public and Private Employees Job Satisfaction and Turnover</p><p>　　This study compares the job

2、 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 th

3、at 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 com

4、pared to their counterparts in th</p><p>　　The higher need for job security in public employees also hampers organizational performance through influencing the job satisfaction-turnover relationship.</p&g

5、t;<p>　　In the literature, job satisfaction is found to be negatively associated with turnover intention.</p><p>　　When employees are dissatisfied, they think more of quitting their jobs. For public e

6、mployees, dissatisfaction may stimulate less of an intention to quit because of their greater need for security.</p><p>　　If those who are dissatisfied continue to stay on in their jobs, their low work motiv

7、ation will decrease the overall performance of the organization. </p><p>　　In Taiwan, there may be many public employees dissatisfied with their jobs who continue to stay, and hence decrease the productivity

8、 of their organizations. </p><p>　　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

9、 private sectors. The third purpose of this study is to examine these differences in Taiwan.</p><p>　　Studies comparing the job satisfaction of public versus private employees have resulted in mixed outcomes

10、. 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 w

11、ith 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 examp</p><p><b>　　……</b>&

12、lt;/p><p>　　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 versu

13、s 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 emp

14、loyees are more satisfied with intrinsic aspects of their jobs, but less satisfied</p><p>　　Hypothesis 1: Public employees have a higher level of intrinsic job satisfaction than private employees.</p>

15、<p>　　Hypothesis 2: Public employees have a lower level of extrinsic job satisfaction than private employees.</p><p>　　Although Baldwin found that the need for security had no negative effect on the wo

16、rk 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 th

17、e 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</p><p>　

18、　Hypothesis 3: Public employees have a lower level of turnover intention than private employees.</p><p>　　Empirical evidence has shown that when an employee's job satisfaction decreases,his or her turnov

19、er 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

20、 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 i</p><p>　　Hypothesis 4:

21、The negative relationship between intrinsic job satisfaction and turnover intention is weaker in public than in private employees.</p><p>　　Hypothesis 5: The negative relationship between extrinsic job satis

22、faction and turnover intention is weaker in public than in private employees.</p><p><b>　　……</b></p><p>　　Author: Yau-De Wang，Chyan Yang，Kuei-Ying Wang</p><p>　　National

23、ity: taiwan</p><p>　　Originate from: Public Personnel Management</p><p><b>　　譯文1</b></p><p>　　比較在臺灣的私營企業(yè)員工和公共部門員工的工作滿意度和離職意向</p><p>　　這項研究比較了在臺灣的私營企業(yè)員工和公共部門

24、工員工的工作滿意度和離職意向。采用問卷調(diào)查的方法從公共部門員工和私營企業(yè)員工中收集數(shù)據(jù)。結(jié)果表明，公共部門雇員的工作滿意度和離職意向和私營企業(yè)雇員是不同的。首先，公共部門雇員的工作滿意度要高于職務(wù)相當(dāng)?shù)乃綘I企業(yè)雇員的工作滿意度，離職傾向較之則恰恰相反。其次，公共部門雇員較私營企業(yè)雇員的外在工作滿意度與離職傾向的負(fù)相關(guān)關(guān)系較弱，為提高雇員的積極性，臺灣公共部門管理者應(yīng)提高他們員工的外在工作滿意度，把不滿意的員工轉(zhuǎn)移到他們找到更滿意的工作上

25、去。此外，他們也希望據(jù)此檢驗是否組織內(nèi)離職率太低以至于不能支持勞動力的正常流動。</p><p>　　經(jīng)濟理論認(rèn)為，公共部門比私營企業(yè)的效率和生產(chǎn)力低。臺灣的公共部門也不例外。要改革公共部門，臺灣政府已經(jīng)開展了一項重大的私有化進程。</p><p>　　但是，部分公共部門是不能被私有化的。對此，改革進程中需要制定和加入一些其他戰(zhàn)略，為設(shè)定有效地解決此問題的策略，必須要探討此問題產(chǎn)生的原因。

26、</p><p>　　文獻(xiàn)資料關(guān)于公共部門工作效率低下的原因有著不同的爭論。</p><p>　　其中的一種看法就是公共部門雇員的工作滿意度是低于私營企業(yè)的雇員的原因是公共部門缺乏激勵雇員潛能的能力。</p><p>　　雖然從獨立層面上看，低滿意度跟低生產(chǎn)力并沒有直接關(guān)系，但低滿意度往往會跟高缺勤率和離職率掛鉤。這反過來又降低了在組織層面的生產(chǎn)力。 </p&

27、gt;<p>　　另一方面，較高的工作滿意度，或許降低了缺勤率和離職率，同時也提高了他們的組織公民行為，從而提高組織的整體業(yè)績。</p><p>　　如果公共部門雇員的工作滿意度低于私營機構(gòu)雇員，公共部門應(yīng)當(dāng)重新調(diào)整雇員的工作，以激勵員工的潛能。正是由于員工滿意度在組織層面對生產(chǎn)力的影響因素，本研究的目的之一就是要對比無論公共部門還是私營企業(yè)，無論是外在還是內(nèi)在的工作滿意度的不同表現(xiàn)。</p&

28、gt;<p>　　研究比較私營和公共部門雇員對工作滿意程度的結(jié)果是五花八門的。許多的研究表明公共部門雇員的工作滿意程度比私營企業(yè)雇員低。在另一方面，有一些研究發(fā)現(xiàn)在特定方面公共比私營企業(yè)雇員要有更高的工作滿意程度。 比如Schneider和Vaught發(fā)現(xiàn)盡管密蘇里州公共部門管理人員對薪水不滿意，但在總體工作滿意程度和內(nèi)在滿意程度和民企部門管理人員相等。Cho和Lee發(fā)現(xiàn)在韓國，政府部門管理人員和私人銀行管理人員有著一樣的

29、工作滿意程度。</p><p><b>　　……</b></p><p>　　現(xiàn)有的調(diào)查沒能清楚的表達(dá)公共部門雇員的工作滿意程度是否低于、等于或者高于私營企業(yè)員工。在工作滿意程度的內(nèi)部和外部方面有著許多的矛盾。Schneider和Vaught爭論部門工作內(nèi)在和外面中和的關(guān)系。國有企業(yè)的雇員很滿意內(nèi)在方面，但是對外在方面的滿意程度低于私營企業(yè)的雇員。Posner和Sch

30、midt發(fā)現(xiàn)，公共管理體驗的滿意度高于民營企業(yè)管理人員從內(nèi)在方面，他們的工作任務(wù)，各種挑戰(zhàn)和有價值的成就。在公共部門提供就業(yè)機會，為服務(wù)市民，在私營部門所不具備的一個重要的內(nèi)在滿意。他們的實證研究雷尼和博茲曼得出的結(jié)論是，公共部門雇員的外在方面的工作，因為他們的官僚規(guī)則的工作自主性和推廣機會的限制不太滿意的。此外，公共部門的雇員往往獎勵比私人企業(yè)的員工少很多。較低的回報，可能會導(dǎo)致外在的公共部門雇員的滿意度較低。以調(diào)節(jié)作用的內(nèi)在和外在工

31、作滿意度方面的考慮，我們假設(shè)：</p><p>　　假設(shè)1：公共部門雇員有一個更高層次的內(nèi)在工作滿意度比私營企業(yè)的雇員。</p><p>　　假設(shè)2：與私營企業(yè)雇員的外在工作滿意度，公共部門雇員有一個較低的水平。</p><p>　　盡管鮑德溫發(fā)現(xiàn)安全需求對公共部門雇員的工作積極性并無負(fù)面影響，但他并沒有充分探究公共部門雇員在工作行為中對職業(yè)安全的更高需求。<

32、/p><p>　　在公共部門，較高的職業(yè)安全感可以降低雇員離職率。</p><p>　　根據(jù)Shore and Tetrick的調(diào)查，雇員大多是通過可以與公共部門簽訂長期的合同的雇主來尋扎一份長期的穩(wěn)定的職業(yè)。這份合同或者說是契約可以穩(wěn)固雇傭雙方的關(guān)系，并且降低了公共部門的離職率。</p><p>　　此外，Hammer and Tasself指出：公共部門的雇員對職業(yè)

33、安全的高需求反映出了公共部門風(fēng)險規(guī)避等級較高。這同時也導(dǎo)致了他們厭惡面對轉(zhuǎn)業(yè)的不確定性。較之私營企業(yè)的雇員，公共部門的雇員更不愿意離開他們的工作崗位。和關(guān)于職業(yè)安全的爭論一致，我們假設(shè)：</p><p>　　假設(shè)3：公共部門雇員的離職傾向水平要低于私營企業(yè)的雇員的離職傾向水平。</p><p>　　經(jīng)驗型實例表明，一旦一名雇員的工作滿意度降低，那么他或者她的離職傾向水平會隨之提高。然而，由

34、于他們對工作極強的依賴，以及對轉(zhuǎn)業(yè)風(fēng)險的厭惡，他們會感覺到即使工作滿意度較低，公共部門的雇員仍然會因為公共部門較高的職業(yè)安全感而會選擇繼續(xù)在原來的工作崗位上工作，這表明：公共部門內(nèi)部的工作滿意度和離職傾向的負(fù)相關(guān)關(guān)系要弱于私營企業(yè)?；谏鲜稣擖c，我們猜想：</p><p>　　假設(shè)4：公共部門內(nèi)部的內(nèi)在工作滿意度和離職傾向的負(fù)相關(guān)關(guān)系要弱于私營企業(yè)。</p><p>　　假設(shè)5：公共部門內(nèi)

35、部的外在工作滿意度和離職傾向的負(fù)相關(guān)關(guān)系要弱于私營企業(yè)。</p><p><b>　　……</b></p><p>　　作者：Yau-De Wang，Chyan Yang，Kuei-Ying Wang</p><p><b>　　國籍：臺灣</b></p><p><b>　　出處：公共人

36、事管理</b></p><p><b>　　原文2</b></p><p>　　ORGANIZATIONAL COMMITMENT, JOB SATISFACTION, AND TURNOVER INTENTION OF MISSIONARIES</p><p><b>　　……</b></p>

37、<p>　　The 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 attent

38、ion 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 t

39、o the organization, rather than merely young recruits.</p><p>　　Two reasons exist why tenure is such an important factor for determining job satisfaction and organizational commitment. First, those who are d

40、issatisfied 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

41、 and are not part of the survey sample. This is a fundamental constraint of this type of research, as acknowledged by Bedeian et al. (199</p><p>　　The second reason why tenure predicts job satisfaction and o

42、rganization commitment relates to one’s 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 hav

43、e 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 reject an organization for which they have bee

44、</p><p>　　Author: Maslach C&Jackson S </p><p>　　Nationality: Thailand </p><p>　　Originate from: Journal of Psychology & Theology</p><p&g

45、t;<b>　　譯文2</b></p><p>　　傳教士的組織承諾、工作滿意度和離職傾向</p><p><b>　　……</b></p><p>　　目前的分析支持了任期是組織承諾，工作滿意度和離職傾向中更重要的因素，而不是年齡。雖然我們有將注意力放在代際差異上,因為這可能是他們所需要的，但是真正應(yīng)該重視的是組織保證的

46、時間長度。干預(yù)策略應(yīng)該調(diào)整方向，導(dǎo)向那些近期加入的組織,而不僅僅是面向沒有經(jīng)驗的新雇傭成員。</p><p>　　任期是一個決定工作滿意度和組織承諾十分重要的因素有兩個原因。第一點，那些感到不滿的人離開，他們不再抱怨周圍或表達(dá)有關(guān)組織的消極態(tài)度。時間最長的一群人,也可以顯而易見的認(rèn)為是由“務(wù)工人員”組成。由于不滿的成員已經(jīng)離開，所以這也不被認(rèn)為是調(diào)查樣本的一部分。這是也是這類研究一個基本的約束，類似于書上所說的

47、“成分影響結(jié)果，就像個人系統(tǒng)選擇法則中的選擇和辭退勞動力。。。由于這個方面的限制也可以推論出工作經(jīng)驗與其在任期內(nèi)對工作的滿意度的關(guān)系”(p 47)。這一點論證也十分適用于目前的研究。</p><p>　　第二個是預(yù)測任期內(nèi)工作滿意度和組織承諾涉及到個人關(guān)系時的原因。長期參與一個活動或工作的組織，會形成更大的契約。那些排斥該組織多年之后將不得不重新進行考慮,因為事實上他們已經(jīng)投資組織這么多年,這也是他們不滿意的地方

48、。值得注意的是這將會對那些曾抵制該組織的人造成認(rèn)知失調(diào)并持續(xù)相當(dāng)長的時間。因此，那些發(fā)現(xiàn)自己高度不滿意組織的人要么改變自己的態(tài)度來迎合組織，要么就選擇離開。在其最長任期中，要么提高工作滿意度和組織承諾要么大大降低離職傾向。</p><p>　　作者：Trimble, Douglas E. </p><p><b>　　國籍：泰國</b></p