[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

1、2500 英文單詞， 英文單詞，14000 英文字符，中文 英文字符，中文 4290 字文獻(xiàn)出處： 文獻(xiàn)出處：Lia Codrina Con?iu, Gabor M R, Oltean F D. Employee's Motivation from a Cultural Perspective – A Key Element of the Hospitality Industry Competitiveness [J]. Pro

2、cedia Economics & Finance, 2012, 3(1):981-986.Employee’s motivation from a cultural perspective — a key element of the hospitality industry competitivenessLia Codrina Contiu, Manuela Rozalia Gabor, Flavia Dana Oltean

3、AbstractCulture 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

4、 unity among 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-perfor

5、mance and 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 we

6、re introduced 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

7、education 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 in

8、vestment 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 withou

9、t motivation employees are inefficient and expensive.In the study we used a questionnaire-based survey, analyzing the views and opinions of respondents in the investigated hospitality companies from Mures region regardin

10、g motivational factors, criteria of payment determination as well as positive and negative incentives, elements that determine performance.Keywords: motivation, culture, hospitality industry, tourism, competitiveness1. I

11、ntroductionThe crucial point with motivation is that without it employees become inefficient and costly. Thus, managers must find appropriate instruments that motivate employees and fit the current organizational culture

12、. Currently, traditional motivational practices such as financial incentives and promotion were found to be inappropriate. However, innovative practices were not yet widely adopted, even if their success has been proved

13、by several studies. Managers’ reluctance in taking and using innovative measures in parallel with traditional motivational practices could be due to following reasons. First, alternative practices and their impact are no

14、t well known by managers. Second, the current organizational culture does not support the use of innovative practices. Third, it is the natural resistance to change which implies that in many cases people are afraid of n

15、ew things and therefore new motivational practices are not agreed Helou & Viitala, 2007.Culture is rooted in various sources, including national, regional and organizational aspects that may influence a company. Thes

16、e issues shape the organizational culture, which, in turn, can be classified in different ways. In general, organizational culture plays an important role. It provides a framework where managers can implement motivationa

17、l instruments affecting the way employees behave. To create a culture that fosters individual motivation is not easy, because it 2. MethodologyIn the study we used a questionnaire-based survey, analyzing the views and op

18、inions of respondents in the investigated hospitality companies from Mures region regarding motivational factors，criteria of payment determination as well as positive and negative incentives, elements that determine perf

19、ormance. 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.In research we used a dis

20、proportionate stratified random sampling. The first layer of the sample is composed of the representative towns of Mures Region. The second layer consists of hospitality companies from these areas, the study included 13

21、hotels: 5 in the city of Tirgu Mures，3 in the town of Reghin，2 in the town of Sighisoara and 3 from Sovata resort.The questionnaire on motivational factors had 28 items, using 5-point Likert scale. The six sociodemograph

22、ic variables are nominal: gender, marital status and position in the organization, and ordinal: length of service, education and age. Responses were processed with SPSS for Windows 16 and as ordinal data processing metho

23、d we employed for the frequencies and percentages of responses for each item, and from the non-parametric tests, we used chi-square analysis to test the significance of variables and for the degree of association of two

24、ordinal variables, the Spearman test.3. ResultsThe first aspect studied is the ideal job characteristics, which are at the same time motivating for employees in the work they perform. The main issues are cooperation with

25、 colleagues 96%, good working conditions 94.5% and getting a high salary 93.9%. These results characterize a feminine culture that is focused on security and affiliation to an organization.To establish correlations betwe

26、en these variables and the socio-demographic variables, we calculated the Spearman correlation coefficient.Between variables to have good working conditions lighting, working place arrangement ... and have a job that giv

27、es you enough time for you personally or family life there is a weak positive correlation, Spearman coefficient = 0.290, p <0.001. The variables to have good working conditions lighting, working place arrangement ...

28、and work with people who cooperate well are weakly positively correlated, Spearman coefficient = 0.304, p <0.001.Between the variable to work with people who cooperate well and age, as socio-demographic variable, ther

29、e is a weak positive correlation, Spearman coefficient = 0.254, p <0.001.Between age and have the chance to be promoted there is a weak negative correlation, Spearman = -0.169, p<0.021, and between the same variabl

30、e and education there is again a negative correlation, Spearman = -0.163, p <.025.From the motivational factors related to work and preferred by the employees of the hospitality companies see Figure 1 we mention: work

31、ing in a pleasant environment 96.9%, in a department that functions well 95.4% and a job that enables them to contribute to the success of the organization 88.2%. Based on the results we notice that position does not mat

32、ter so much but the atmosphere at work and the fact that they can learn something every day, contributing to the organizational development.Between the variables to work in a department that functions well and work in a