通過工作設計提高員工滿意度外文翻譯（可編輯）

1、通過工作設計提高員工滿意度外文翻譯 外文翻譯原文improving staff satisfaction through job design material source : /0. 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 fo

2、r 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; sara

3、ta 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 b

4、etween 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

5、 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 hack

6、man and oldham1975. 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.

7、 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 each of these critical psychological states. experienced meaningfulness of work in the hackman

8、 and oldham 1975 formulations, experienced meaningfulness is a function of three job design variables: task significance, task-identity and skill-variety. in the human service setting, information about the functioning of the total agency is also predictive of satisfaction sarata and jeppesen1976 an

9、d can be seen as increasing meaningfulness. task-significance: because providing services for persons in need is important work, the task-significance is potentially high. identification with the helper role is an important source of satisfaction for professional r e t t i n g 1960 and nonprofession

10、al treatment staffsarata 1974. unpublished data sarata 1974 suggest that auxiliary staff clerical, dietary, and maintenance often identify with the agency in its role of helper. six samples of auxiliary personnel from a variety of agencies were asked to indicate three or more sources of satisfaction

11、 associated with their jobs. sample sizes ranged from 25 to 65 persons. at least 46 percent of each sample gave a response indicating such an identification, e.g., working at the center which helps these unfortunate people. however, the impact of this helper identification upon the meaningfulness of

12、 their work is probably a function of task-identity and skill-variety. : in order to experience work as meaningful the individual must understand how it contributes to the overall product or goal. this understanding is termed task-identity. information about the function and procedures of other depa

13、rtments contributes to task-identity. typically, task-identity and information are positively correlated with status and level of training sarata and jeppesen 1976. in residential treatment settings, attendants and auxiliary staff, for example, often have little opportunity to develop more than supe

14、rficial task-identity. their understanding of the procedures and terminology employed by professionals is frequently limited. professional staff for whom the necessity and implications of each procedure are obvious, seldom provide other staff with explanations; they give only succinct instructions.

15、in such situations, in service training is an effective means for increasing and maintaining the level of task-identity. lower level staff should receive instruction about professional procedures and terminology. professional staff and supervisors must be sensitized to the need for adopting a more i

16、nformative approach. including all staff levels in case conferences and policy planning meetings is an effective means for maintaining task-identity and information. the potential impact of in-service training is suggested by the results of two workshops provided for clerical personnel. the first wa

17、s for the secretaries and receptionists of the alcoholism agencies in a small metropolitan area. it gave the participants basic information about alcoholism as well as knowledge of the personnel and procedures in other agencies. critical psychological states. the trainees continued to evidence incre

18、ased levels of job satisfaction and effectiveness for at least six months rivers, sarata and book 1974. the second was a half-day workshop attended by the receptionists and clerical staff of rehabilitation agencies. it focused upon client reactions to their contacts with no counselor staff members a

19、nd was held at a statewide convention of secretaries. unpublished data collected by the author indicate that one year later the workshop participants reported a higher level of job satisfaction than did their colleagues. several professional and supervisory personnel who participated in both worksho

20、ps reported that they gained an increased awareness of their staffs need for information. among professional staff, task-identity information is negatively correlated with distance from the parent organization. for example, staff members in satellite offices are typically provided extensive informat

21、ion during their initial training. however, their isolation often precludes them from adequate knowledge of subsequent changes in agency policies. similarly, the staffs of diagnostic and referral services are often unaware of changes in the programs to which they provide information. continuing trai

22、ning is an effective way to increase task-identity and information; it should be implemented cooperatively by the staffs of all programs or agencies involved in serving the same population. rotating staff among the various programs and agencies may be the most effective method of facilitating task-i

23、dentity. skill variety. the extent of the variety associated with professional and nonprofessional roles varies with program design and administrative structure. increasing the skill variety of a job in a human service program often requires that staff members receive additional responsibilities and

24、 training. where it seems inadvisable to expand responsibilities, variety can be increased by rotating staff between existing positions. at least two settings have reported positive results from encouraging staff members to simultaneously function in more than one capacity goldenberg 1971; sarason,

25、zittany and grossman 1971. experienced responsibility for work outcomes autonomy in determining the manner and sequence in which work is performed is the most commonly recognized source of experienced responsibility. participation in planning and decision making is another source. the feasibility of

26、 providing most staff with a significant degree of autonomy is limited by at least two considerations. first, many decisions can be made only by professional staff. second, providing good care requires that the efforts of all disciplines be well coordinated and that treatment plans be implemented in

27、 a consistent manner. this necessarily limits the autonomy of the staff members involved in the process. autonomy: increasing autonomy is the strategy of choice for positions that involve total responsibility for all services provided to a given client or group, e.g., administrator of a treatment un

28、it, therapist at an outpatient clinic. however, the implementation of these roles must reflect the general goals and policies of the agency as a whole. this can be accomplished through the use of” management by objectives or key factor analysis procedures in the manner suggested by ryan 1974. these

29、roles can be pursued autonomously because responsibility for serving the client is not shared with other staff within the agency. participation: for situations in which staff must closely coordinate their efforts, e.g., the treatment and patient care staff of a residential psychiatric unit, the pref

30、erred strategy is to imize participation. the unit as a whole must be given primary responsibility for decisions. within the unit, procedures that allow each staff member to contribute meaningfully must be established. consensus can rarely be achieved nor is the adoption of a majority-rule principle

31、 necessary. however, staff input must be regularly solicited. this is often best accomplished through staff participation in case conferences and around the-table staff meetings. moreover, staff must have an opportunity to develop the ability to identify and communicate relevant information.譯文 通過工作設

32、計提高員工滿意度 資料來源:/. 作者:b.p.v sarata 工作滿意度影響人性化服務組織所提供的服務質量,它還受到工作設計的巨大影響。作者建議對于管理者來說,為員工提供滿意的工作是重要的責任。 員工的士氣和工作態(tài)度在心理健康和其他的服務設置方面影響著提供的服務的質量。高漲的員工士氣有助于客戶服務中的社會氣氛的提高(sarata 和 re -ppucci 1975; stotland 和 kobler 1965)高漲的員工滿意度表現(xiàn)出更高的任務參與度和更高的團隊態(tài)度。sarata 1974, 1976曠工和提供服務性的營業(yè)額與工作滿意度和士氣成負相關。 員工的工作滿意度與工作設計的關系在行

33、業(yè)內已經(jīng)很明確了hackman 和 oldham 1975; lawler 1969。從最近的幾項研究數(shù)據(jù)表明,在服務設置中,工作滿意度和工作設計變量明確相關sarata 和 jeppesen 1976。然而,現(xiàn)有文獻只為管理者的人性化服務設置提供了一部分的指導方針。本文提出了一個模型,通過重新設計員工工作設置來提高員工滿意度。 理論新框架 hackman 和 oldham1975已經(jīng)提出了一種有價值的概念,關于工作與工人滿意度的關系。他們認為員工滿意度和積極性受到三種“關鍵的心理狀態(tài)”的調節(jié)。關鍵因素是:1.工作的經(jīng)驗與意義。2.工作的責任心。3.關于工作的結果或意見的反饋。每一個這些心理狀

34、態(tài)都是工作相關的設計變量。因此,一個關于提高員工工作滿意度的方案,包括確定和改變工作變量,與上述的關鍵心理因素有關。 經(jīng)驗豐富,具有意義的工作 在hackman 和 oldham 1975的構想中,經(jīng)驗豐富,具有意義是指三個工作設計變量的函數(shù):工作重要性,工作統(tǒng)一性,技能多樣性。在人性化服務設置中,信息運作的總機構也是一種滿意的預測(sarata 和 jeppesen1976)也可以被看作是有意義的。工作意義性:為有需要人士提供服務是一項很重要的工作,所以工作的意義性也是具有高潛在力的。幫助角色進行識別和積極地處理員工的事情sarata 1974是滿意度的重要來源(retting 1960)。未公布的數(shù)據(jù)sarata 1974建議:輔助性員工經(jīng)常認同該機構對于自身角色的幫助。各種各樣的機