英文期刊論文工作場所激勵與滿意度關系

　　工作場所如何達到激勵員工并使員工滿意的程度?本篇英文期刊論文將討論結構的滿意度和動機，探討它們之間的關系，并提供了一個論據(jù)，在區(qū)分它們在工作的情況下的用處�！�現(xiàn)代管理論壇》是一本為企業(yè)管理及相關理論服務的社會學期刊。該刊不僅涵蓋了管理理念，還涉及對不同業(yè)務與企業(yè)管理發(fā)展趨勢的解讀、討論與評價�！冬F(xiàn)代管理論壇》致力于為企業(yè)與員工提供高質量的獨特交流平臺，并通過將期刊傳遞的有價值信息應用于現(xiàn)實工作環(huán)境、通過將管理理念與實際經(jīng)驗的有機結合來惠及企業(yè)及員工。

　　過時的組織和工業(yè)心理學的模式接近組織設計的前提下，所有的工人都應該得到相同的待遇。這種方法忽略了每個人的獨特性，并采用了“標準化設計”。本設計是特別受歡迎的因為它補充了大規(guī)模生產(chǎn)的組織經(jīng)常在一個標準化的處理自己的員工，大批量生產(chǎn)方式的設計與一般的人”。然而這種方法，有它的缺陷，人是獨特的，因此需要一種個性和自主性的工作環(huán)境。缺乏這被認為導致了很大程度的工作不滿和低動機，最終影響他們的工作效率。然后提出的問題是：一個組織如何可能滿足個人的需求，并匹配每個員工的獨特特點，他們的工作?盡管在實現(xiàn)這方面的復雜性，理論家提出了一些模型，旨在提高滿意度和動機。這兩個結構被視為生產(chǎn)力的核心。

　　Table of Content

　　Introduction

　　The Relationship between Motivation and Satisfaction in the workplace

　　Motivation

　　Satisfaction

　　The Relationship

　　Conclusion

　　Bibliography

　　1. Introduction 簡介

　　Outdated models of organisational and industrial psychology approached organisational design from the premise that all workers should be treated the same. This approach ignored the uniqueness of each individual, and adopted a 'standardised design'. This design was particularly popular as it complemented the mass-productive organisations who 'frequently handle their employees in a standardized, mass-production way designed to deal with the average person' (Lawler & Oldham, 1974: 21). This approach, however, had it's pitfall in that people are unique and as such require a sense of individuality and autonomy in their work environment. A lack of this was seen to result in a great degree of job dissatisfaction and low motivation, which ultimately impacted on their work productivity. The question was then raised: how can one organisation possibly meet the individual needs and match the unique characteristics of each employee to their job? Despite the complexity involved in achieving this, theorists have put forth a number of models aimed at increasing satisfaction and motivation. These two constructs are viewed as being central to productivity.

　　This essay will discuss the constructs satisfaction and motivation, explore the relationship between them and provide an argument for the usefulness in distinguishing between them in a work situation.

　　2. The Relationship between Motivation and Satisfaction in the Workplace 工作場所激勵與滿意度的關系

　　This section will begin by looking at the individual constructs of motivation and satisfaction, providing a definition for each and considering related theories. This will be followed by a discussion of the relationship between them.

　　2.1 Motivation

　　Work motivation has been shown by the research to have a significant impact on work efficacy and productivity. As such, organisations have become increasingly interested in what it is that moves a person towards a goal. Factors that have been found to affect employee motivation include (BMGT, 1998):

　　Job Characteristics – this includes the aspects of the job and the limitations and challenges of the job position.

　　Personal Characteristics – these are the individual needs, attitudes, interests and values of the employee.

　　Organisational Practice – these are the policies and practices of the organisation.

　　A number of theories of work motivation have emerged over the years, with two approaches being at the forefront, namely the content and process approaches (BMGT, 1998). The content approach highlights the notion that people are motivated towards having their needs fulfilled. This approach therefore explores the role of intrinsic motivation. Theories such as Maslow's Hierarchy of needs, McClelland's Learned Needs, and Herzberg's

　　Two-Factor Theory draw attention to the pursuit of each individual towards needs gratification and striving toward self-actualisation, growth, affiliation and recognition. According to Kuvaas (2006: 508) intrinsic motivation, 'is the motivation to perform an activity for itself, in order to experience the pleasure and satisfaction inherent in the activity'. Furthermore, the Theory of Activity (Kuvaas, 2006) and the Job Characteristics Theory (Houkes, Janssen, de Jonge, & Bakker, 2003), both highlight the positive correlation between work motivation and individual performance and work efficacy. Kuvaas (2006) further reports on the negative correlation between intrinsic motivation and turnover intensions. This researcher examples this finding saying that employees who find themselves engaged in a meaningful, challenging and interesting job receive enjoyment and are, as a result, less likely to seek employment elsewhere, or be enticed by the offers of extrinsic reward from other organisations.

　　Kuvaas (2006) identifies a number of ways that intrinsic motivation can be enhanced. Firstly, by communicating the vision and goals of the organisation to the employees, they gain a positive sense of the behaviour associated with the work, through the experience of the work being meaningful. This highlights the significance of meaning and a belief in the work being done in determining motivation and work efficacy. The Self-Determination theory, as outlined by Kuvaas (2006) shows that intrinsic motivation is further enhanced by receiving feedback on work done, as this increases the employees sense of responsibility. Feedback on performance may give the employee an appreciation of their competence, highlighting the importance of a job being challenging and interesting. Also, feedback on the outcome of their work motivates the employee toward an appreciated goal.

　　The process approach, unlike the content approach, focuses on external rather than international processes (BMGT, 1998). The Equity Theory for example describes how an individual is motivated based on how fair or unfair he perceives his or her environment to be. Should the employee feel that he or she is underpaid for the job being performed (in comparison to a colleague) that person would then attempt to achieve a balance by either securing a pay rise, or by reducing the amount of work done. Extrinsic motivation can be enhanced by employers by use of rewards such as payment, promotion or praise.

　　2.2 Satisfaction

　　Job satisfaction describes how happy a person is with his or her job. Lent and Brown (2006: 236) provide the following definition of job satisfaction as being 'a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences'. While Luthans (1998) outlines a three dimensional approach to understanding job satisfaction:

　　Job satisfaction is affective in that it involves an emotional response.

　　Job satisfaction is rooted in having desired needs and expectations met. Whether or not an employees needs are being met has a direct impact on an employee's attitude to their job.

　　Job satisfaction is the result of a collection of related job domains including pay, promotion, and work colleagues.

　　As with motivation, job satisfaction has received a great deal of attention in recent years, with a number of emerging models (some of which overlap with motivation) including Affect Theory, Dispositional Theory, Two-Factor Theory and the Job Characteristic Model. The Affect Theory of job satisfaction is one that has received the most attention and explains how job satisfaction is a result of the degree of discrepancy between what one wants from his or her job, and what he or she has in a job (Lent & Brown, 2006). The Two-Factor Theory explains satisfaction as being driven by motivation and hygiene. According to this theory, motivating factors cause people to want to do their job, and give them satisfaction. Motivating factors, according to the Two-Factor Theory, are found in aspects of the environment including pay rates, working conditions and organisational policies. As describe earlier, the Job Characteristic Model identifies the role of work being meaningful, job responsibility and feedback as key factors in job satisfaction. This model identifies five job domains that need to be considered, namely: skill variety, task significance, feedback, autonomy, and task identity (Lawler & Oldham, 1974). Finally, the Dispositional Theory describes job satisfaction as being rooted in individual tendencies, outside of the job, such as self-esteem, self-efficacy and locus of control.

　　Despite the correlation not being as linear as that between motivation and performance, job satisfaction has been positively associated with job performance. Shipton, West, Parkes, Dawson and Patterson (2007) describe how overall job satisfaction is correlated to work performance and role prescribed behaviour. Furthermore, according to Shipton et al. (2007), where positive affect is found to increase productivity, negative affect in the work place results in tension and poor performance. Also, low job satisfaction has been found to be related to greater turnover and high rates of absenteeism.

　　Early findings by Lawler and Oldham (1974) suggest that although job satisfaction has an impact on performance, this is not a linear one. Job satisfaction is seen to have a greater impact on the overall effectiveness of the organisation. These researchers explain this as resulting from a greater commitment to the organisation. Employees who are happy with their job and with the organisation are less likely to take days off sick, be late or seek other employment. According to these researchers, absenteeism, lateness and employee turnover results in a great expense to the organisation, furthermore, the loss of an employee and cost of replacement has been indicated in the research literature to be equivalent in cost as ten times the monthly salary of the lost employee (Lawler & Oldham, 1974).

　　2.3. The Relationship

　　A review of the literature on motivation and satisfaction highlight a number or similarities and differences between these two constructs. Both motivation and satisfaction have been shown in the literature to have a significant impact on employees' levels of happiness in their job and on their productivity (Kuvaas, 2006; Houkes et al., 2003; Lent & Brown, 2006). Both motivation and satisfaction have also been shown to have an impact on the degree of absenteeism, lateness and turnover within an organisation (Lawler & Oldham, 1974; Shipton et al., 2007). Despite these similarities, the literature clearly indicates that motivation and satisfaction are distinct constructs. The researcher is able to make the following summary of the literature: Motivation is something that is quite intrinsic, which can be enhanced by both extrinsic and intrinsic factors but has a greater degree of longevity when enhanced intrinsically. Motivation on its own has been shown to increase productivity, with less dependence on work satisfaction. The relationship between motivation and productivity is a linear one, and enhanced motivation has shown to improve individual productivity. Satisfaction, however, is a construct strongly determined by the environment, although the Dispositional Theory brings into question such personal characteristics of self-esteem and self-efficacy. Satisfaction has a less linear relationship with performance, but has been positively correlated with the overall organisation productivity. This productivity has been mainly attributed to the commitment of the individual to the organisation, seeing less days off sick and lower employee turnover. Satisfaction alone does not result in increased individual productivity, as seen with motivation. In the literature, motivation has been shown to improve on levels of satisfaction, yet satisfaction has a far less significant impact on motivation.

　　It is clear then from the literature that although highly correlated constructs, motivation and satisfaction are distinctly unique and yield complementary, yet differing results.

　　Conclusion 結論

　　A review of the literature has shown both the individual impact of motivation and satisfaction on performance in the work place, levels of absenteeism, lateness and turnover. It has further demonstrated the relationship between these constructs, with motivation being associated with a larger degree of individual productivity, and satisfaction yielding overall organisational productivity. Furthermore, motivation has been indicated as being better enhanced by means of intrinsic factors, whereas satisfaction has been shown to be largely enhanced through external factors. Making these distinctions between motivation and satisfaction has important implications to organisations. Work designs that target only one of these constructs or that assumes that they are the same and yield the same results will fall short of achieving maximum productivity. By understanding the differences between these constructs and the relationship between them, organisations can work towards creating an environment that enhances productivity and secures employee commitment.

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