1、 外文翻译 原文 The impacts of benefit plans on employee turn over: a firm-level analysis approach on Taiwanese manufacturing industry Material: European Management Journal Author: Chun-Hsien Lee, Mu-Lan Hsu and Nai-Hwa Lien Employee turnover refers to the movement of employees out of an organization(Bohla
2、nder et al., 2001). Mobley (1982) defines employee turnover as the common voluntary cessation of membership in an organization by an individual who receives monetary compensation for participating in that organization. This definition primarily focuses on separation from an organization rather than
3、on accession, transfer, or other internal movements within an organization. Researchers and practitioners alike are interested in this issue. Managers are primarily concerned because of the personnel costs incurred when employees voluntarily quit. Scholars are interested in turnover because it is an
4、 important criterion and reflects a critical motivated behaviour, one that may provide insight into volitional behaviour (Barrick and Zimmerman, 2005). The study of employee turnover by management often remains one of their core tasks since the management wants to reduce it or maintain it at an acce
5、ptable level (Fitz-enz and Davison, 2001). Employee turnover contributes to the potential benefits and disadvantages for organizations. The positive ramifications include displacement of poor performance, infusion of new knowledge and technology, reducing labour costs when facing stiffer competition
6、, maintaining ties with exiting employees and providing new business ventures, or enhancing promotional opportunities for the remaining staff. The negative effects cover economic costs, productivity losses, impaired service quality, lost business opportunities, increased administrative burden and lo
7、ss of morale among the remaining staff (Griffeth and Hom, 1994). However, employee turnover costs are not only monetary but the company may have also lost the knowledge possessed by the departing employee (Gomez-Mejia et al., 2001). Facing competitive challenges, knowledge is not only at the core of
8、 competence but is also a value-created mechanism. The knowledge that is embodied in human beings (as human capital) and in technology has always been central to companies visibility and economic development. Harnessing new technologies and innovation will be the source of long-term employment and p
9、roductivity growth for companies and countries in a knowledge-based economy (Noe et al., 2002). Since knowledge resides in people, a critical issue for companies operating in the new economy is retaining their valued employees. Human capital theory suggests that because the knowledge, skills and abi
10、lities that people bring to organizations have enormous economic value to the organization, they need to be managed in the same strategic manner that other economic assets (e.g. land, financial capital) are managed. Additionally, resource-based theory (Barney, 1991) proposes that those resources whi
11、ch are rare, inimitable and nonsubstitutable provide sources of sustainable competitive advantage for the organization. A firms human resource deployments have the potential to meet these conditions and thus provide the firm with an advantage in terms of its human, social and intellectual capital in
12、 order to gain a competitive advantage (Nahapiet and Ghoshal, 1998). That is, employee turnover is viewed as having critical negative impacts not only on the development of the employees technical competence and skills levels but also on the morale of the remaining employees and the image of the com
13、pany (The Institute of Singapore Labour Studies, 2001). Although Glebbeek and Bax (2004) tested the hypothesis that employee turnover and firm performance have an inverted U-shaped relationship, they revealed a curvilinear relationship; high turnover was harmful, but the inverted U-shape was not obs
14、erved with certainty. However, most studies point towards a negative relationship between employee turnover rate and firm performance (e.g. Ostroff, 1992; Huselid, 1995; Allgood and Farrell, 2000; McElory et al., 2001; Lausten, 2002). Since the primary employee turnover cost is the cost flow of inte
15、llectual capital, which resides in people, the question of how to retain human resources has become one of the leading challenges for organizations to overcome. Many studies focus on investigating the personnel antecedents from a psychological perspective; others explore the management or incentive
16、practices effects on employee turnover. The current economic climate highlights the importance of benefit packages offered to employees. Benefits are designed to safeguard employees and their families against problems due to sickness, accidents or retirements. Firms that offer attractive benefit pac
17、kages tend to retain talented 1952 The International Journal of Human Resource Management employees and reduce employee turnover. Employee benefits constitute an indirect form of compensation intended to improve the quality of the work and the personal lives of the employees (Milkovich et al., 2005)
18、. It is clear that benefits are no longer a fringe but rather an integral part of compensation package. Additionally, since most benefits (almost 80 per cent) are voluntarily provided by employers, benefits become both a significant cost and an employment advantage to employers, while also providing
19、 the needed psychological and physical assistance to the employee (Bohlander et al., 2001). Employees rely on benefits such as healthcare, insurance, fringe benefits and pensions for economic security and personal well-being, while employers are believed to use benefits as a means of achieving impor
20、tant objectives, such as attraction, retention and the consequent organizational effectiveness. Notably, a search in October 2005 for articles published in peer-reviewed scholarly journals with employee turnover as the subject heading found 1,140 studies from the PsycINFO database and 4,491 articles
21、 from the ABI/INFORM Complete (ProQuest) database. However, most employee turnover studies have been conducted in organizational sciences which focus on the topic of individual-level predictors and examine the cognitive processes that precede an employees decision to leave a firm (Shaw et al., 1998)
22、. Little research has examined the impact of human resource management practices on employee turnover. Employee turnover is clearly consequential for organizations. It has been suggested that some solutions to problematic turnovers may be linked to the manipulation of organizationally controlled var
23、iables.Thus, an argument can be made for the importance of examining employee turnover as a firm-level variable (Bennett et al., 1993). Hence, this study investigates the effect of benefit plans on employee turnover from the firm-level perspective. The studies using this approach are also rare in hu
24、man resource management research typology (Wright and Boswell, 2002). This study attempts to explore what types of benefit plans influence the employee turnover rate andwhether the firm size, location and firm employees educational attainment moderate the effects of those benefit plans. Theoretical
25、background and literature review Employee turnover research The turnover criterion includes various dimensions with the most obvious being whether it is voluntary or involuntary. However, this classification may fail to fully consider the complexity of reasons behind the turnover decision. Additiona
26、lly, there are many problems with turnover measurement (Campion, 1991) and lack of agreement on the definition of voluntary because it depends on who you ask as to why the employee left his or her job. Central to this study is voluntary employee turnover; hence, we adopt the Maertz and Campion (1998
27、) definition: voluntary turnover is where management agrees that the employee had the physical opportunity to continue employment with the company, at the time of termination. Voluntariness conveys that there was no impediment to continued employment from physical disability or from corporation mana
28、gement, such as non-mandatory retirement, quitting for family resettlement, or quitting for a self-perceived more desirable job. That is, employee turnover implies individual choice, even though the employee may know to stay is extremely costly. Most studies are focused on individual-level approach
29、and can be broadly divided into two main streams: behavioural intentions and job search mechanisms (Steel, 2002).Studies on behavioural intentions are most notably focused on the intention to quit or stay,primarily investigating the relationships among predictors and personnel characteristics, Lee e
30、t al.: Impacts of benefit plans on employee turnover 1953 such as employees satisfaction with their jobs, organizational commitment, job search, comparison of alternatives, withdrawal cognitions and quit intentions. Moreover, the moderators of employee turnover include work environment, job content,
31、 stress, work group cohesion, autonomy, leadership, distributive justice and promotional chances.Some demographic attributes, such as tenure, number of children, age, educational level and gender, are also significant predictors of turnovers (Griffeth et al., 2000). Another approach is the job searc
32、h mechanisms, explaining the individual job separation decisionmaking process. Lee and Mitchell (1994) and Lee et al. (1996) proposed the job unfolding model, from the job-searching and decision-making perception. Additionally, Mitchell et al. (2001) demonstrated the job embeddedness model, which il
33、lustrates employees who are embedded in their jobs by contextual ties. The employee turnover intentions depend on the embedded factors and the ease with which ties can be broken. However, relatively few studies of this literature have examined the determinants and consequences of employee turnover a
34、t the firm level (Shaw et al., 1998; Wright and Boswell, 2002). In relation to all numerous employee turnover studies, contemporary research from the business or firm level is scarce. 译文 流动员工福利计划的影响：关于台湾制造业公司层面的分析 来源： European Management Journal 作者： Chun-Hsien Lee,Mu-Lan Hsu 员工流动是指离开机构的员工的动向（伯兰德等， 2
35、001）。莫布里（ 1982）将 员工流动定义为参与该机构工作得到金钱报酬的个人自愿终止与该机构的关系。这个定义主要集中在从一个机构中分离出来，而不是就职，转移，或者机构中其他内部的变动。研究人员和实践者都对这个问题感兴趣。管理者最先关注这个问题，因为当员工自动辞职时人事成本受损。学者们对此感兴趣是是因为这是一个很重要的准则，反映了一个关键的积极的行为，那个也许能够为意志行为提供洞见（巴里克和齐默尔曼， 2005）。管理者对于员工流动的研究常常留下一个主题任务，因为管理者想要减低员工流动或者把它保持在一个可以接受的水平（菲茨 -恩茨和戴维森， 2001）。员工流动为机构的潜在利益和不利条件做贡
36、献。积极的影响包括取代表现不佳的人，灌输新知识和技术，在面临更猛烈的竞争时减低人工成本，与离开的职工保持联系，提供新企业，或为剩下的员工提高晋升机会。消极作用包括经济成本，生产力损失，服务质量受损，失去商业机会，增强了管理负担，使剩下的职工丧失士气（格里菲斯和 hom，1994）。 然而，员工流动成本不仅包括货币，而且由于离开的员工，公司可能会损失知识系统（戈梅梅希亚等， 2001）。面临竞争挑战，只是不仅是能力的中心，而且是创造价值的途径。体现在人身上的（例如 人力资本）和技术上的知识常常是公司知名度和经济发展的中心。利用新技术和新方法会是在知识经济中公司和国家长期雇用和生产力增长的根源（诺
37、等， 2002）。由于知识属于人，在新的经济体制中公司经营的关键问题是留住有价值的员工。人力资本理论建议，由于人们带到机构的知识，技能和能力对机构有巨大的经济价值，他们需要用和其他经济资产（如土地，金融资本）一样的战略方式来管理。此外，资源基础理论（邦尼， 1991）建议，那些稀有，独特，不可替代的资源为机构可持续的竞争优势提供了来源。一个公司的“人力资源调度”有着满足这些条件的潜力，就这样为了增加竞争优势，为公司在人力，社交和知识资本方面提供了优势（那哈皮特和戈歇尔， 1998）。换言之，员工流动被视为不仅在员工技术能力和技巧水平上，而且在留下员工的士气及公司的形象上有决定性的消极影响（新加
38、坡劳动力研究协会， 2001）。尽管 Glebbeek and Bax (2004) 做了员工流动和公司业绩有着倒置的 U字形关系的假设检验，他们透露了一个曲线关系；高度的员工流动是有害的，但是倒置的 U字形肯定没有被遵守。然而，大部分的研究指出员工流动率和公司业绩有着消极关系（例如奥斯特罗夫， 1992； 休斯里德， 1995；奥尔古德和法雷尔， 2000； McElory等， 2001； Lausten, 2002）由于主要的员工流动成本是存在于人的知识资产的成本流转，如何留住人力资源成为机构要克服的首要挑战。很多研究集中从心理方面调查员工的经历；其他的调查管理人员或在流动员工上激励的练习
39、效应。当前的经济气候强调提供给员工福利待遇的重要性。福利的目的是保障员工和他们家庭对抗由于疾病，事故或退休引起的问题。公司提供诱人的福利待遇来留住有才能的员工，减少员工流动（人力资源管理国际杂志， 1952）。职工福利构成了一个为提高员工工作质量和员工私人生活间接的补偿形式（米尔科维奇等， 2005）。很明显福利不再是次要部分而是薪酬包的主要部分。此外，由于多数福利（几乎 80%）是雇主自愿提供的，福利变成了重要的成本和对员工有利的雇用条件，也为员工提供了必要的心理和物质援助。员工依赖诸如医疗保健，保险，附加福利，经济保障退休金和个人福祉等福利，雇主相信以福利为手段来达到很重要的目的，比如说吸
40、引，留住人才，及随之而来的组织有效性。特别是， 2005年 10月一篇发表在同行评议学术杂志的文章表明，在 PsycINFO数据 库中以“员工流失”为主标题的文章共有 1,140篇，而在 ABI/INFORM 数据库则有 4,491篇。然而，多数员工流动研究由组织学引导，组织学以在员工决定离开公司前，个体层次因素和检验认知过程为主旨（肖等， 1998）。少许研究验证了人管活动在员工流动中的影响。员工流动对机构明显是重要的。有研究表明对于一些未定员工流动的解决方案可能和组织控制变量的操纵有关。因此，从公司层面审查员工流失的重要性这一争论就此产生。 因此，这个研究从公司层面的观点调查了福利计划在员
41、工流动中的影响。这些研究用这个方法，这在人力资源管 理研究类型学中叶是很少见的（莱特和博斯韦尔， 2002）。本研究尝试探索哪类福利计划影响了员工流动率，公司规模，位置和公司员工教育程度是否减轻了那些福利计划的效果。 理论背景和文献综述 员工流动研究 员工流动包括自愿流动和非自愿流动。然而，这个分类可能不能充分考虑到员工离职决定之后原因的复杂性。此外，对于员工流动的测量存在很多问题（坎皮恩， 1991），而且对于“自愿”这个词缺少一致的定义，因为这个取决于你询问的人为什么员工要离职。本研究的中心是员工自愿离职；因此，我们采用了 Maertz和坎皮恩（ 1998）的定 义：“员工自愿离职是指在管
42、理者同意员工有机会继续在公司就职的情况下终止合同”。 自愿的意思是生理缺陷或者企业管理，例如非强制性退休，放弃家庭安置，或放弃一个自己认为更满意的工作，不能阻碍继续受聘。也就是说，员工流动意味着个人选择，即使员工知道留下来的代价是很高的。 多数研究集中在个体层次的方法，可以被概括的分为两个主干流 ：行为意向和工作搜索机构（ Steel, 2002）。 行为意向的研究主要研究辞职或在职的目的，主要调查预计和个人特征之间的关系，李等： 福利计划对于员工流动的影响 （ 1953） 例如员工对于他们工 作的满意程度，组织认同感，职位搜索，替代选择的比较，撤销意识和离职意向。此外，员工流动的因素包括工作
43、环境，工作内容，压力，工作团体凝聚力，自主权，领导能力，分配公正和晋升机会。一些人口统计学的特征，例如任期，孩子数目，年龄，教育程度和性别，都是员工流动的重要因素（格里菲斯等， 2000）。另一个方式是工作搜索机构，解释了个人辞职决策的过程。李和米切尔（ 1994）和李等（ 1996）从工作搜索和决策观念中提出工作开展模式。此外，米切尔等（ 2001） 论证了工作嵌入式模式，阐明了员工通过关系被嵌入他们的工作。员工流 动意向取决于嵌入的因素和哪个关系更容易被打破。然而，相对较少的研究从公司层面上检测了员工流动的据定因素和后果（肖等， 1998；莱特和博斯韦尔， 2002）。在众多的员工流动研究中，关于商业或公司层面的同时代研究是很少的。
