[雙語(yǔ)翻譯]工作滿(mǎn)意度外文翻譯--工作環(huán)境對(duì)工作滿(mǎn)意度的影響

1、3900 英文單詞， 英文單詞，2.2 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 6500 字文獻(xiàn)出處： 文獻(xiàn)出處：Abdul R , Raheela M . Impact of working environment on job satisfaction[J]. Procedia Economics Job satisfaction1. IntroductionMany businesses fail to understand the

2、 importance of working environment for employee job satisfaction and thus face a lot of difficulties during their work. Such organizations are internally weak therefore unable to introduce innovative products into the ma

3、rket to outshine their competitors (Aiken, Clarke, & Sloane, 2002). Employee is an essential component in the process of achieving the mission and vision of a business. Employees should meet the performance criteria

4、set by the organization to ensure the quality of their work. To meet the standards of organization, employees need a working environment that allows them to work freely without problems that may restrain them from perfor

5、ming upto the level of their full potential. The objective of this research paper is to analyse the impact of working environment on employee job satisfaction.1.1. Job SatisfactionAccording to Vroom (1964) Job satisfacti

6、on is an orientation of emotions that employees possess towards role they are performing at the work place. Job Satisfaction is the essential component for employee motivation and encouragement towards better performance

7、 .Many people have defined job satisfaction over the years. Hoppok & Spielgler (1938) defines job satisfaction as the integrated set of psychological, physiological and environmental conditions that encourage employe

8、es to admit that they are satisfied or happy with their jobs .Further, the role of employees at workplace is emphasized as there is an influence of various elements on an employee within the organization.Work has been do

9、ne to understand the relationship between work environment and job satisfaction all around the world in different contexts over the years. The study is gaining more and more importance with the passage of time because of

10、 its nature and impact on the society. The findings of a Danish study suggest that a firm can increase its productivity through the improvement of physical dimensions of work environment (internal climate) and may have

11、a positive impact on firms’ productivity (Buhai, Cottini, & Nielseny, 2008).Herzberg et al. (1959) developed motivational model for job satisfaction and through research he found that the job related factors can be d

12、ivided into two categories, Hygiene factors and motivation factors. Hygiene factors can not cause satisfaction but they can change dissatisfaction into no dissatisfaction or short term motivation, whereas motivational fa

13、ctors have long lasting effect as they raise positive feelings towards job and convert no dissatisfaction into satisfaction. In the absence of hygiene factors (that are working conditions, supervision quality and level,

14、the company policy and administration, interpersonal relations, job security, and salary) the employees chances of getting dissatisfied increase .Baah and Amoako (2011) described that the motivational factors (the nature

15、 of work, the sense of achievement from their work, the recognition, the responsibility that is granted to them, and opportunities for personal growth and advancement) helps employees to find their worth with respect to

16、value given to them by organization. Further, this can increase motivational level of employees which will ultimately raise internal happiness of employees and that the internal happiness will cause satisfaction. Hygeine

17、 factor can only cause external happiness but they are not powerful enough to convert dissatisfaction into satisfaction but still its presence is too much important. According to them the Herzberg Two Factor Theory, both

18、 Hygiene and Motivation factors are linked with each other, as Hygiene factors move employee from Job dissatisfaction to No Job dissatisfaction, whereas motivation factors moves employees from no job dissatisfaction to j

19、ob satisfaction (Herzberg et al., 1959).Sell and Cleal (2011) developed a model on job satisfaction by integrating economic variables and work environment variables to study the reaction of employees in hazardous work en

20、vironment with high monetary benefits and non-hazardous work environment and low monetary benefits. The study showed that different psychosocial and work environment variables like work place, social support has direct i

21、mpact on job satisfaction and that increase in rewards does not improve the dissatisfaction level among employees.The supervisors’ availability at time of need, ability to interlink employees, stimulate creative thinki

22、ng and knowledge of worth of open mindedness in view of workers, and ability to communicate with employees, are the basic supervision traits. Results revealed that with good and effective supervision, employees’ satisfac

23、tion level was high whereas with poorer communication ability, dissatisfaction level among employees was high (Schroffel, 1999). Another study by Catillo & Cano (2004) on the job satisfaction level among faculty memb

24、ers of colleges showed that if proper attention is given towards interpersonal relationships, recognition and supervision, the level of job satisfaction would rise.Bakotic & Babic (2013) found that for the workers wh

25、o work under difficult working conditions, working condition is an important factor for job satisfaction, so workers under difficult working conditions are dissatisfied through this factor. To improve satisfaction of em