[雙語(yǔ)翻譯]外文翻譯--組織氣氛對(duì)員工工作熱情和組織承諾的影響

1、3100 英文單詞， 英文單詞，18500 英文字符，中文 英文字符，中文 5300 字文獻(xiàn)出處： 文獻(xiàn)出處：Permarupan P Y , Saufi R A , Kasim R S R , et al. The Impact of Organizational Climate on Employee’s Work Passion and Organizational Commitment[J]. Procedia - Social

2、 and Behavioral Sciences, 2013, 107:88-95.The Impact of Organizational Climate on Employee’s Work Passion and Organizational CommitmentP.Yukthamarani Permarupan , Roselina Ahmad Saufi, Raja Suzana Raja Kasim,Bamini KPD B

3、alakrishnanAbstractThis paper proposes to examine the organizational climate and employee’s work passion and organizational commitment within academician of public and private Universities in Malaysia. An argument is put

4、 forward that there is a causal link of good organizational climate, employees work passion and commitment in an organization. A conceptual model of organizational climate and employee’s work passion and organizational c

5、ommitment is presented that provides an explanation of the linkage between these variables. A 500 sample of academicians from public and private Malaysian universities were administered using organizational climate quest

6、ionnaire. This cross-sectional study aimed to address the employee’s needs and expectation from the employer in the aspect of organizational climate and commitment. Thus, by understanding the empirical results of the org

7、anizational climate, this findings will be able to emerge as an improvised model to enhance employee’s work passion as well as organizational commitment.Keywords: Organizational climate; Work Passion; Organizational Comm

8、itment; Academician1. Introduction“For instance, it is found that approximately 70% to 80% of re-engineering and Total Quality Management initiatives have failed in the past 10 years due to an obsessive focus on ‘system

9、process’ while neglecting and undervaluing ‘people process’. Re-engineering, no matter how strategic it may be to a company, fails when people are not sufficiently prepared for the change due to the lack of emphasis plac

10、ed on the very life-blood of the company - people.“(YB Datuk Dr Fong Chan Onn, Former Minister of Human Resources, Malaysia in his speech during the National HR Summit 2002).The statement above is strongly focusing on hu

11、man capital. An integral part of a management process is the management of people at workplace. In today’s world of business, there is no way out, but for any organization to face various malice and competitions. This sc

12、enario has been an impetus for many organizational researchers to study specific employee intention in joining an organization (Ali, 1996). In today’s business world, “business” dealing caters to various sectors and indu

13、stries however the end result involves human beings at various roles and dimensions. Be it as an employer, employee, or customer as the end-user.The workforces today are filled with various mindsets. Over the past few ye

14、ars, there has been numerous support on Human Capital development, life long learning and continuous attention on soft skill development. Nevertheless, many times, issues are only attended at the surface level, but not t

15、o the roots of the cause. Human beings are highly associated with emotion and intelligence. Therefore, the requirement to fulfill human need hierarchy is rather an important aspect especially on satisfaction and motivati

16、on. At this moment of time, the focus area will be the working environments attitude and values. A nation with the right employee mindset provides an integrated relationship to the economic growth of the said nation. Thi

17、s gives the opportunity to Organizational climate is deemed to be important: it is perceived, as motivated employee will result in higher productivity, greater passion for the business, and a deeper engagement with custo

18、mers. A positive climate encourages employees’ productivity and decrease turnover. Figure 1 explains the impact of organizational climate on performance.Climate Performance Productivity Profits, RevenueFigure 1: The Impa

19、ct of Organizational Climate on Performance2.2 Work PassionEmployee work passion is an individual’s persistent, emotionally positive, meaning-based state of well-being stemming from reoccurring cognitive and affective ap

20、praisals of various job and organizational situations, which results in consistent, constructive work intentions and behaviors.Therefore, it is recommended that organizations provide a sense of meaning beyond simply mak

21、ing a profit; the autonomy and flexibility for individuals; opportunities for growth, collaboration, and recognition; and a sense of connectedness. In addition, organizations must ensure that processes and procedures are

22、 fairly and consistently applied to all employees.Employee work passion measures both cognition and affect as opposed to measuring satisfaction. Engagement studies tend to measure employee satisfaction as “engaged,” “dis

23、engaged,” and “actively disengaged,” but fail to measure “actively engaged.” Measuring employee satisfaction on its own does not provide a measure of what the employee intends to do. Since employee work passion measures

24、not only affect and cognition but also intention (and the degree to which individuals are actively engaged), it provides a clearer sense of how the individual intends to behave on behalf of the organization.According to

25、Blanchard (2009) after numerous reviews and research, work passion could be be categorized into eight element. The variables listed were meaningful work, collaboration, fairness, autonomy, recognition, growth, connectedn

26、ess with leader and connectedness with colleagues. It is believed if all the listed variable are paid attention by the employer than the employees will probably have a high work passion towards they’re given task or job.

27、 The Table 2 explains the dimension by Blanchard.Table 2: Dimension and Perceived Meaning for Work PassionDimension Perceived meaningMeaningful workEmployees perceive the organization’s larger purpose through products or

28、 services produced, consider their work to be worthwhile, and are proud of their individual actions and contributions that help the organization serve its customer.CollaborationEmployees perceive an organizational enviro

29、nment and culture that enhances collaboration, cooperation, and encouragement between all organizational members.FairnessEmployees perceive an environment where pay, benefits, resources and workload are fair and balanced