1、 外文翻译 原文 Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory Material Source: Journal of Business Ethics Author: William B. Emotional exhaustion Emotional exhaustionEE is described as a feeling of depleted energyresulting from excessive psychological and emotional
2、demands on people working in helping professions(Jackson et al.,1987). Role conflict and role ambiguityare two of the most widely recognized sourcesof psychological strain (Low et al., 2001; Netemeyeret al., 2004). Employees face role conflict when theyare subjected to multiple sources of incompatib
3、ledemands (Rizo, House, and Lirtzman, 1970).Incompatible demands result in employees spendinghigh levels of effort to satisfactorily meet them.Jackson et al._s (1987) study of public service lawyersreported a positive correlation between role conflictand EE.Role ambiguity results from confusion abou
4、t jobresponsibilities (Rizzo et al., 1970) which canmake the employees feel that they are not incontrol of their job situation and feel overwhelmedby demands. Karasek_s (1979) study of employeesin two countries found that individuals experiencedexhaustion when faced with high job demandsand lower de
5、cision latitude thus creating aminimum control situation. In boundary spanningsituations, employees were found to experience EEwhen they perceived inconsistencies in managementexpectations and they lacked clarity about their job responsibilities (Babakus et al., 1999;Jaramillo et al., 2006b). Based
6、on this we state that: H3: Role conflict has a positive effect on EE. H4: Role ambiguity has a positive effect on EE Job satisfaction JS is an attitude reflecting how well people like ordislike their job (Spector, 1985). Emotionallyexhausted workers often feel helpless, lose self-esteem,and feel a l
7、ack of accomplishment (Cordes andDougherty, 1993; Moore, 2000). This can make them anxious about going to work and create a sense offrustration about their inability to display enthusiasm for their work (Babakus et al., 1999). Emotionally exhausted employees develop negative attitudes about customer
8、s, the organization, their job, and even themselves (Cordes and Doughtry, 1993). This mayexplain why they become dissatisfied with their jobs(Abraham, 1998; Babakus et al., 1999; Lee and Ashforth,1996). Therefore, we state that: H5: EE has a negative effect on JS. The foregoing discussion suggests t
9、hat a doublemediation explains why a healthy emotional climate can lead to lower TI. First, EC reduces RS (RC and RA) and thus EE. Second, a lower EE translates intoa higher JS and ultimately lower TI. Thus, the impact on employee Tis results from the chain of effects from EC to RA Kwaku and Li, 200
10、2). When supervisor communicate the firm ethical expectations, they provide workers with a sense of shared values that enhance their beliefs that a supervisor and the organization have moral values and are fair (Ruppel and Harrington, 2000). When employees perceive that the organization is ethical,
11、they feel less vulnerable and more willing to trust their supervisor (Strutton et al., 1993). Hence, an EC is likely toresult in higher supervisor trust (TS) as evidenced by a recent study which provides empirical evidence of a positive ECTS relationship (Mulki et al., 2006). Therefore: H6: EC has a
12、 positive effect on TS. Interpersonal conflict IC is described as an employee_s negative socialinteractions with co-workers and is characterized by a high frequency of arguments, verbal abuse, and nasty behaviors (Penney and Spector, 2005). Such behaviors are less likely to occur in an environment w
13、here employees trust their supervisor. TS enhances mployees willingness to develop healthy working relationships and creates a teamwork mentality in which people seek and lend a helping hand (Abrams et al., 2003; Russ et al., 1998). Hence, TS is likelyto reduce frictions with co-workers. Therefore:
14、H7: TS has a negative effect on IC. Research has shown that IC is a major stressor anda leading contributor to EE (Jensen-Campbell Lauri and Graziano, 2005; Leiter, 1990). The importance of IC is evidenced by a study that investigated the frequency of stress complaints across multiple occupations wh
15、ich found that employees are more likely to complain about IC than other stressors, including role conflict and ambiguity or other conditions of employment (Narayanan et al., 1999). Moreover, researchers have noted that IC is an acute stressor that often results in negative emotions and feelings of
16、frustration (Fox et al., 2001). These harmful emotions may explain the positive association between IC and EE (Giebels and Janssen, 2005).Based on this: H8: IC has a positive effect on EE. Turnover intention Extant research has consistently shown that three factors are significant predictors of TI:
17、EE (e.g., Babakus et al., 1999), TS (e.g., Mulki et al., 2006), and JS (e.g., Jaramillo et al., 2006a). RS theory suggests that EE affects an individual_s psychological well-being and has a pervasive effect on organizational variables (Cordes and Dougherty,1993). EE occurs when employees believe tha
18、t available resources are not enough for meeting job demands (Singh et al., 1994). Emotionally exhausted employees become dissatisfied with their jobs and eventually withdraw from them (Singh et al, 1994). This notion is well-supported in the literature (e.g., Babakus et al., 1999; Jaramillo et al.,
19、 2006b; Low et al., 2001). Thus, we state that: H9: EE has a positive effect on TI. Researchers have shown that when employees trust their supervisor, they feel safer and become loyal to the organization, and therefore less likely to quit (e.g., Mulki et al., 2006). The negative relationship between
20、 TS and TI is supported by several studies in both sales and non-sales contexts (e.g.,Brashear et al., 2003; Dirks and Ferrin, 2002). Based on this we state that: H10: TS has a negative effect on TI. Finally, attitudinal research shows that behavioral intentions are a result of attitudes (Ajzen, 200
21、1).Since JS is an attitude that results from an employees evaluation of job conditions, it is associated with TI (Spector, 1997). The negative relationship between JS and TIs has been well-established in the literature (e.g., Mulki et al., 2006, Babakus et al.,1999). The above discussion leads to th
22、e following hypotheses: H11: JS has a negative effect on TI. 译文 商业伦理对离职的影响 资料来源 :商业伦理期刊 作者： 威廉 情绪耗竭是源于对正在努力工作的人心理上和情绪上的过度要求，产生 的一种能量被耗尽的感觉 (Jackson et al., 1987)。角色冲突和角色不明是被广泛认可的造成心理紧张的两个重要原因 (Low et al., 2001; Netemeyer et al., 2004).。雇员面临角色冲突的问题当他们被分配到来自不同部门的互不兼容的工作要求时(Rizo, House, and Lirtzman, 1
23、970)。互不兼容的工作要求使得员工花上很大力气才可以达到令人满意目标。 Jackson et als (1987)一项关于公职律师的研究报告指出情绪耗竭和角色冲突间存在正 相关。 角色不明是对工作职责的疑惑造成的 (Rizzo et al., 1970)，这样使得员工感到无力控制自己的工作情势以及对工作任务感到不知所措。一项有关雇员的研究在两个国家中展开，发现当雇员面对高任务度，低自主权的工作时常常会产生情绪耗竭，这样的结果是对情势的控制力最弱。在越界管理的情景中，雇员出现情绪耗竭是由于当他们对管理预期的不一致理解和对工作职责的不明确。基于这些我们可以得出假设 3：角色冲突与情绪耗竭成正相关
24、。假设 4：角色不明与情绪耗竭成正相关。 工作的满意度是反应了员工对其工作是否满意的一种态度 (Spector, 1985)。情绪上耗竭的雇员常常感觉没有希望，失去自尊以及缺乏成就感 (Cordes and Dougherty, 1993 ； Moore, 2000)。这样会使他们对工作焦虑不安，并产生一种沮丧感，由于他们无力对工作产生极大的热情 (Babakus et al., 1999)。情绪耗竭的员工会对消费者、组织、工作甚至是他们自己产生一种消极的态度 (Cordes and Doughtry, 1993)。这就可以解释到他们为什么会对工作不满意 (Abraham, 1998; Bab
25、akus et al., 1999; Lee and Ashforth,1996)。因此我们可以得出假设 5：情绪耗竭与工作满意度成负相关。 对主管的信任会产生积极的作用，产生这样的情况只有当员工觉得与坦诚的主管可以平等的交换意见时 (Dirks and Ferrin, 2002; Kwaku and Li, 2002)。当主管传达公司的伦理期望时，他们使员工产生了一种共同价值观的感觉，增强了他们的信念：主管和组织是有道德标准和公平的 (Ruppel and Harrington, 2000)。当员工感受到组织是有伦理标准的，他们就不会那么脆弱，并且更倾向于信任他们的主管 (Strutton
26、et al., 1993)。因此，伦理气氛更可能导致对主管的高度信任，这个已经被一份近期的研究报告所证实，报告提供了以观察或实验为依据的证据来证实其正相关。假设 6：伦理气氛与对主管的信任成正相关。 人际冲突被认为是雇员与同事之间负面的配合活动，以高频率的争吵，言语诽谤，恶意行为为特征 (Penney and Spector, 2005)。这样的行为很少发生在一个当雇员高度信任他们的主管的环境下。对主管的信任增强 了员工间愿意去建立一段健康的关系并且创造出一种互相帮助的团队精神。因此对主管的信任可以减少员工间的摩擦。假设 7：对主管的信任与人际冲突成负相关。 研究显示人际冲突是主要的应激子和导
27、致情绪耗尽的促成因素(Jensen-Campbell Lauri and Graziano, 2005; Leiter, 1990)。人际冲突的重要性已经被一项研究所证实，这项研究通过对不同职业的人对压力抱怨的频率调查得出雇员更愿意对人际冲突导致的不快产生抱怨，相比于角色冲突、角色不明以及其它情景下 (Narayanan et al., 1999)。再者，研究指出人际冲突是一个严重的应激子经常会导致负面情绪和沮丧的感觉 (Fox et al., 2001)。这些有害的情绪可能能够解释到人际冲突与情绪耗竭之间的正相关 (Giebels and Janssen, 2005)。基于这些，假设 8：人
28、际冲突与情感耗竭成正相关。 现有的研究一致的指出三个因素明显的起到对员工离职的预知作用，分别是：情绪耗竭 (e.g., Babakus et al., 1999)，对主管的信任 (e.g., Mulki et al., 2006)，和对工作的满意度 (e.g., Jaramillo et al., 2006a)。理论提出情感耗竭影响个体的心理健康以及对组织变量的影响无处不在 (Cordes and Dougherty,1993)。情绪耗竭当员工认为可用资源不足以满足到工作所需 (Singh et al., 1994)。情感上耗竭的员工对他们的工作产生不满意最后退出工作 (Singhet al,
29、 1994)。这个概念在文学中很受支持 (e.g., Babakus et al., 1999; Jaramillo et al.,2006b; Low et al., 2001)。因此得出假设：情感耗竭与流失意图成正相关。 研究还表明当员工信任他们的主管，他们会觉得安全并且对组织忠诚，因此很少有人辞职 (e.g., Mulki et al., 2006)。对主管的信任和离职意图间负相关的关系已经被多个研究所支持，无论是在销售或者非销售的背景下 (e.g.,Brashear et al., 2003; Dirks and Ferrin, 2002)。基于此，得出假设：对主管的信任度与员工离职意图成负相关。 最后，态度研究显示行为意图是态度的体现 (Ajzen, 2001)。由于 工作的满意度是源于员工对工作条件的评价，并且与离职意图相关 (Spector, 1997)。工作满意度和离职意图间负相关已在文学作品中建立。以上的讨论得出假设 11：工作满意度与员工离职成负相关。
