商業(yè)銀行員工工作滿意度調(diào)查研究——以中國建設銀行路橋支行為例外文翻譯

1、外文翻譯原文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譯文1工作/生活平衡和思考員工的滿意度組織對員工的態(tài)度以及員工的生活，工作/生活平衡有重要的影響。在高技能的知識工作者的管理，如專業(yè)技術(shù)人員，他們的承諾和忠誠度提出了挑戰(zhàn)，

28、向雇主（Scholarios等人，2006），可能是特別重要的工作/生活的邊界。軟件工程師已經(jīng)取得了相當大的勞動市場力量在最近幾年，鼓勵跨組織促進一個組織的忠誠度，而不是流動性的情況下。不斷變化的社會趨勢，如婦女進入勞動力市場的需要雙收入支持的平均生活水平與經(jīng)濟相結(jié)合的數(shù)量增加，工作與生活的沖突。因此，今天的人力資源管理者評估人員的做法，以滿足這些需求，希望能提高員工對組織的忠誠度。此外，很多組織已經(jīng)開始采取發(fā)展質(zhì)量的工作生活計劃的作用。工作滿意度已確定了一些獎勵制度等因素在工作中，感知質(zhì)量監(jiān)督，工作條件，個人的地位和資歷，年齡，婚姻狀況，和多年的經(jīng)驗，引起人們的滿意或不滿意的決定因子，如他們

29、的工作（Mosadeghrad等人，2008）。目前的研究探討工作滿意度之間的關(guān)系和在印度的IT員工的工作與生活之間的平衡。首先，不同結(jié)構(gòu)的工作機會，認可，工作任務，薪酬，工作/生活的平衡，高級的從屬關(guān)系，和員工的滿意度之間的關(guān)系研究。二，保持工作與生活的平衡，作為中介結(jié)構(gòu)，它是否會導致員工的滿意度進行了分析。一些理論家認為工作滿意度的積極情感反應和態(tài)度，個人對他的工作（Oshagbemi，1999年）。其他人將其看作是一個二維的結(jié)構(gòu)組成的“內(nèi)在”和“外在”滿意度尺寸，（WARR等人，1979），或可替代地，“滿意/缺乏滿意''和' “不滿/不足”的不滿尺寸（Winef

30、ield等，1988）。最近，辯論已經(jīng)出現(xiàn)，無論是工作滿意度是一個全球性的概念或的組成方面的滿意度與個人的工作（Wanous等人，1997年; Umukoro等人。，2009）的各個方面。外部的滿意度客戶依賴于內(nèi)部客戶的滿意度（貝利和Dandrade的，1995年）。在競爭激烈的市場上取得成功，取決于機構(gòu)的工人的滿意度水平。滿意或不滿意的工人會影響該組織的表現(xiàn)。此外，工作滿意度提供了工人的積極態(tài)度和行為（風琴，1997年）。影響機構(gòu)的工人的行為的最重要的因素之一是工作滿意度的感覺，也就是說，工作滿意度。有越來越多的證據(jù)表明，目前就業(yè)情況的趨勢可能被侵蝕的工作滿意度水平，并直接損害了身體和心理健

31、康的員工（Kenny等人，2000）。新的工作方法和快速的技術(shù)進步正在改變很多工作性質(zhì)（庫珀，1999）。員工的職業(yè)發(fā)展方向具有重要的意義，為他們的工作滿意度，承諾和保留在組織內(nèi)部。有趣的作業(yè)，當它涉及到了職業(yè)生涯的方向是兼容的職責和工作的員工發(fā)現(xiàn)，當它需要的能力的雇員擁有的價值觀，當它的雇員提供獎勵，找到理想的。員工的工作與自己的職業(yè)定位是兼容的體驗積極的情感，對他們的工作生活，應該感到保稅他們的組織（Igbaria等人，1991）。承諾在美國的空軍人員的工作路徑分析，結(jié)果發(fā)現(xiàn)，最好的解釋工作承諾“適合”的組織和家庭之間。 （Bielby，1992），“適合”的程度表示生活滿意度，家庭組織的

32、反應的看法和子女撫養(yǎng)環(huán)境，組織環(huán)境的質(zhì)量和配偶的支持對一個人的職業(yè)生涯。這些結(jié)果表明，容納家庭的關(guān)注和限制，其員工的組織是能夠維持更高水平的工作的承諾之間的勞動力?！肮芾碇С帧钡挠懻摵脱芯?，始終強調(diào)的一個因素，影響工作/生活平衡。經(jīng)理人在工作/生活計劃的成功發(fā)揮了重要作用，因為他們是在一個位置，以鼓勵或不鼓勵員工努力平衡工作和家庭（珀洛，1995年）。有幾個領(lǐng)導風格：獨裁，官僚，自由放任的，有魅力的，民主的，參與性，情境性，事務性的，變革型領(lǐng)導（Mosadeghrad，2003年）。并非所有人都同意一個特定的領(lǐng)導風格會導致組織行為的最有效的形式。需要針對不同的情況，不同的風格，每一個領(lǐng)導者需要

33、知道什么時候才能表現(xiàn)出特別的方法。沒有人的領(lǐng)導風格是任何情況下的理想選擇，因為領(lǐng)導者可能有一種情況采取有效行動的知識和技能，但可能不會出現(xiàn)在不同的情況下（RAD和Yarmohammadian，2006年）。獲得其宗旨和目標的組織的成功取決于管理者和他們的領(lǐng)導風格。通過使用適當?shù)念I(lǐng)導風格，管理人員可以影響員工的工作滿意度，承諾，和生產(chǎn)力。領(lǐng)導風格可以被看作是一系列管理態(tài)度，行為，特征和技能為基礎(chǔ)的個人和組織的價值觀，領(lǐng)導的利益和可靠性的員工在不同的情況下（Mosadeghrad，2003年）。這個因素，抓住了管理方面的工人，以誠實和誠信的經(jīng)營，提高效率，并具有開放的溝通與員工（阿倫森等人，200

34、3年，日夫科維奇等人，2009）。經(jīng)理，尤其是同時擁有formaland非正式的權(quán)力提供資源，獎勵，懲罰，可能會阻礙或促進的工作/生活平衡策略的采納和實施的支持。事實上，研究表明，如果積極支持集成監(jiān)事報酬的工作和其他方面的職責，員工會更容易采取了可用的工作/生活計劃（麥當勞，布朗，布拉德利，2005年）。另一方面，它已經(jīng)表明，即使是在“家庭友善”的組織，管理人員可能會發(fā)送消極的信號，表明使用靈活的優(yōu)點，是一個問題的，他們的同事和組織作為一個整體（柯比克朗， 2002）。每天的管理支持員工的決定是一個重要的變量，利用現(xiàn)有的福利和的程序（Bardoel，1993）。這是特別的情況下，如果員工與上司

35、和同事，可以進行緩沖，他們被察覺的負面影響自己的職業(yè)生涯“（布萊爾來和沃頓商學院，2002年）。在其他研究中，員工監(jiān)事支持他們的努力平衡工作和家庭不太可能體驗到工作與家庭的沖突，在新西蘭護士的樣本，是不太可能體驗到職業(yè)倦?。↘alliath貝克，2001年）。因此，本研究CAREE機會之間的關(guān)系進行識別，識別，工作任務，薪酬，工作與生活的平衡，高級下級關(guān)系，與工作/生活平衡和員工的滿意度。 阿南德格爾，克里希南國籍：印度出處：塞爾維亞 - 管理雜志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.譯文2工