员工满意度与工作气氛：一个日本制造业员工的实证研究【外文翻译】
员工满意度对工作绩效的影响实证研究——以得力集团有限公司为例
员工满意度对工作绩效的影响实证研究员工满意度对工作绩效的影响实证研究 ————以得力集团有限公司为例以得力集团有限公司为例以得力集团有限公司为例2018年05月21日摘要摘要：：制约企业发展的重要因素之一是员工满意度问题，而如何提高员工满意度成了提高工作绩效的关键因素。
通过对得力集团有限公司生产车间员工的问卷调查，将工作满意度分为五个维度，将工作绩效分为两个维度，建立测量模型，研究员工满意度与工作绩效之间的关系。
关键词关键词：：员工满意度，工作绩效，影响因素一、研究背景研究背景 企业是当代社会发展的重要因素，其核心与目标是获得卓越绩效、取得丰厚利润。
要达到这一目标取决于员工的努力程度，而员工对自身工作、企业日常运行情况、管理机制等所抱有的态度，影响着企业绩效目标的达成状况。
所以，企业要想迅速发展，就必须把员工的工作态度放在首位。
随着现代社会日益激烈的竞争，人们越来越认识到“人”的因素的重要性——企业要想做大做强就必须提高员工满意度，并不断激发员工的工作积极性。
提高工作绩效能够在很大程度上降低生产成本、提高产量，而员工满意度这一因素密切影响着员工工作绩效。
对管理者来说，研究员工满意度对工作绩效的影响，对企业优化人力资源管理，促进员工的工作激情，提高企业的绩效有极其重要的意义。
关于员工满意度与工作绩效之间的关系，学者们已研究多年，分别持有不同的见解，到目前为止，并未得到统一的结果。
通过查阅员工满意度与工作绩效之间关系的文献，发现员工满意度与工作绩效之间关系不同的研究结论，可能是对员工满意度与工作绩效的定义不同。
以得力集团有限公司（以下简称得力集团）为例，将工作满意度分为五个维度：工作本身满意度、工作条件满意度、工作回报满意度、工作氛围满意度、企业文化满意度。
将工作绩效分为两个维度：任务绩效、周边绩效。
建立测量模型，深入探讨员工满意度与工作绩效之间的关系。
这不仅可以理清理论争议，得出正确的研究结论，也可以帮助企业提升工作效率和最佳经济效益，减少和纠正低生产率、高损耗率和高人员流失率等紧迫问题，从而提升企业绩效。
员工的满意度和生产力【外文翻译】
外文翻译原文：Employee Satisfaction & Productivity At the core of financial and professional success is client value. Staff satisfaction and productivity are of pivotal importance to the delivery of client value . Those process components through which veterinary clients derive value must be delivered through both the professional and non-professional staff of the practice.To understand the dependence of value upon staff satisfaction and productivity, it is necessary to appreciate what makes staff members satisfied and productive and to understand the reciprocal relationship that staff has with clients.Employee SatisfactionSeveral factors influence employee satisfaction. Each factor interacts with the others, and collectively all factors contribute to employee satisfaction.Work EnvironmentThe single most important factor contributing to employee satisfaction is the internal quality of the work environment. This internal environment is determined by the employees’ feelings towards their jobs, colleagues, an d employers.Employees want to be treated with respect and dignity by both colleagues, employers and clients. Employees want to feel that they are part of the team and that they serve a valued function in the operation of the practice. Employees need to have a feeling of mutual respect with both colleagues and employers.Not unlike their employers, employees thrive on responsibility and a feeling of accomplishment. Greater responsibility gives employees a feeling of worth. Responsibility instills in them the feeling that they are trusted and valued by their employers. Employees will go to great lengths not to betray this sense of trust.Ability to Achieve ResultsEmployees who service the public are fulfilled by being able to achieve results for customers. Conversely, they become frustrated and dissatisfied when they areunable to achieve results for customers.So what is obstructing employees from achieving results for customers? The answer in many cases is the boss. Employees are often not trained well enough to be able to take the responsibility of making decisions that are necessary to achieve desirable results for clients. Even if they are sufficiently trained, many employees are prohibited from making decisions by employers who have not placed enough trust in them. Employees are often forced to work within the confines of very rigid practice guidelines and policies.In order to allow employees to achieve results for clients and experience the related satisfaction, it is necessary for employers to train employees and then empower them with the freedom to make prudent decisions for clients. At the same time, it is obvious that employees cannot assume endless responsibilities and have limitless liberty. The truth is, they do not want endless liberty. However, well-selected and well-trained employees will make a more conservative decision than would their employer and can act within the bounds of empowerment bestowed upon them by the employer.Employee Rewards and CompensationAlthough it is a given that employees wish to receive what they feel is fair and competitive financial compensation for their efforts, compensation beyond this level is not as motivating as the factors related to the internal work environment and their relationships with clients.Recognition for a job well-done, by employers, colleagues, and clients, is very inspirational. A feeling of respect and mutual trust is very motivating.An employee’s contribution beyond financial production can be recorded on a balanced score card. A balanced score card bases financial compensation and promotion on not only financial productivity but also qualitative factors such as client satisfaction ratings and the ratings of colleagues relative to team effort. Business KnowledgeEmployees do not necessarily want to know about the finances of the business.On the other hand, they do want to know how the business works. This knowledge leads to employee satisfaction by enabling employees to better assist clients. Employee satisfaction is heightened by their ability to take on more responsibility and to perform their tasks more efficiently. Employees who are knowledgeable about the operation of the business become high performers, providing excellent customer service and performing their responsibilities efficiently, while functioning in a team where they know how and why their role is important.Client RelationsSatisfied clients, as discussed above, increase the satisfaction of employees. Satisfied employees generate satisfied clients. This reciprocal relationship, once in motion, perpetuates itself.The following factors instill employee satisfaction.• Employee training • Business knowledge• Desire for responsibility • Pride in serving clients• Sense of belonging• Mutual trust and respectIt is clear that satisfied employees can provide clients with those attributes of the process component of service (Responsiveness, Reliability, Assurance , and Empathy) that clients value.ResponsivenessIs it any wonder that a satisfied employee is willing and happy to provide friendly, prompt service or to return phone calls? Is it surprising that trained employees empowered with the freedom to make key decisions will not hesitate to resolve difficult situations or take on stressful and urgent requests, especially when they are recognized for their accomplishments?ReliabilityEmployees who understand their roles within the operation of the business and what is needed to make the business work are not likely to disappoint either a customer or an employer. In fear of losing the respect and trust of their clients oremployer, satisfied employees will go the extra mile to ensure that the clients receive the service that they depend on.AssuranceVeterinary and technical staff have the benefit of professional training and have the appropriate degrees and accreditations. Clients depend on professionals to maintain competence in their respective fields. Reception staff may be formally or informally trained in their roles. Personal integrity, a high level of professional competence, and an extensive knowledge of the operation of the business allow employees to convey confidence and instill trust in clients. After this confidence and trust are established in a significant number of clients, the word of mouth in the community establishes the reputation of the hospital. Even before interacting with the practice, potential clients will trust the hospital that they have heard positive reports about from friends, family, neighbours and co-workers.EmpathyEmpathy is defined as the ability to be aware of, to understand, and to appreciate the feelings and thoughts of others. Empathy is “tuning in” (being sensitive) to what, how and why people feel and think the way they do. Empathetic people care about others and show concern for them.Clients want to be understood. Understanding and expressing the fact that you understand another’s circumstances shows empathy and should not be confused with sympathy. It is highly probable that a clients’circumstances cannot be altered.Clients wish to be understood, not pitied. Nor is empathy found in the act of cuddling pets or being obsequious to the owner. These superficial acts often replace the more difficult task of being empathetic.Staff that are treated with respect and dignity and thus take pride in serving others will make the effort to understand clients’ predicaments and assist in effective ways. This service is what clients expect of veterinary staff.Service RecoveryThe attention to service detail and the development of optimal service systems will minimize service failures. Despite every effort to provide high-quality customerservice, service failure is a fact of life. The diversity of services predisposes veterinary practices to some unavoidable level of service failure.Experienced and trained staff can often see a service failure unfolding. If the staff are trusted by the employer and empowered to take steps when they sense a problem is developing, the service failure may be minimized or totally avoided.In situations where failure does occur, recovery is still possible. The fundamentals of a successful recovery from a service failure are as follows:• Fast response • Personalized to the client• Customized to the circumstances • Compensation• Explanation of the problem • AssuranceStaff members who are armed with knowledge of the business operations and with employer-trust have the confidence to effectively recover from service failures. They have the competence to instill assurance in clients while explaining the problem and making the necessary arrangements to accommodate the clients’ needs. Properly empowered, they can act quickly and offer compensation when appropriate. Employee ProductivityThe industrial economy has recognized for some time that quality saves money through less waste and fewer returns. Now the service economyis recognizing that quality is a financial benefit rather than a cost. Efficient service systems and satisfied, loyal employees minimize the time spent recovering from failures and repeating services. Service quality generates greater revenue through loyal customers. The factors that drive employee satisfaction and productivity have a negligible financial cost.Many of the drivers of employee satisfaction also drive employee productivity. If they are well trained and understand the business, employees can play their role in the business activities and in team efforts so that they can maximize their productivity. Motivated by the respect of their employer, a balanced score card, and a sense of accomplishment, employees make their best effort to be productive.Proper employee training and cooperative team work can reduce employeenumbers by ¼ to1/3, depending on the size of the practice. If employee costs are held constant while employee numbers are reduced, the well-trained, efficient staff can be financially compensated at much more attractive levels.Traditionally, the financial cost associated with the loss of an employee has been associated with the cost to replace and train a replacement. For service providers, such as veterinary hospitals, a further financial cost is experienced through the loss of productivity of the former employee and reduced satisfaction of those clients that the former employee had served and developed a relationship with.It is not surprising that satisfied employees are loyal employees. Satisfied employees work in a favourable environment, where they enjoy the mutual respect of colleagues and employers. They are fairly financially compensated for their efforts and are better-trained and better-informed than their counterparts in competing practices. Satisfied employees find professional and personal gratitude in the relationships that they have developed with employers, colleagues, and clients.Measuring Employee SatisfactionSurveys should be used to measure the degree of employee satisfaction. Used at intervals, such surveys can gauge changes in employee satisfaction.Between surveys, employee satisfaction can be estimated by observing secondary elements such as employee turnover and customer satisfaction. In ideal circumstances, the work environment will have a service culture in which there is little need to question the degree of employee satisfaction and loyalty.How to Get ThereThe key to developing satisfied and loyal employees lies in employee selection, training, motivation, and empowerment.Employee Employee Employee Employee<><><>Selection Training Empowerment MotivationThree of these topics have been covered adequately in the above narrative. However, the task of employee selection remains to be examined. In brief, successfulbusinesses hire people on the basis of attitude rather than on the basis of skills. An individual must have some base level of skill to perform a given job. However, this base level is easily raised to levels that exceed the need for the position considered. In contrast, a person’s attitude cannot easily be altered, if it can be altered at all. The emotional stability of prospective employees is more important than their skill levels beyond a base requirement.In the book The EQ Edge, Steven J. Stein and Howard E. Book suggest that the emotional skills most important to customer service representatives are as follows:1• Stress Tolerance • Interpersonal Relationships• Assertiveness • Self-Actualization• HappinessEmotional intelligence (measured by EQ, Emotional Quotient) is defined as an array of non-cognitive capabilities, competencies, and skills that influence one’s ability to succeed in coping with environmental demands and pressures. In everyday language, emotional intelligence is what is commonly refereed to as “street smarts” or “common sense”.In contrast, IQ is a measure of an individual’s intellectual, analytical, logical and rational abilities.Studies have shown that IQ serves to predict between 1 to 10 percent (the average is 6 percent) of success in a given job. EQ, on the other hand, has been found to be directly responsible for between 27 and 45 percent of job success, depending on which field was studied.Although it is beyond the scope of this article to expand further on emotional intelligence, St ein’s text is a very interesting and enlightening read.1、Steven J. Stein and Howard E. Book, The EQ Edge, New York: Stoddart Publishing Company Limited, 2000.In general, employees wish to be treated well and wish to experience the same gratification as does the practice owner. Approaching staff in a manner that allows them to grow personally and professionally and to enjoy success is morally correct. This approach requires sincerity and empathy on the part of the practice owners. Aninsincere pat on the back and empty “good job” rhetoric will not suffice. Many practitioners fail to deliver value through their staff because they do not hold the personal beliefs that are necessary to relate to their staff in the appropriate manner. What Is the Pay-OffIncluded in the key findings of the 1998 Brakke study of management and behavior in the US veterinary profession is that; “Veterinarians who scored higher in financial acumen, and who owned or worked in clinics applying a larger number of standard business and service practices, had higher average incomes than those who do not”.2The Brakke study noted that veterinarians utilizing management practices normally associated with successful service businesses experienced a net income approximately 15% higher than those veterinarians who did not.Of the 19 standard business practices associated with well-managed companies, the three business practices that had the most positive influence on veterinary incomes were:• Promoting employee longevity• Measuring employee satisfaction• Tying rewards to client satisfactionOn average, veterinarians using these business practices experienced net incomes 16% higher than those veterinarians who did not.2、Cron William L., Slocum John V. Jr., Goodnight David B., and Volk John O., Brakke Management and Hehavior Study, American Veteinary Medical Association, 1999.Attention paid to developing a satisfied and loyal staff creates a work environment that will attract the best qualified and suited employees. These employees will attract satisfied and loyal clients. Beyond market share, quality of market share is an important component of profit generation. Less desirable employees and clients can be left to those practices that fail to provide the equivalent work environment and the equivalent client value.译文:员工的满意度和生产力在财政和职业方面成功的核心是客户价值。
员工满意度对员工工作热情影响的实证研究框架
《管理学研究方法》题目员工满意度对员工工作热情影响的实证研究姓名 CM1008 学号 20110410141所在学院国际工商管理学院年级专业2011企业管理完成时间2012年01月09日研究方案设计一、题目: 员工满意度对员工的工作热情影响的实证研究二、存在问题: 员工工作的积极性是重要的工作表现。
什么因素是影响员工的工作热情最重要的因素?当前，很多关于员工满意度调查的研究只是流于形式，员工并不敢表达自己的真实感受；另一方面，管理者对调查不重视造成了调查结果缺乏信度和效度。
三、研究意义：员工满意度对公司内部的工作氛围,效率和公司策略的实施有着重大的影响。
企业如何对待员工，员工就如何对企业。
员工的满意与否，直接关系到他们的工作热情，进而影响企业的运营和发展。
调查员工满意度的直接目的就是提高他们的工作热情，以此提高员工对企业的忠诚度。
在深入了解员工满意度状况的基础上，根据现实的情况，进行适当地调整和改变，进而维护企业的长期的稳定和发展。
四、假设:本文将运用Spector开发的九维度工作满意度模型。
在回顾已有文献的基础上，Spector[1]提出工作满意度的九维度模型。
这九个维度分别是薪酬满意度、晋升机会满意度、福利待遇满意度、回报满意度（表扬和认可）、主管领导满意度、同事满意度、工作本身满意度、沟通满意度和工作程序满意度。
每一个维度都由四个测量题项来度量。
在美国的实证研究表明九维度工作满意度量表（JSS）是一种信度和效度指标可靠的工作满意度测评方法[2]。
基于这些维度的模型，本文提出了六个假设:H1: 薪酬满意度对员工的工作热情有显著正向影响H1b:晋升机会满意度对员工的工作热情有显著正向影响H1c:主管领导满意度对员工的工作热情有显著正向影响H1d:福利满意度对员工的工作热情有显著正向影响H1e:沟通满意度对员工的工作热情有显著正向影响H1f:工作程序满意度对员工的工作热情有显著正向影响根据上述的假设，我们可以从下表可以看到待测的变量:五、调查对象: 作者将使用300调查问卷针对10种不同的企业,包括塑料厂、电子厂、机械工厂、玩具厂、广告公司、销售公司、百货商店、商业银行等。
员工满意度影响因素实证研究
员工满意度影响因素实证研究全面的研究员工满意度的影响因素，对于提高员工的工作积极性、主动性和创造性具有重要意义。
以S烟草有限公司员工为研究对象，通过采用影响因子分析的方法对员工满意度进行了实证分析。
通过研究发现“员工心态”、“员工期望”、“跳槽趋向”、“工作业绩”等影响员工满意度。
根据研究结论，提出了较为具体的建议与对策。
标签：员工满意度；影响因素；结构方程模型1 引言员工满意度是指员工对所从事工作的各方面所持有的基本态度或者感情。
本文在已有研究文献的基础上，通过对S烟草有限公司员工满意度的研究，来探讨影响员工满意度的各类因素。
本研究对于提升企业经济运行水平、提高企业的人力资源管理效率具有重要的现实意义。
2 模型构建与假设2.1 模型构建结构方程模型（Structural·Equation·Modeling，SEM）是一种用来建立、估计和检验多因素因果关系模型的多元化的统计分析技术，在研究过程中结构方程模型可以替代多重回归分析、通径分析、因子分析、协方差分析等诸多方法，值得一提的是该方法能够清晰地分析单项指标对总体的作用以及单项指标间的相互关系。
在已有的文献中，结构方程模型一般具有以下三个矩阵方程。
2.1.1 测量模式其中，x为研究过程中的外源观测变量组成的向量；y为研究过程中的内源观测变量组成的向量；Λx为研究过程中的外源观测变量与外源潜在变量之间的关系；Λy为研究过程中的内源观测变量与内源潜在变量之间的关系；δ则是外源观测变量x 的误差；ε则是内源观测变量y的误差；ξ与η分别是x与y的潜在变量。
2.1.2 结构模式η=βη+Γξ+ξ （3）其中，η为研究过程中的内源潜在变量；ξ为研究过程中的外源潜在变量；β为研究过程中的内源潜在变量η的系数矩阵；Γ为研究过程中的外生潜变量ξ的系数矩阵；ζ为残差，为研究过程中的模式内未能解释的部分。
2.2 模型基本假设E（ζ）=0，E（δ）=0，E（ε）=0，E（ξ）=0，E（η）=0，ε与ζ相互独立，δ与ξ相互独立，ε与η相互独立，ζ、δ及ε相互独立。
员工满意度对工作绩效影响的实证研究_以SG企业为例
一、引言企业中人的重要性可以用现代管理大师彼得•德鲁克(Peter F．Drucker，1973)的话体现：“企业只有一项真正的资源：人，管理就是充分开发人力资源以做好工作。
”因此，近年来，诸如“员工满意度高的企业才是好企业，员工认为好的老板才是好老板“等极力拥护员工满意度的观点得到了越来越人的支持。
这些观点旨在认为可以通过提高员工满意度进而员工生产率。
然而，满意度真能带来高绩效吗？截至今天，这一假设并未得到有可靠性的证据支持。
Vroom，Bruce and Blackburn 指出在不同的情景下工作满意度可能与工作绩效呈正相关、负相关关系或者无相关性。
然而，Locke（1970）认为工作满意度产生于绩效。
通过对工作满意度与工作绩效之间关系的文献回顾，我们认为之所以出现工作满意度与工作绩效之间无关的研究结论，可能是对工作满意度与工作绩效的定义过窄。
因此，本文将以SG企业为例，采用工作满意度的整体型概念，不涉及其维度划分，并且采用广义工作绩效的测量模型，来深入探讨工作满意度与工作绩效之间的关系。
二、研究方法1.研究对象本文的样本来自SG集团，SG集团有限公司创立于上世纪80年代，是一家以医疗器械、制药工业为基础产业的企业集团，是浙江省“五个一批”重点骨干企业。
样本选取范围主要是SG集团的生产车间，人员以一般员工与基层管理者为主。
本研究共发放问卷121份，回收92份，问卷回收率76%。
2.量表设计本文关于工作满意度量表采用Hochwarter，Kacmar，P e r r e w e等（2003）中整体满意度的量表，该量表是从Brayfied&Rothe’s（1951）整体工作满意度量表中抽取四个最大荷重的项目后得出的。
量表项目共4个问题，采用Likert五点量表进行测量。
本文的绩效量表是采用Van Scotter和Motowidlo（1996）的问卷，问卷有19个项目均采用Likert五点量表进行测量。
论文《员工工作满意度影响因素实证研究
员工工作满意度影响因素实证研究目录中文摘要 (2)1.引言 (3)2.工作满意度理论综述 (5)2.1 工作满意度的涵义 (5)2.2 工作满意度产生的理论基础 (7)2.3 工作满意度影响因素研究 (8)2.3.1 国外研究进展 (9)2.3.2 国内研究进展 (10)2.4 工作满意度的维度及测量 (11)2.4.1 工作满意度的单维和多维划分 (11)2.4.2 内源性工作满意度与外源性工作满意度的划分 (12)2.4.3 工作满意度的测量 (12)2.5 工作满意度与员工工作关系研究 (15)2.5.1 工作满意度与工作退缩行为关系研究 (15)2.5.2 工作满意度与绩效关系研究 (16)2.5.3 工作满意度与组织公民行为关系研究 (17)2.5.4 工作满意度与心理契约违背关系研究 (18)2.6 当前研究评述 (20)3.研究设计 (21)3.1 研究目的 (21)3.2 研究方法 (21)3.3 研究内容 (21)4.研究过程 (22)4.1 问卷题目的编制 (22)4.2 统计分析工具 (22)4.3 预试调查结果及分析 (22)4.4 正式问卷施测 (32)4.4.1 被试 (32)4.4.2 测量工具 (34)4.4.3 统计方法 (34)4.4.4 研究结果 (34)5.工作满意度测量方法探讨 (50)6.讨论 (51)6.1 关于工作满意度的结构维度 (52)6.2 人口统计变量对工作满意度各维度的影响 (52)6.3 工作满意度对离职倾向的影响研究 (54)6.4 工作满意度对绩效的影响研究 (54)6.5 工作满意度对组织公民行为的影响研究 (55)6.6 工作满意度与心理契约、绩效、离职意向、组织公民行为关系的模型 (55)6.7 工作满意度测量方法的比较 (55)6.8 样本企业加权满意度的测量结果的二维分析 (56)7.结论 (59)8.研究展望 (60)附录一：员工工作满意度预试调查问卷 (60)附录二：员工工作满意度调查问卷 (65)中文摘要当今世界综合国力的竞争，主要体现为科技水平和管理水平的竞争，而最终体现为人才的竞争。
日本制造业精益生产模式及其启示研究
日本制造业精益生产模式及其启示研究近几十年来，日本制造业以其高效、精密和优质的产品在全球范围内赢得了声誉。
这主要归功于日本企业采用的精益生产模式。
精益生产模式是一种以提高效率、降低浪费为核心的生产管理理念。
本文将深入研究日本制造业精益生产模式，并探讨其对其他制造业的启示。
1. 精益生产模式的核心理念精益生产模式以“提供价值”为核心，通过消除浪费和优化生产流程来提高生产效率和质量。
主要包括以下几个方面的内容：1.1 价值流分析价值流分析是精益生产模式的核心工具之一。
它的目标是识别生产过程中的价值增加和非价值增加活动，并通过消除非价值活动来提高生产效率。
这有助于确保产品在经过生产过程时能够保持高质量。
1.2 即时生产即时生产是指根据订单需求及时制造产品，以减少库存和生产过程中的浪费。
这种方法可以最大限度地提高生产效率，并降低由于过度生产而导致的浪费。
1.3 持续改进持续改进是精益生产模式的基本原则之一。
日本企业鼓励员工积极参与到生产过程中，并通过小改进来不断提高效率和质量。
这种文化促进了企业的创新和持续发展。
2. 日本制造业精益生产模式的成功案例2.1 丰田汽车公司丰田汽车公司是全球知名的汽车制造商，其精益生产模式被广泛应用于全球制造业。
丰田通过实施精益生产模式成功降低了生产成本和提高了产品质量。
其“丰田生产系统”（Toyota Production System）以其高效和灵活性在汽车行业树立了新的标杆。
2.2 索尼公司索尼公司是一家世界领先的电子产品制造商，其成功得益于其对精益生产模式的应用。
索尼通过实施精细化的生产流程和精益的产能管理来提高生产效率和产品质量。
这使得索尼能够快速响应市场需求并提供顶级的电子产品。
3. 对其他制造业的启示3.1 注重质量精益生产模式的成功之处在于其强调产品质量的重要性。
其他制造业可以借鉴日本制造业的精益生产模式，注重质量管理并实施严格的质量控制措施。
这有助于提高产品质量和客户满意度。
国内外企业员工工作满意度的比较研究
国内外企业员工工作满意度的比较研究在当今经济全球化和信息化的时代下，员工工作满意度是企业经营管理中不可忽视的一个重要指标。
员工工作满意度能够反映出企业在员工心目中的形象以及企业的整体运营水平，有利于企业制定合理的人力资源管理策略和提高员工的工作积极性和效率。
国内企业员工工作满意度的研究随着我国市场经济的不断发展，国内企业的员工工作满意度逐渐成为研究的热点。
国内企业员工工作满意度的研究主要从以下几个方面展开。
一是薪酬福利。
薪酬福利是企业管理中的重要考核指标。
国内企业的前期工资水平较低，但近年来随着我国经济的总体发展，各级企业不断调整薪酬福利政策。
相比较过去，现在企业的员工薪酬福利已经明显提高，使得员工对企业有了更高的满意度。
二是工作环境和企业文化。
良好的工作环境和企业文化都能够提高员工的工作满意度。
国内企业员工的工作环境和企业文化发展得较为缓慢，但近年来，一些企业开始注重员工的办公环境和企业文化建设，积极创造良好的工作氛围，使得员工的工作满意度也相应提高。
三是职业发展和晋升机会。
职业发展和晋升机会是员工在企业中发展的关键因素。
国内企业普遍存在晋升难、发展缓慢等问题。
但随着企业创新和管理模式的不断创新，国内一些企业也开始重视员工的职业发展和晋升机会，使得员工对企业更加满意。
国外企业员工工作满意度的研究相较于国内企业，国外企业对员工工作满意度的研究已经发展得相对成熟。
国外企业员工工作满意度的研究主要从以下几个方面展开。
一是薪酬福利。
国外企业对员工的薪酬福利给予了很高的重视。
一般而言，国外企业员工的薪酬福利水平较高，而且国外企业会根据员工的工作表现、能力、贡献等因素制定相应的薪酬政策，使得员工更加满意。
二是工作灵活性和福利待遇。
国外企业对员工的工作和家庭之间的平衡同样给与了很高的关注。
国外企业往往提供弹性工作模式、安排子女照管、疾病保险、考勤制度等福利待遇，让员工在工作和家庭之间取得平衡，提高了员工的工作满意度。
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外文翻译原文Employee satisfaction and job climate: an empirical study of japanese mankufacturingemployeesMaterial Source：journal of business and psychology Volume 3,No 3,Spring 1989Author：Furukawa KoichiAbstract:This study identified supportive supervision, co-worker social support, and job awareness as three factors that affect job satisfaction of employees from two mid- sized Japanese manufacturing companies. In addition to the significant main effects of supportive supervision and co-worker social support, a significant interaction effect between supportive supervision and job awareness was obtained. This interaction suggests that supportive supervision is very important in increasing job satisfaction when workers have low levels of job awareness.Introduction：Many studies related to human behavior at work in the industrial environment can be seen in the history of organizational psychology. Keeping employees satisfied in order to retain their services for a longer time has become a major topic of interest among the researchers of thefield. While satisfaction itself is defined according to various facets, its determinants also have varied correspondingly.Stogdill (1972a) suggested that a highly cohesive work group was associated with acceptance of task-related roles and the orientation and direction of group members toward task accomplishment. His results indicated the possibility of achieving a higher organizational performance with the existence of a cohesive work group. A high social support between and among the members of the group would significantly contribute to make such a cohesive work group. Stogditt (1974b) suggested that the person-oriented pattern of leadership which results from the social support of supervisors tends to enhance employee satisfactionwith supervision. In another study, satisfaction with supervision had been analyzed in the terms of leadership style, subordinate personalityand task type (Moffitt, W. et al., 1976). However, no attemptwas done in the study to associate social support with employee satisfaction.Rocco and Jones (1978) suggested that leader and co-worker support would result in greater job satisfaction, higher self esteem, and a greater tendency to remain in the organization. His conclusions were made on the basis of a correlation analysis which provides a way to extend his research in a different way as suggested in this study.Although many studies have tried to associate supervisor and coworker social support with negative outcomes, there are fewer studies attempting to incorporate satisfaction. In the present study, the authors have identified the employee's job awareness, which represents its pleasantness and acceptance, as a variable moderating the influence pattern of social support of supervisor (in the form of supportive supervision) and co-worker social support on employee satisfaction with the "job climate."Another purpose of carrying out this study is to understand the actual behavioral pattern of manufacturing employees in Japan, due to the lack of such studies available to English speaking scholars.Research problem：The mid-sized manufacturing workshops of Japan are focused in the present study. Work procedures, methods, and time required to completejobs etc., are ordinarily specified in advance to the workers of a production line. Hence, whenthey are assigned to perform certain mass production jobs, they become mechanized under the repetition of the same job. A successful continuation of such jobs may not be possible unless these workers are stimulated and kept satisfied by some means. Three major elements which are directly related to job climate can be seen here. When a worker is involved with some predetermined activities for accomplishing a given target or a goal in such a workshop, the worker has to interact with the surrounding people. People in such a surrounding can be categorized into two groups, co-workers and supervisors, who compose the primary group from the view point of a workshop employee.The "valence (job satisfaction) model" of the Expectancy Theory (Vroom, 1964; Galbraith and Cummings, 1967) suggests an individual's perference, neutral attitude, or dislike for particular outcomes can be described as a function of the instrumentality of these outcomes in achieving other outcomes, and the valence of these other outcomes. Accordingly, this model proposes that the valence of a fair performance to an individual is decided by the instrumentality of such a performance, e.g., to earn money, to gain status, and to enhance possibilities of promotion, supportive sup-ervision supervision and an accepting work-group witha high social support as well as by the valences in his eyes of money。