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

1、 Procedia Economics and Finance 23 ( 2015 ) 717 – 725 Available online at www.sciencedirect.com2212-5671 © 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND lic

2、ense (http://creativecommons.org/licenses/by-nc-nd/4.0/). Selection and/ peer-review under responsibility of Academic World Research and Education Center doi: 10.1016/S2212-5671(15)00524-9 ScienceDirect2nd GLOBAL CONFE

3、RENCE on BUSINESS, ECONOMICS, MANAGEMENT and TOURISM, 30-31 October 2014, Prague, Czech Republic Impact of Working Environment on Job Satisfaction Abdul Raziqa*, Raheela Maulabakhsha aDepartment of Management Sciences,

4、Balochistan University of Information Technology, Engineering and Management Sciences Quetta, Pakistan Abstract In the modern era, organizations are facing several challenges due to the dynamic nature of the environment

5、. One of the many challenges for a business is to satisfy its employees in order to cope up with the ever changing and evolving environment and to achieve success and remain in competition. In order to increase efficie

6、ncy, effectiveness, productivity and job commitment of employees, the business must satisfy the needs of its employees by providing good working conditions. The objective of this paper is to analyse the impact of worki

7、ng environment on employee job satisfaction. The study employed a quantitative methodology. Data was collected through a self-administered survey questionnaire. The questionnaire is adopted from a previous validated s

8、urvey. The target population consists of educational institutes, banking sector and telecommunication industry operating in the city of Quetta, Pakistan. Simple random sampling is used for collection of data from 210 em

9、ployees. The results indicates a positive relationship between working environment and employee job satisfaction. The study concludes with some brief prospects that the businesses need to realize the importance of good

10、 working environment for maximizing the level of job satisfaction. This paper may benefit society by encouraging people to contribute more to their jobs and may help them in their personal growth and development. Hen

11、ce, it is essential for an organization to motivate their employees to work hard for achieving the organizational goals and objectives. © 2014 The Authors. Published by Elsevier B.V. Selection and/ peer-review un

12、der responsibility of Academic World Research and Education Center. Keywords: Working Environment ; Job satisfaction * Abdul Raziq. Tel.: +92-81-2825731; fax: +92-81-2880522. E-mail address: araziq85@yahoo.com © 2

13、015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Selection and/ peer-review under responsibility of Academic W

14、orld Research and Education Center719Abdul Raziq and Raheela Maulabakhsh / Procedia Economics and Finance 23 ( 2015 ) 717 – 725 supervisors. Furthermore, he describes that top management limits employees to their

15、 tasks rather than creating a sense of responsibility in employees by making them work in teams to attain high performance. Petterson (1998) argues that the interaction between employees within a business is crucial fo

16、r accomplishing the organizational goals. Further he describes that the communication of information must be properly done in a timely manner so that the operations of the business are running smoothly. If there is a c

17、lash between co-workers then it is difficult to achieve the objectives of organization. Based on the above discussion, the objective of this paper is to determine the relationship between the working environment and e

18、mployee job satisfaction. 2. Literature Review Work has been done to understand the relationship between work environment and job satisfaction all around the world in different contexts over the years. The study is gain

19、ing more and more importance with the passage of time because of 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 physi

20、cal dimensions of work environment (internal climate) and may have a positive impact on firms’ productivity (Buhai, Cottini, & Nielseny, 2008). Herzberg et al. (1959) developed motivational model for job satisfact

21、ion and through research he found that the job related factors can be divided into two categories, Hygiene factors and motivation factors. Hygiene factors can not cause satisfaction but they can change dissatisfaction

22、into no dissatisfaction or short term motivation, whereas motivational factors have long lasting effect as they raise positive feelings towards job and convert no dissatisfaction into satisfaction. In the absence of hy

23、giene factors (that are working conditions, supervision quality and level, the company policy and administration, interpersonal relations, job security, and salary) the employees chances of getting dissatisfied increas

24、e . Baah and Amoako (2011) described that the motivational factors (the nature of work, the sense of achievement from their work, the recognition, the responsibility that is granted to them, and opportunities for perso

25、nal growth and advancement) helps employees to find their worth with respect to value given to them by organization. Further, this can increase motivational level of employees which will ultimately raise internal happi

26、ness of employees and that the internal happiness will cause satisfaction. Hygeine factor can only cause external happiness but they are not powerful enough to convert dissatisfaction into satisfaction but still its p

27、resence is too much important. According to them the Herzberg Two Factor Theory, both Hygiene and Motivation factors are linked with each other, as Hygiene factors move employee from Job dissatisfaction to No Job dissa

28、tisfaction, whereas motivation factors moves employees from no job dissatisfaction to job satisfaction (Herzberg et al., 1959). Sell and Cleal (2011) developed a model on job satisfaction by integrating economic variabl

29、es and work environment variables to study the reaction of employees in hazardous work environment with high monetary benefits and non-hazardous work environment and low monetary benefits. The study showed that differe

30、nt psychosocial and work environment variables like work place, social support has direct impact on job satisfaction and that increase in rewards does not improve the dissatisfaction level among employees. The supervi

31、sors’ availability at time of need, ability to interlink employees, stimulate creative thinking and knowledge of worth of open mindedness in view of workers, and ability to communicate with employees, are the basic sup

32、ervision traits. Results revealed that with good and effective supervision, employees’ satisfaction level was high whereas with poorer communication ability, dissatisfaction level among employees was high (Schroffel, 19

33、99). Another study by Catillo & Cano (2004) on the job satisfaction level among faculty members of colleges showed that if proper attention is given towards interpersonal relationships, recognition and supervision,

34、 the level of job satisfaction would rise. Bakotic & Babic (2013) found that for the workers who work under difficult working conditions, working condition is an important factor for job satisfaction, so workers u

35、nder difficult working conditions are dissatisfied through this factor. To improve satisfaction of employees working under difficult working conditions, it is necessary for the management to improve the working conditi

36、ons. This will make them equally satisfied with those who work under normal working condition and in return overall performance will increase. A study in telecom sector by Tariq et al (2013) revealed that there are dif