[雙語(yǔ)翻譯]員工滿意度外文翻譯--員工工作滿意度策略——以服務(wù)業(yè)為例（英文）

1、 Procedia - Social and Behavioral Sciences 150 ( 2014 ) 1167 – 1176 Available online at www.sciencedirect.com ScienceDirect1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access artic

2、le under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Peer-review under responsibility of the International Strategic Management Conference. doi: 10.1016/j.sbspro.2014.09.132 1 Correspon

3、ding author. Tel.:+90-212-4441997; E-mail address: erkankabak@beykent.edu.tr. 10th International Strategic Management Conference Strategies for employee job satisfaction: A case of service sector Kamil Erkan Kabaka,*,

4、 As?m ?ena, Kenan Göçera, Seçil Küçüksöylemezb, Güngör Tuncerc aBeykent University, Istanbul, Turkey bEdding Gmbh,Istanbul, Turkey cKavram Meslek Yüksekokulu, Istanbul

5、, Turkey Abstract In most situations managing the strategy execution process include the best practices of Total Quality Management (TQM) through increasing employee job satisfaction. The purpose of this study is to me

6、asure the impact of TQM activities on the job satisfaction for small and middle sized companies (SMEs) in the service sector of Turkey with an empirical analysis. Five TQM practices chosen to have a significant impact

7、on job satisfaction are employee training and education, employee relations and teamwork, employee reward and recognition, quality culture and employee empowerment. The variables are analyzed using the Exploratory Fact

8、ory Analysis (EFA), descriptive statistics analysis, correlation analysis and an independent sample t-test. Results show that employee training and education, and employee relations and teamwork are the most dominant f

9、actors on job satisfaction. However, there are some considerable factors such as facilities, job security, rewards and there is little impact of education and salary levels on job satisfaction. © 2014 Published b

10、y Elsevier Ltd. Selection and/or peer-review under responsibility of the 10th International Strategic Management Conference Keywords: job satisfaction; total quality management; service sector. 1. Introduction Implemen

11、ting and executing the strategies successfully depends partly on manager’s ability to motivate people, create and nurture a strategy-supportive work climate. In most cases, managing strategy execution process includes

12、using the best-known practices of Total Quality Management (TQM) and pushing for job satisfaction (Thompson et al., 2010). Job satisfaction and its relations with the TQM © 2014 The Authors. Published by Elsevier L

13、td. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Peer-review under responsibility of the International Strategic Management Conference.1169Kamil Erkan

14、 Kabak et al. / Procedia - Social and Behavioral Sciences 150 ( 2014 ) 1167 – 1176 correlation and multiple regression analysis. Her study includes a constraint such that the survey covers only engineers who hav

15、e more than two years of experience. Similar to Keng et al. (2005), she finds that teamwork is the most dominant factor on job satisfaction. Ijaz et al. (2012) use a different term called “internal customer job satisfa

16、ction” instead of employee job satisfaction and they evaluate it with the TQM practices. Also, rather than considering only one organization, their survey includes different service and manufacturing organizations with

17、 a structural equation modeling analysis. In a recent study, Alsughayir (2014) analyzes employee job satisfaction by applying an exploratory factor analysis (EFA) together with a multilinear regression analysis for a S

18、audi Arabian organization. He finds that organization culture has a dominant effect on job satisfaction among the TQM activities. 3. Conceptual Research Framework Conceptual research framework is developed in this study

19、 similar to the framework given by Keng et al. (2005). The theoretical TQM model for the SMEs in the service sector of Turkey is given in Figure 1. Figure 1: Conceptual research framework. The model has five independen

20、t variables and one dependent variable. The independent variables are critical TQM practices that are given by Deming (1986) and Juran (1993). The employee job satisfaction is modeled as a dependent variable. Among the

21、 independent variables, teamwork, rewards and recognition are also used in previous studies for investigating the impact of TQM practices on employee job satisfaction (see Keng 2005). However, the other critical TQM pr