[雙語(yǔ)翻譯]員工離職外文翻譯--工作滿意度和組織承諾對(duì)離職意向的影響

1、3100 英文單詞， 英文單詞，17500 英文字符 英文字符文獻(xiàn)出處： 文獻(xiàn)出處：Tnay E , Othman A E A , Siong H C , et al. The Influences of Job Satisfaction and Organizational Commitment on Turnover Intention[J]. Procedia - Social and Behavioral Sciences, 2

2、013, 97:201-208.The influences of job satisfaction and organizational commitment on turnover intentionEvelyn Tnay, Abg Ekhsan Abg Othman, Heng Chin Siong, Sheilla Lim Omar LimAbstractThis study aims to investigate and fi

3、nd out the influences of job satisfaction and organizational commitment on employee turnover intention in a production industry. There are a total of 85 questionnaires collected from 100 questionnaires that had been dist

4、ributed at the chosen organization. Demographic characteristics were discussed briefly according to the frequency level and percentage. In addition, both descriptive and inferential statistics were applied to analyze the

5、 data obtained. As for inferential statistics, Pearson Correlation Coefficient was used to measure the degree between independent variables with dependent variable in this research. The research findings showed that for

6、the independent variable of job satisfaction with the factors on satisfaction with pay and supervisory support had a low, and negative significant relationship on employees’ turnover intention. However, organizational co

7、mmitment had no significant relationship towards turnover intention among the employees within the organization.Keywords: Job satisfaction, satisfaction with pay, supervisory support, organizational commitment, turnover

8、intention 1. IntroductionIn today’s working environment, employee turnover issues have increased tremendously. Such matter may directly affect the human resource practices of recruitment and selection, training, and main

9、taining the workforce. Besides, if a high number of employees leave the organization, workload and overtime for existing employees are heavily increased, and thus, may reduce their productivity level due to low employee

10、morale. In addition, not only it brings negative consequences towards the employees, a high rate of job turnover in an organization may impact its overall performance. Therefore, in order to obtain a high productivity an

11、d performance, it is crucial for organizations to gain employees5 support and contribution. Various study and research had been done on turnover issues. Job satisfaction, for an instance, could help to increase employee

12、commitment and motivation. A research conducted by Hay [1], found that the majority of the employees chose career opportunities, learning and development as the foremost reason to stay in an organization, to which, lead

13、towards job satisfaction. Another research by Ali [2] mentioned that problems might arise if the employees’ dissatisfactions are not taken into consideration. Employees who are dissatisfied would eventually leave the org

14、anization, and at the same time, the organization loss the knowledge that the employees had brought in. If the organization decides to recruit new employees to replace those who leave, and their feelings of dissatisfacti

15、on are not met too, this could affect the daily operation of the organization, and the vicious cycle of turnover rate will happen again.In this study, to ensure that the employees in an organization are retained, the res

16、earchers focused on several factors that could influence the turnover intention among the employees, which intentionThe researchers in this study defined supervisory support as the physical and psychological encouragemen

17、t given by the employer or supervisor who value the contribution of employees and thus, help to promote their development. The researchers believe that this could affect the employee's performance and effectiveness.

18、From previous study done by Tan [6], he stated that the supervisors are mainly involved in performance evaluation and feedback. Hence, the supervisors* favorable or unfavorable treatment reflects an organization^ view an

19、d decisions on employees. Referring to a research conducted by Gentry et al. [7], employees who are given a voice, open communication, recognition, support by their respective supervisors, and cared for their well-being,

20、 they tend to remain in the organization for a long period of time. Therefore, in this study, the researchers presented the second hypothesis, which is to look at the relationship between supervisory support and employee

21、s5 turnover intention.Ha3 There is a significant relationship between organizational commitment and employees' turnover intention.Mowday, Porter, and Steers [8] defined organizational commitment as a strong belief in

22、 and acceptance of the organization^ goals and values; a willingness to exert considerable effort on behalf of the organization; and a strong desire to maintain membership in the organization. In this study, it means tha

23、t if the employees’ values are aligned with the organization’s goals，hence，this would lead to their willingness to remain in the organization. Pertaining to a research by Qi [9], affective commitment has significant nega

24、tive influence on turnover intention, which is similar to a research done by Law [10], indicated that affective commitment is the most prominent component of commitment in predicting turnover of the employees. Therefore,

25、 the final hypothesis used for this study is to look at the relationship between organizational commitment and employees9 turnover intention.3. Research MethodologyIn this research, a survey questionnaire was designed ac

26、cording to the objective of the study, and it was used to gather accurate and less bias data. The questionnaire involved comprised of five (5) sections whereby it contained the demographic characteristics of the responde

27、nts on the first section, with the other four (4) sections on factors of job satisfaction, organizational commitment, and employees5 turnover intention. The last four (4) sections were measured using a five-level Likert

28、scale developed by Rensis Likert in year 1932, ranging from (1) ^strongly disagree” to (5) “strongly agree”.A total of 100 questionnaires were distributed among the management and non-management employees, and only 85 of

29、 them were successfully collected from the studied organization. In analyzing the available data, descriptive and inferential statistics were used by utilizing the Statistical Package for Social Science (SPSS) version 16

30、.0.As mentioned earlier, descriptive statistics were used to analyze the respondents’ demographic data such as gender, age, educational level, income, and years of service working in the organization. The data was presen

31、ted via frequency and percentage. On the other hand, inferential statistics were used to determine the relationship between the independent and dependent variables. The research hypotheses were analyzed by using Pearson’

32、s Correlation Coefficient, and the signs of the correlation coefficient indicate the strength of the relationship or the degree of association between the two variables. The independent variables for this study include j