员工满意度与其影响因素【外文翻译】.doc

1、 8 外文翻译 原文 Job Satisfaction and Its Influential Factors Material Source： JRHS 2010;10(1):42-46 Author： Mohammad Amiri, Ahmad Khosravi, Abbas Ali Mokhtari Abstract Background: This study aimed at determining the job satisfaction level of the staff in Shahroud University of Medical Sciences (SUMS), no

2、rthern Iran, and its influential factors. Methods: In this descriptive study, conducted in 2008, the participants were 384 workers in SUMS selected through simple random sampling procedure. The participants received a 33-item questionnaire in a Likert format (8 general items and 25 items related to

3、job satisfaction facets). The collected data in form of frequencies and percentages were analyzed with SPSS software. Results: 53.4% of interviewees were female and more than 60% had associate or higher degrees. 42.6% had less than 10 yr and 30.9% had 20 to 30 yr of job experience, respectively. The

4、 mean of the overall satisfaction was 13.02 out of 20. Regarding the facets of job satisfaction, work, coworkers, supervisor, and promotion had the highest means, respectively. Pearson and Spearman correlation coefficients showed a significant relationship between overall satisfaction and the facets

5、 (P= 0.001). Analysis of variance also showed significant difference in overall satisfaction based on organizational units; however, no significant relationship was observed between overall satisfaction and gender, degree, age, job experience and type of employment. Conclusion: Improvement of promot

6、ion process, training and qualifying managers, observing meritocracy principles in appointments, using cooperative management, creating convivial and friendly atmosphere and improving work environment onditions, have brought about an increase in overall satisfaction of employees in SUMS. Keywords: J

7、ob satisfaction Employees Needs assessment Iran 9 Introduction The effectiveness and productivity of an organization depends on the development and nurturing of its staff. It is neither possible nor practical to increase the productivity of an organization without considering the optimal exploiting

8、of the staffs capabilities. Thus, effective management and application of its appropriate methods and procedures have assumed considerable importance 1. It is commonly said that “a happy worker is an effective one“ and a happy worker should be satisfied with his job. The importance of job satisfacti

9、on results from the fact that most people spend about half of their waking hours at work 2. Job satisfaction is one of the important factors playing role in job accomplishment and results to greater effectiveness, efficiency and productivity as well as personal satisfaction feelings 3. Human resourc

10、es are the most valuable resources in an organization and assuring workers job satisfaction is one of the most important factors of professional accomplishment and organizational efficiency and productivity 4. Job satisfaction is one of the factors, which can moti vate and bring about the feeling of

11、 loyalty in the workers and can be beneficial to the development and improvement of the organization 5. Appropriate measurement of personnel satisfaction will increase the rate of staffs cooperation and subsequently, the organization will be able to make reasonable relations between work processes,

12、clients satisfaction, and profitability. Personnel or service providers are the people who play a constructive role in the organization success. Therefore, it is important for the managers to have a thorough and clear view of their needs and expectations and use this in planning and organizational g

13、oal setting 6.Hence, managers are expected to know the importance of this in the measurement of workers performance via establishing relationship with their staff. Moreover, workers are directly involved in input, output, consequences, processes, performance and any other important aspects of the or

14、ganization; therefore, their involvement in the organization affairs and taking their views into account will have the major benefit of increasing their cooperation in the improvement and achievement of organizational aims through creating a positive organizational culture and establishing appropria

15、te conditions. Management specialists believe that the increase in job satisfaction leads to human resources development, and that satisfaction is directly related to productivity 10 so that higher satisfaction will bring about higher productivity and will consequently result in the elevation of the

16、 organization. In contrast, with the job satisfactions lowering, not only administrative delinquencies will increase, but also much harm will be done to the organization. Regarding the importance of satisfaction in the management of human resources development, the satisfaction level, and its influe

17、ntial factors should precisely be investigated so that the managers can plan to eradicate the influencing factors and therefore pave the way for employees satisfaction and accordingly increasing the effectiveness and efficiency of the organization 7, 8. Efficient workforce is one of the most importa

18、nt resources in an organization and in fact, the central core of organization activities is based on human resources and the way they are employed to perform different tasks to achieve organization goals. Because of the important role human resources in universities of medical sciences have in peopl

19、es health and sanitary, their job satisfaction needs to be investigated and appropriate solutions and strategies should be found to boost this satisfaction so that proper and timely services can be provided for the clients 9. In the field of health care services, human resources are the most valuabl

20、e and the most expensive of resources; furthermore, they are the means of optimal and reasonable usage of other resources and changing them into services. This is achievable when the personnel are adequately motivated and are satisfied with their job. Job satisfaction is a personal attitude toward t

21、he job and it shows how well the staffs expectations are compatible with the rewards the work or organization provides for them 10. Moreover, it is an effective factor in staffs retaining in their positions, and influences the accomplishment and efficiency of people and the improvement of the qualit

22、y of services they provide; it is also a tool in the hands of managers to maintain and preserve the personnel. Undoubtedly, job satisfaction is of paramount importance and due to consequences such as reduction in work absence and leave or resignation, promotion of the personnel and societys health a

23、s well as achievement of organization goals and its elevation that it might have, it should receive the special attention of the managers. As it was mentioned, staffs are the most important resources of an organization that directly perform the organizational activities via spending the other source

24、s, and 11 organizational success or failure is undeniably related to their job satisfaction. Job satisfaction is one of the constructs that has achieved a special position in the science of management 7. Noting the importance of job satisfaction for the success of an organization and noting the lack

25、 of significant research projects in this regard, this study aimed at investigating the job satisfaction of workers in Shahroud University of Medical Sciences (Shahroud, northern Iran), and tried to determine the factors that might influence employees job satisfaction. Materials and Methods This res

26、earch was a cross-sectional and applied study. Noting the previous studies done on this area and using the complete list of the workers in the university, a sample of 384 people were selected through simple random sampling with a confidence interval of 95% and an error of 5%. The target population i

27、ncluded 1300 workers in the related units of the university. The data were collected using a self-filled questionnaire. The job satisfaction questionnaire included 33 Likert items (8 general items and 25 items related to job satisfaction facets such as work, supervisor, coworkers, and promotion. The

28、 maximum average score of every facet was five and total score, which showed the overall or global satisfaction, equaled 20. Validity of questionnaire was verified by experienced experts and the reliability index of the present questionnaire found for Cronbachs Alpha was 0.92. The data obtained was

29、analyzed with SPSS software, version 11.0 (SPSS Inc, Chicago, IL, USA). Data are given as meanSD for quantitative variables and counts as well as percentages for categorical variables. Chisquare test for nominal variables and Students t-test (two-tailed) were used to determine the significance of di

30、fference between two numeric variables. Oneway analysis of variance was applied to determine the significant differences between job satisfaction facets. Level of statistical significance was chosen 5%. Results From 384 participants, 53.4% were male, 46.6% were female, and the overall satisfaction m

31、ean score was 13.022.9. Analysis of variance showed no significant relationship between the overall satisfaction mean score and gender, education level, job experience, kind of employment and age (Table1). Comparing the overall satisfaction mean score based on the level of education, 12 showed that

32、increasing the level of education, caused the mean of satisfaction to increase, although it was not statistically significant. Regarding the age of the participants, workers with the age of 50 yr and higher showed higher levels of job satisfaction. Table1: Satisfactions mean scores and t-test result

33、s based on age, gender, level of education, work experience Table 2 shows mean scores of the different facets of job satisfaction as wells as the correlation coefficients of these facets with the overall satisfaction. As the results indicate the highest correlation is between the overall satisfactio

34、n and supervisor, and between overall satisfaction and coworkers (r= 0.82). Table 2: Correlation of overall satisfaction and facets of Satisfaction 13 The leading factors influencing the work facet of satisfaction in the staff were feeling of having a useful and valuable job, being interested in the

35、 job, feeling of usefulness in the work environment, taking pride in the job, feeling of goal accomplishment, having non-monotonous job and continuous on-the-job training. The main factors influencing the coworker facet of satisfaction in the staff hierarchically were friendly manners of coworkers,

36、intelligence, and capability of coworkers, responsibility of coworkers and team working. The major factors influencing the supervisor facet of satisfaction in the staff hierarchically were having qualified supervisors, providing assistance and counseling to workers by the supervisor, respecting the

37、staffs opinions and suggestions by the supervisors, and giving feedback to workers on their job performance. The most important factors influencing the promotion facet of satisfaction in the staff hierarchically were suitable and justifiable job promotion merely based on capability not favoritism, a

38、nd providing the staff with facilities to pursue their education. Discussion Results of data analysis indicate that the staff views facets of work, coworker, supervisor, and promotion as the most important facets of job satisfaction. All the hypotheses of the study on the relationship between the ov

39、erall satisfaction and the facets were statistically confirmed. It was also shown that there was not a significant relationship between overall satisfaction and factors such as gender, age, and level of education, work experience, and type of employment. These findings are in accordance with the res

40、ults of a study done in Ghazvin 11. Moreover, the findings of this study are in line with those of Kamkary 8 who also found a significant relationship between overall satisfaction and gender. However, the studies by Dehbashi 12 and Ranai Ashkiki 10 did not show such a relationship. Despite the findi

41、ngs of Dehbashi 12, Ranai Ashkiki 10, Koari 13, Mirbagheri 14, Khoshbakht 15 and Azarbin 16, the results of this study did not 14 show any ignificant relationship between overall job satisfaction and factors such as level of education, age, work experience, and type of employment. Narimani 17 found

42、a significant relationship between the level of education and job satisfaction. He stated that with the increase of level of education, the job satisfaction of the employees would also increase. This finding does not accord with our results. Conclusion At SUMS, measures such as improving job promoti

43、on processes, training and enabling the managers and following merit system in their appointment and promotion, applying cooperative management methods, providing and improving friendly work environments, giving feedback to workers on their performance and respecting workers beliefs as well as ideas

44、 have led to the overall job satisfaction of the workers, and taking these factors more into account will also bring about better performance and effectiveness of workers and ultimately the accomplishment of organizational goals. Acknowledgements The researchers would like to express their gratitude

45、 to all workers and employees in Shahroud University of Medical Sciences for their participation in the study. The authors declare that they have no conflicts of interest. This study was supported by Shahroud University of Medical Sciences Research Council. References 1. Barati SA. Study of the rela

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49、 Isfahan. Isfahan University of Medical Sciences: Research report; 2004. Persian. 6. Alvani SM. Public management. Tehran: Ney press; 2007. 15 7. Noori P. Evaluation of staff satisfaction and factors affecting the National Petrochemical Company. Proceeding in first human resources development conference; 2003 November; Tehran. Persian 8. Kamkari K. Evaluation of job stressors, general health and job satisfaction of employees in Iran Petrochemical Commercial Company. Petrochemical Re