[雙語(yǔ)翻譯]員工激勵(lì)外文翻譯--文化視角下的員工激勵(lì)——酒店業(yè)競(jìng)爭(zhēng)力的關(guān)鍵因素（英文）

1、 Procedia Economics and Finance 3 ( 2012 ) 981 – 986 2212-6716 © 2012 The Authors. Published by Elsevier Ltd. Selection and peer review under responsibility of Emerging Markets Queries in Finance and Business

2、 local organization. doi: 10.1016/S2212-5671(12)00261-4 Emerging Market Queries in Finance and Businessa key element of the hospitality industry competitivenessa,*, Manuela Rozalia Gabora, Flavia Dana Olteanaa -Abstract

3、Culture itself has a significant role in providing a framework in which motivational factors work. In addition to motivation, organizational culture facilitates the crucial aspects of organizational life, such as unity a

4、mong employees and the general welfare. The literature defines different types of traditional motivational practices that are seen as connected to the system of rewards such as promotion, holidays, pay-for-performance an

5、d personal achievements. Innovative motivational practices are, on the other hand, described as improvements of the working environment, work organization and the job itself. The reason why these new practices were intro

6、duced is that they are related to productivity and employee satisfaction. Most employees of the hospitality companies do not have a higher education, this being not required by most of the jobs in this field. If educati

7、on is not a competitive advantage, and Travel & Tourism Competitiveness Report 2011 - World Economic Forum ranked Romania regarding the quality of the education system, specialized research and training and investmen

8、t in staff training on 84, respectively 95 and 72 place out of 139 countries analyzed, we believe that employee motivation can be an asset when it comes to sustainable tourism. And the crucial point is that without motiv

9、ation employees are inefficient and expensive. In the study we used a questionnaire-based survey, analyzing the views and opinions of respondents in the investigatederformance.© 2012 Published by Elsevier Ltd. Sele

10、ction and peer-review under responsibility of the Emerging Markets Queries in Finance and Business local organizationKeywords: motivation, culture, hospitality industry, tourism, competitiveness* Corresponding author. Te

11、l.: +40 0740 094 636 E-mail address: liacontiu@yahoo.comAvailable online at www.sciencedirect.com© 2012 The Authors. Published by Elsevier Ltd. Selection and peer review under responsibility of Emerging Markets Quer

12、ies in Finance and Business local organization.Open access under CC BY-NC-ND license.Open access under CC BY-NC-ND license.983Lia Codrina Con?iu et al. / Procedia Economics and Finance 3 ( 2012 ) 981 – 986 Most e

13、mployees of Romanian hospitality companies do not have high education, this being not required by most of the jobs in this field. If education is not a competitive advantage and World Economic Forum ranked Romania in T

14、ravel & Tourism Competitiveness Report 2011 - regarding the quality of the education system, specialized research and training and investment in staff training on 84, respectively 95 and 72 place out of 139 countri

15、es analyzed, we believe that employees motivation can be an asset when it comes to competitiveness and sustainable tourism. Based on these considerations we elaborated the study hypothesis - in a collectivist, feminine

16、 culture with a high uncertainty avoidance and high hierarchical distance, the Romanian employees are motivated by incentives which offer them security, social status and recognition within the organization, and a bett

17、er quality of life. 2. Methodology In the study we used a questionnaire-based survey, analyzing the views and opinions of respondents in the investigated determination as well as positive and negative incentives, elem

18、ents that determine performance. We collected 198 questionnaires and responses were recorded by respondents to ensure the anonymity climate and increase the number of questionnaires completed in a relatively short time

19、. In research we used a disproportionate stratified random sampling. The first layer of the sample is composed of the representative towns . The second layer consists of hospitality companies from these areas, The qu

20、estionnaire on motivational factors had 28 items, using 5-point Likert scale. The six socio- demographic variables are nominal: gender, marital status and position in the organization, and ordinal: length of service, ed

21、ucation and age. Responses were processed with SPSS for Windows 16 and as ordinal data processing method we employed for the frequencies and percentages of responses for each item, and from the non-parametric tests, we

22、 used chi-square analysis to test the significance of variables and for the degree of association of two ordinal variables, the Spearman test. 3. Results The first aspect studied is the ideal job characteristics, which

23、are at the same time motivating for employees in the work they perform. The main issues are cooperation with colleagues 96%, good working conditions 94.5% and getting a high salary 93.9%. These results characterize a f

24、eminine culture that is focused on security and affiliation to an organization. To establish correlations between these variables and the socio-demographic variables, we calculated the Spearman correlation coefficient

25、. Between variables to have good working conditions lighting, working place arrangement ... and have a job that gives you enough time for you personally or family life there is a weak positive correlation, Spearman co

26、efficient = 0.290, p <0.001. The variables to have good working conditions lighting, working place arrangement ... and work with people who cooperate well are weakly positively correlated, Spearman coefficient = 0.3

27、04, p <0.001. Between the variable to work with people who cooperate well and age, as socio-demographic variable, there is a weak positive correlation, Spearman coefficient = 0.254, p <0.001. Between age and hav