通过工作设计提高员工满意度外文翻译.docVIP

外文翻译 原文 IMPROVING STAFF SATISFACTION THROUGH JOB DESIGN Material Source : / Author B.P.V. Sarata Job satisfaction affects the quality of the services provided in human service organizations and it is strongly influenced by job design. The author suggests that meeting staff needs for satisfying work is an important responsibility of the administrator. Staff morale and attitudes affect the quality of services provided in mental health and other human service settings. High staff morale contributes to the social climate within which the client is served (Moos and Houts 1972; Sarata and Reppucci 1975; Stotland and Kobler 1965). Highly satisfied staff display greater task-involvement and more cooperative attitudes (Sarata 1974, 1976). Absenteeism and turnover among staff who provide treatment services are negatively correlated with job satisfaction and morale. The relationship between employee satisfaction and job design has been repeatedly demonstrated within industry Data from several recent studies suggest that staff satisfaction within human service settings is also significantly related to job design variables (Sarata and Jeppesen 1976). However, the existing literature provides few guidelines for the administrator of a human service setting. This paper proposes a model for improving staff satisfaction through redesigning jobs and roles. THEORETICAL FRAMEWORK A useful conceptualization of the relation between work and worker satisfaction has been suggested by Hackman and Oldham(1975). They view employee satisfaction and motivation as being mediated by three critical psychological states. The critical factors are 1 ) the experienced meaningfulness of the work, 2) experienced responsibility for work out comes, and 3) feedback concerning work performance or outcomes. Each of these psychological states is related to specific job design variables. Thus, a program to increase staff satisfaction consists of identifying and altering the job design variables associated with