跨国公司工作满意度 [10]
论文作者:英语论文论文属性:作业 Assignment登出时间:2014-09-13编辑:zcm84984点击率:27001
论文字数:14328论文编号:org201409112209324471语种:英语 English地区:加拿大价格:免费论文
关键词:跨国公司工作满意度Job SatisfactionMNC工作满意度
摘要:本文是一篇留学生跨国公司工作满意度的相关作业,工作满意度是人力资源管理这门学科最重要的研究领域之一。工作满意度函数的重要的作用就是保证了员工对工作极高的满意度水平。
relationship between skill mismatch and job satisfaction, while the link between education mismatch and job satisfaction was insignificant.
Training may influence workplace performance directly by raising output per worker, or be measured indirectly through its impact on the wage on the assumption that this is equal to the marginal productivity of labour. However, this will not be the case if there are imperfections in the product or labour markets.
The nature of training has been examined in a number of studies. Thus Barrett and O'Connell (1998) found that specific training had a bigger impact on wages and productivity than general training. Mason et al. (1996) found that both value added and product quality were higher where workers were trained to take charge of several production lines at once. Cosh et al. in a series of papers (1998, 2000 and 2003) found that training had a strong and significant effect on employment growth in small firms when it was undertaken regularly rather than on an ad hoc basis. Especially for larger firms there was also an association between intensity of training and profitability. Training may also stimulate innovation in the workplace (Bartel and Lichtenberg, 1987). Therefore it is doubtful whether different types of training impact either equally or positively on performance.
Finally, training can have an indirect effect on performance if it increases job satisfaction by, for example, making it easier for employees to perform the job or feel more valued (as in Akerlof's 1982 conceptualisation of the labour contract as a gift-exchange). Petty et al.'s 1984 meta-analysis confirms such outcomes. In contrast, if workers feel dissatisfied they may react in a number of ways (Farrell, 1983): through a sense of loyalty they may stick it out; use a voice mechanism (Freeman, 1978, Freeman and Medoff, 1984); neglect their responsibilities to the employer by absence, lateness, striking or reduced effort (Akerlof and Yellin, 1986); or exit (Jovanovic, 1979, Burdett and Mortenson, 1998).
2. Quits and Job Satisfcation-
Until recently there had been relatively few studies by economists examining the role played by job satisfaction in quitting decisions. The main reason for this was the lack of largesample longitudinal data which could be used to identify job satisfaction in one period and job turnover in subsequent periods. Locke (1976) provided an extensive review of the literature in the psychology field, concluding that a negative correlation coefficient between job satisfaction and employee turnover was almost always obtained. However, correlation does not always imply causation and most of the studies cited by Locke used simple univariate analysis. In one of the seminal papers on job satisfaction, Freeman (1978) was one of the first economists to analyse the connection between quits and job satisfaction. Based on panel data from two different US sources, the National Longitudinal Survey (NLS, 1966- 1971) and the Michigan Panel Survey of Income Dynamics (PSID, 1972-73), Freeman showed that job satisfaction was positively and significantly related to the probability of quitting. Moreover, he found not only that job satisfaction was quantitatively more important than wages, but also that the causality ran from job satisfaction to future quitting behaviour. This relationship was confirmed by Akerlof et al. (1988) using data from the NLS Older M
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