[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

1、3500 英文單詞， 英文單詞，1.9 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 5800 字文獻(xiàn)出處： 文獻(xiàn)出處：Kabak K E , ?en, As?m, G??Er K , et al. Strategies for Employee Job Satisfaction: A Case of Service Sector[J]. Procedia - Social and Behavioral Sciences, 2014, 150:1

2、167-1176.Strategies for employee job satisfaction: A case of service sectorKamil Erkan Kabak, As?m ?en, Kenan Göçer, Seçil Küçüksöylemez, Güngör TuncerAbstractIn most situatio

3、ns 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 measure the impact of TQM activities o

4、n 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 on job satisfaction are employee train

5、ing and education, employee relations and teamwork, employee reward and recognition, quality culture and employee empowerment. The variables are analyzed using the Exploratory Factory Analysis (EFA), descriptive statisti

6、cs 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 factors on job satisfaction. However, there

7、 are some considerable factors such as facilities, job security, rewards and there is little impact of education and salary levels on job satisfaction. Keywords: job satisfaction; total quality management; service sector

8、.1. IntroductionImplementing 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 execu

9、tion process includes 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 practices are gaining more

10、significance in today’s industries since it affects organizational outcomes significantly (Gray et al., 2003). Also, it is one of the main factors on the effectiveness of a business since it causes a firm’s functioning t

11、hrough the behaviors of employees (Spector, 1997). Further, it is regarded as a crucial element in the European Model for TQM (1994), the Deming Prize (1996), and the American Baldrige Quality Award (1999) (Jha and Kumar

12、, 2012).Job satisfaction is mainly regarded as a phenomenon that occurs when the properties of a job fit together with the demands of employees and determines the fulfillment from a job (Locke, 1976). That is, it is an i

13、mportant factor for the loyalty of employees, continuity, attraction and productivity of a job and it can be viewed as positive emotional reactions to a specific job (Locke, 1976). Many definitions of job satisfaction ex

14、ist in the literature. Accordingly, Bullock (1952) treats job satisfaction as the integrity of related and unrelated desired job experiences and as an attitude that results from these activities. Vrom (1964) defines it a

15、s a multi-dimensional measure of job attitudes with regard to employees’ perceptions, emotions and behaviors. However, Davis and Nestrom (1985) consider job satisfaction connected closely with an employee’s behavior in a

16、 workplace.Although defined in different ways in the literature, in this context, it is considered briefly as the fulfillment that results from the emotions of employees such as love, loyalty and dedication to employee j

17、ob satisfaction is modeled as a dependent variable. Among the independent variables, teamwork, rewards and recognition are also used in previous studies for investigating the impact of TQM practices on employee job satis

18、faction (see Keng 2005). However, the other critical TQM practices like employee training and education, employee relations, quality culture and employee empowerment are not evaluated on the impact of job satisfaction i

19、n the literature. Therefore, one of the purposes of this study is to bridge these less studied TQM factors with the job satisfaction. For this reason, the following hypothesis is proposed:H1: The implementation of TQM pr

20、actices such as employee training and education, employee relations and teamwork, employee reward and recognition, quality culture and employee empowerment are positively associated with job satisfaction within organizat

21、ions in Turkish service sector.Figure 1: Conceptual research framework.4. MethodologyIn this study, the research method is questionnaire survey method with self-completed surveys. The surveys are completed by small and m

22、edium sized enterprises (SMEs) in the Turkish service sector located in Marmara region of Turkey. These SMEs constitute an important portion of Turkish service sector so that it is crucial to analyze the impact of job sa

23、tisfaction based on TQM activities for these organizations. The data are collected from employees having different job levels from various departments within these SMEs. The response rate of the survey is 50%. The survey

24、 was performed between the months of January until April 2013.The questions in the survey are determined according to main TQM activities and based on the literature. The survey includes five factors in relation to criti

25、cal TQM practices with a total of 23 questions. The survey is collected in the same day when it is completed. Also, special care is given for having clear and understandable questions in the preparation of the survey. Th