Proposal代寫參考：How Organizations Ensure Job Satisfaction
Proposal代寫參考-組織如何確保工作滿意度。本文是一篇留學生論文Proposal寫作范文，主要內容是講述自21世紀初以來，世界迅速轉變為地球村。黑暗時代的日子已經一去不復返了，雇主可以通過獲得最大的產出來剝削工人，而無需或極少的獎勵或激勵。在當今世界，由于通信網絡的改善，人們不能對他人的權利一無所知，組織必須根據全球標準履行其責任。同樣，互聯網世界使人們能夠通過網站將自己與他人聯系起來。這種新的現實正在努力實現在文化背景下創造新的社會學安排的目標，企業文化也是如此。在意識到全球市場和各個組織之間的競爭力量后，任何組織都必須確保培養和保持一種對組織忠誠和忠誠的人員，并在無限的時間內保持這種人員。下面就一起來看一下Proposal的具體寫作參考。
INTRODUCTION 引言
The world has been changing into the global village quite rapidly since the beginning of 21st century. Gone are the days of dark ages when employers could exploit their workers by receiving maximum output in exchange with no or awfully minimal rewards or incentives. In today’s world, due to improved communication networks, one cannot keep others in dark about their rights and organizations have to fulfill their responsibilities according to the global standards. Similarly, the world of internet has enabled people to link themselves with others through websites. This new reality is working towards the objective of creating new sociological arrangements within the context of? culture, and same is the case with corporate culture. After realizing the force of competitiveness in global markets and between individual organizations, it has become really essential for any organization to make certain that it develops and keep holding a kind of personnel that is dedicated and faithful with the organization for an unlimited time.
The workers or employees who are happy and satisfied with the work that they are assigned to do, or by the culture of the organization regarding relations with their employees ultimately feel motivated to continue their relationship with that organization as a faithful, devoted, committed and talented workforce. But many theorists feel that a great number of employees do not have this level of job satisfaction that they can be taken as motivated towards achieving the goals of the organization. Because of this unsatisfied nature of the employees, they keep seeking for alternate job resources where they may be able to experience a higher degree of job satisfaction. A high degree of job satisfaction shows high retention rate and low turnover rate. In other words, turn over rate can be taken as a measure of Job satisfaction level of the employees in any organization. The organizations that fail to retain their able and talented workforce and cannot make them loyal to the organizational goals face problems in escalating their production level and profitability. Finck, Timmers and Mennes (1998) highlighted the problem that the business excellence can be achieved only when employees are excited by what they do, i.e. the employees should be satisfied with their work and job conditions in order to achieve high goals of an organization.
對分配給他們的工作感到高興和滿意的工人或員工，或對組織與員工關系的文化感到滿意的員工，最終會感到有動力繼續與該組織的關系，成為一支忠誠、忠誠、忠誠和有才華的員工。但許多理論家認為，許多員工的工作滿意度不足以被視為實現組織目標的動力。由于員工的這種不滿意性質，他們不斷尋求替代工作資源，以便他們能夠體驗到更高程度的工作滿意度。工作滿意度越高，留用率越高，離職率越低。換言之，離職率可以作為衡量任何組織中員工工作滿意度的指標。那些無法留住有能力、有才華的員工，也無法讓他們忠于組織目標的組織面臨著提高生產水平和盈利能力的問題。Finck、Timmers和Mennes強調了一個問題，即只有當員工對他們所做的事情感到興奮時，才能實現卓越的業務，即員工應該對自己的工作和工作條件感到滿意，以實現組織的高目標。
Employee motivation and its link to job satisfaction of employees has been a matter of study for ages. Managers have to rely on their human resources to get things done and therefore need to know what factors would be most helpful for them in having a workforce that has a high level of job satisfaction.
員工動機及其與員工工作滿意度的關系一直是一個研究問題。管理者必須依靠人力資源來完成工作，因此需要知道哪些因素對他們擁有一支工作滿意度高的員工最有幫助。
Making employees motivated is considered as a factor that has a power of making workers satisfied with their jobs. But this is an understood fact that one cannot directly motivate others; one can just create the conditions where people feel motivated themselves. Spector (2003) says that a number of factors can help in motivating people at work, some of which are tangible, such as money, and some of which are intangible, such as a sense of achievement. The accomplishment of any organization greatly depends on the contribution of its labor force. This is also said that such contributions are triggered by those features of people’s work environment that motivate them to devote more material and intellectual vigor into their work. In this way the organization’s objectives are chased and accomplished. Motivation and job satisfaction are therefore regarded as key determinants of organizational success, both of which have an inter link between themselves. In order to have a highly productive and loyal workforce, organizations strive to take measures that would create a feeling of satisfaction and well being in their workers.
激勵員工被認為是使員工對工作感到滿意的一個因素。但這是一個眾所周知的事實，即一個人不能直接激勵他人；人們可以創造條件，讓人們自我激勵。Spector表示，許多因素有助于激勵人們工作，其中一些是有形的，比如金錢，而一些是無形的，比如成就感。任何組織的成就在很大程度上取決于其勞動力的貢獻。也有人說，這種貢獻是由人們工作環境的特點引發的，這些特點促使他們在工作中投入更多的物質和智力。通過這種方式，組織的目標得以實現。因此，動機和工作滿意度被視為組織成功的關鍵決定因素，兩者之間存在著內在聯系。為了擁有一支高效、忠誠的員工隊伍，各組織努力采取措施，讓員工感到滿意和幸福。
But does it really matter, or is it only a common myth that the aspect of motivation does have an influence on the job satisfaction level of the employees. The aim of this study is to observe the relationship between motivation and job satisfaction of employees and to authenticate it through statistical measures.
但這真的很重要嗎，或者僅僅是一個常見的神話，即激勵因素確實會影響員工的工作滿意度。本研究的目的是觀察員工的動機與工作滿意度之間的關系，并通過統計方法對其進行驗證。
1.2 Concepts of Employee Motivation and Job Satisfaction 員工激勵和工作滿意度的概念
Definitions of employee motivation:員工激勵的定義
The term “motivation” is derived from the Latin word ‘movere’, which means ‘to move’ (Baron, Henley, McGibbon & McCarthy, 2002). This means that motivation is a kind of energy that helps people in advancing towards the achievement of some certain goals. A great number of researchers over the years have been studying the concept of motivation and have been trying to extract the true definition of motivation but motivation can not be defined in explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a simple remark.
“動機”一詞源自拉丁文單詞“movere”，意思是“移動”。這意味著動機是一種幫助人們朝著某些特定目標前進的能量。多年來，許多研究人員一直在研究動機的概念，并試圖提取動機的真正定義，但動機無法以明確的方式定義。相反，動機可以被視為一種現象或概念，而不是一句簡單的話。
Campbell and Pritchard (1976) defined motivation as “a label for the determinants of the choice to begin effort on a certain task, the choice to expend a certain amount of effort, and the choice to persist in expending effort over a period of time”. Therefore, motivation is considered as an individual’s behavior which is the result of some inter-related factors where some variables have to be taken as constants such as individual’s skills, abilities and knowledge.
Campbell和Pritchard將動機定義為“在某項任務上開始努力的選擇、花費一定努力的選擇以及在一段時間內堅持努力的選擇的決定因素的標簽”。因此，動機被認為是一個人的行為，這是一些相互關聯的因素的結果，其中一些變量必須被視為常量，例如個人的技能、能力和知識。
There are a lot of perspectives about motivation; some of them are given below.
關于動機有很多觀點；下面給出了其中的一些。
Beck (1983) stated that four basic philosophies trigger a variety of angles about motivation on workplace. According to him, a man can be about his economic conditions, he wants to involve in more social activities and strong social relations, he wants to satisfy his need of self-actualization, or he may be a mixture of all the above mentioned needs.
貝克指出，四種基本哲學引發了關于工作場所激勵的各種角度。據他說，一個人可以關注自己的經濟狀況，他想參與更多的社會活動和強大的社會關系，他想滿足自我實現的需求，或者他可能是上述所有需求的混合體。
Theories that are about the rational economic man assume only the power of economic conditions on the overall behavior of a man. These theories assume that men are rational and they may make a right decision for their economic well being. The organizations that emphasize on the extrinsic rewards for their employees for example pay raise or fringe benefits actually follow this school of thought that man is rational about his economic conditions. Second kind of theories assume that the basic need of a man is only being social, these theories assume that man is mainly motivated by his social needs such as making friends and having good relationship with their colleagues. In this case, organizations want to make a more conducive and happy environment where their employees are satisfied with the people around them and where they can maintain good inter-relationship with the people t their workplace. Third perspective of motivation, according to theorists, is that a man’s basic need is self actualization. It says that people can be motivated through intrinsic measures as they get pleasure in making good job and receiving compliments in response to a good job. That is, people derive satisfaction through their accomplishments. Organizations that believe in this approach may make a system where rewards are based on high performance. Lastly, the complex man approach argues that there is a much more complex system about motivation of people and this can be based on many factors such as emotions, motives, abilities and experiences. These factors may change their places on the scale from high to low or from low to high level from time to time. The changes in these levels are because of newly learnt behaviours of people as time passes.
關于理性經濟人的理論只假設經濟條件對人的整體行為的影響。這些理論假設人是理性的，他們可以為自己的經濟福祉做出正確的決定。那些強調員工外在獎勵的組織，例如加薪或附加福利，實際上遵循的是這樣一種思想：人對自己的經濟狀況是理性的。第二類理論假設一個人的基本需求僅僅是社交，這些理論假設男人主要是出于社交需求，比如交朋友和與同事建立良好關系。在這種情況下，組織希望創造一個更有利、更快樂的環境，讓員工對周圍的人感到滿意，并與工作場所的人保持良好的人際關系。理論家認為，動機的第三個觀點是，一個人的基本需求是自我實現。它說，人們可以通過內在的措施來激勵自己，因為他們會從做好工作中獲得樂趣，并在做好工作后得到贊揚。也就是說，人們通過他們的成就獲得滿足感。相信這種方法的組織可能會建立一個基于高績效的獎勵體系。最后，復雜人方法認為，關于人的動機有一個復雜得多的系統，這可以基于許多因素，如情緒、動機、能力和經驗。這些因素可能會不時地從高到低或從低到高改變其在量表中的位置。這些水平的變化是因為隨著時間的推移，人們新學會的行為。
All of these above mentioned perspectives of motivation have triggered the researchers and theorists to present a number of different definitions about motivation. According to Schultz and Schultz (1998), motivation can be regarded as only the characteristics of people at workplace or personal characteristics of people that may explain the behaviour of people on their job.
以上提到的所有這些動機觀點都引發了研究者和理論家對動機提出了許多不同的定義。根據Schultz和Schultz的觀點，動機只能被視為工作場所的人的特征或可以解釋工作人員行為的人的個人特征。
Some authors are of the view that intrinsic conditions are more powerful than the work related characteristics of a person. Spector (2003) regarded motivation as inner state of mind of a person that persuades him to involve in some particular kind of behaviours. Spector argued that motivation may be studied from two perspectives. One perspective, according to him is that motivation is the direction for behaviour to develop that people choose from a number of behaviours. The intensity of such behaviour can differ with the amount of effort that is required to be put in a task to accomplish. The second perspective is that an individual gets motivated by the desire to attain some particular goals. This motivation is derived from a person’s individual needs and desires. Petri (1996) also stated that motivation can be taken as a force that acts on an individual to start and take initiative in showing some special behaviour. This theory explains that why it happens that some behaviour is more intense than others in particular situations, but not in others. The definition of motivation according to Gouws (1995) is that motivation originates from within an individual’s own self, either consciously or unconsciously, to fulfill a given task with success because the person takes pleasure in fulfilling this particular job, rewards from others are not important for such kind of individuals who are motivated intrinsically. Beach (1980) regarded motivation as a readiness to use up energy to achieve a target or incentive. According to him, behaviours tend to be repeated when they are rewarded by others, but the behaviours that are not properly rewarded or are punished will tend to die with the passage of time. He, however, recognized that intrinsic motivation has a link with the job content and it comes in light when people are satisfied by performing some activity or just by involving in some kind of activity.
一些作者認為，內在條件比一個人與工作相關的特征更強大。斯佩克特將動機視為一個人的內心狀態，促使他參與某種特定的行為。斯佩克特認為，動機可以從兩個角度進行研究。他認為，一個觀點是，動機是人們從許多行為中選擇的行為發展方向。這種行為的強度可能因任務完成所需的工作量而不同。第二種觀點是，個人被實現某些特定目標的愿望所激勵。這種動機源于一個人的個人需求和愿望。佩特里還指出，動機可以被視為一種力量，它作用于個人開始并主動表現出一些特殊的行為。這一理論解釋了為什么某些行為在特定情況下比其他行為更強烈，但在其他情況下卻沒有。Gouws對動機的定義是，動機源于個人自身，無論是有意識還是無意識地，以成功完成給定的任務，因為這個人在完成這項特定工作時很開心，而來自他人的獎勵對這種內在動機的人來說并不重要。Beach認為動機是一種準備好用盡能量來實現目標或激勵的行為。據他說，當行為得到他人的獎勵時，行為往往會重復，但沒有得到適當獎勵或懲罰的行為往往會隨著時間的推移而死亡。然而，他認識到，內在動機與工作內容有聯系，當人們通過開展某種活動或僅僅參與某種活動而感到滿意時，內在動機就會顯現出來。
Van Niekerk (1987) regarded motivation at workplace as created by the workplace environment and conditions that exert an influence on workers to perform some kind of activity by their own wish. According to him, workers want to reach some specific goals to have an inner satisfaction and to satisfy their own needs. Pinder (1998) gave his idea by keeping in mind the work place of organizations. He explained work motivation as a set of internal and external forces that help in initiating behaviours that are work related. According to the definition of Pinder (1980), work motivation has features that are invisible, and they are created from a person’s inner self and that researchers therefore must rely on the theories that are already established in order to have some guidance in measuring work motivation.
Van Niekerk認為，工作場所的動機是由工作環境和條件所創造的，這些環境和條件會影響員工按照自己的意愿進行某種活動。據他說，工人們希望達到一些特定的目標，以獲得內心的滿足，滿足自己的需求。Pinder通過考慮組織的工作場所給出了他的想法。他將工作動機解釋為一組內部和外部力量，這些力量有助于啟動與工作相關的行為。根據Pinder的定義，工作動機具有無形的特征，這些特征是由一個人的內在自我創造的，因此研究人員必須依賴已經建立的理論，以便在衡量工作動機方面提供一些指導。
For the purpose of this particular study, employee motivation is taken as an instinctive force, that is maintained and shaped by a set of personal characteristics as well as workforce characteristics, that depend on the particular needs and motives of the workers.
在這項特殊研究中，員工動機被視為一種本能力量，由一系列個人特征和勞動力特征維持和塑造，這些特征取決于員工的特殊需求和動機。
As it is already mentioned above, the concept of motivation is of very high importance with regard to the effectiveness of an organization, as many researches show that motivation creates a link between job satisfaction and job performance of the employees, and job performance is the determinant of profitability and success of the organization. So, in order to make their employees optimally motivated, it is necessary for an organization to focus on the factors in job content that result in employee motivation and job satisfaction.
如上所述，激勵的概念對于組織的有效性非常重要，因為許多研究表明，激勵在員工的工作滿意度和工作績效之間建立了聯系，而工作績效是組織盈利和成功的決定因素。因此，為了使員工獲得最佳激勵，組織有必要關注工作內容中導致員工激勵和工作滿意度的因素。
It is quite necessary for the managers and leaders to have a good knowledge about different motivational theories in order to have an effective management. Managers and leaders would need to choose the right theory to motivate a particular person in a particular situation and therefore have higher-performing and more satisfied employees.
為了進行有效的管理，管理者和領導者非常有必要了解不同的激勵理論。管理者和領導者需要選擇正確的理論，在特定的情況下激勵特定的人，從而使員工表現更高，更滿意。
Here we are going to discuss different theories of motivation and a critical view of these theories. These motivation theories are categorized as: Need Theories of Motivation, Cognitive Theories of Motivation, and Reinforcement Theory of Motivation.
在這里，我們將討論不同的動機理論以及對這些理論的批判觀點。這些動機理論分為：動機的需求理論、動機的認知理論和動機的強化理論。
THEORIES OF MOTIVATION 動機理論
Motivation can be regarded as a widely researched concept in the field of management and behaviour sciences. The concept of motivation is drawn on a broad spectrum as it is based on a variety of perspectives. But all of these perspectives have not been of same influence as they had once they were presented by theorists. One example of less influential perspectives is Maslow’s Hierarchy of Needs theory (Wicker & Wiehe, 1999). But their contribution in this regard cannot be neglected and denied as the basis of motivation theories have originated from these perspectives. Motivation theories are generally categorized into three classes; these classes are named as, Need theories of motivation, cognitive theories of motivation, and reinforcement theories of motivation. (Baron et al., 2002).
激勵可以被視為管理和行為科學領域中一個廣泛研究的概念。動機的概念來源廣泛，因為它基于多種觀點。但所有這些觀點都不像理論家們提出的那樣具有同樣的影響力。影響較小的觀點之一是馬斯洛的需求層次理論。但是，他們在這方面的貢獻不容忽視和否認，因為動機理論的基礎源自這些觀點。動機理論一般分為三類：；這些課程被命名為需要動機理論、認知動機理論和強化動機理論。
Needs Based Theories of Motivation 基于需求的動機理論
Need theories of motivation are also named as content theories as they explain the substance of motivation (Hadebe, 2001). These theories propose that internal states of mind of individuals invigorate and express their behaviours.
動機的需求理論也被稱為內容理論，因為它們解釋了動機的實質。這些理論認為，個人的內心狀態會激發和表達他們的行為。
Maslow’s hierarchy of needs theory 馬斯洛需求層次理論
Abraham Maslow’s theory of hierarchy of needs is considered as most common theory in the field of motivation research (Van Niekerk, 1987). It as introduced by Abraham Maslow in 1943. The basic principle of the theory is that people get motivated by their urge to fulfill their needs, or shortcomings. These needs may be grouped in five categories. This theory also argues that all these needs come in hierarchical shape where lower order needs have to be satisfied first before going to the higher order needs (Gouws, 1995). Maslow (1968) emphasized that “gratification of one basic need opens consciousness to domination by another”. These needs are numbered below going from lower level to higher level needs.
亞伯拉罕·馬斯洛的需求層次理論被認為是動機研究領域最常見的理論。這是亞伯拉罕·馬斯洛在1943年提出的。該理論的基本原理是，人們被滿足自己需求或缺點的欲望所激勵。這些需求可分為五類。該理論還認為，所有這些需求都是分層的，低階需求必須首先得到滿足，然后才能達到高階需求。馬斯洛強調，“滿足一種基本需求會讓意識受到另一種需求的支配”。這些需求從較低級別到較高級別依次編號如下。
Physiological needs, Safety needs, Social needs, Egotistical needs, and Self-actualization needs
生理需求、安全需求、社會需求、利己需求和自我實現需求
Physiological needs are the basic needs of a man necessary for his survival, e.g. hunger or thirst. Safety needs do not only mean that a person wants physical safety and security of life. Rather it also means personal security such as a safe and secure job life without any tension. Social needs are referred to as a wish to have friends and family from which a person derives internal pleasure and love. Whereas egotistical needs are based on a person’s desire to have a respectable and familiar personality in his society. Self-actualization need is the top most need in the hierarchy of needs as it stands for a person’s motivation towards the full growth of his prospective personality, which is basically never totally achieved (Gouws, 1995).
生理需求是人類生存所必需的基本需求，例如饑餓或口渴。安全需求不僅意味著一個人想要人身安全和生命安全。相反，它還意味著個人安全，如安全可靠的工作生活，沒有任何緊張。社會需求是指一個人希望擁有朋友和家人，從中獲得內心的快樂和愛。而利己主義的需求是基于一個人想要在自己的社會中擁有一個令人尊敬和熟悉的人格。自我實現需求是需求層次中最重要的需求，因為它代表著一個人對未來人格的充分成長的動機，而這基本上從未完全實現。
Existence-Relatedness-Growth (ERG) theory 存在相關增長（ERG）理論
The theory presented by Alderfer is in fact an expansion of Abraham Maslow’s theory of hierarchy of needs. Alderfer presented the argument that human needs are not based on hierarchical level, rather they reside on a continuum (Spector, 2003). Alderfer reduced Maslow’s five needs into only three needs, which he termed as Existence, Relatedness and Growth hence termed as ERG theory. Existence is basically the need of a human being to survive physically from hunger and fear, Relatedness need is attached with the social needs of a man and Growth is basically the need of a person to grow personally and develop his or her personality. Alderfer put emphasis on the argument that as these needs occur on a continuum, all these needs can be experienced at a time. (Alderfer, 1969).
阿爾德費爾提出的理論實際上是亞伯拉罕·馬斯洛需求層次理論的擴展。Alderfer提出了一個論點，即人類的需求不是基于等級的，而是存在于一個連續體上。Alderfer將馬斯洛的五個需求簡化為三個需求，他稱之為存在、關聯和成長，因此稱之為ERG理論。生存基本上是一個人從饑餓和恐懼中生存的需要，關系需要與一個人的社會需要相聯系，而成長基本上是個人成長和發展個性的需要。Alderfer強調了這樣一個論點，即當這些需求連續發生時，所有這些需求都可以一次經歷。
Regardless of the fact that Maslow’s hierarchy of needs theory gathered very less support from empirical data, his theory had a positive effect on the policies of organizations as now managers’ policies could be more focused on the basic needs of employees. Also the highest level need in the hierarchy that is self-actualization need has been accepted by executives and managers who are now considering it as a compelling motivator (Schultz & Schultz, 1998).
盡管馬斯洛的需求層次理論從實證數據中獲得的支持很少，但他的理論對組織的政策產生了積極影響，因為現在管理者的政策可以更加關注員工的基本需求。此外，高層管理者和管理者也接受了自我實現需求這一層次中的最高需求，他們現在將其視為一種令人信服的激勵因素。
Herzberg’s two-factor theory 赫茨伯格雙因素理論
Frederick Herzberg’s Two-Factor theory is a well known theory in the study of motivation concept. Herzberg developed this theory in 1954 while he was studying the behaviours of the workers towards their jobs (Gouws, 1995). In fact, Herzberg wanted to study the behaviour of workers in order to judge their job satisfaction measures, but over the time this study got its reputation as motivation theory due to its motivational factors (Baron et al., 2002). Beach (1980) gave his opinion this theory represents aspects that are related to motivation at work place rather than general human motivation factors.
弗雷德里克·赫茨伯格的雙因素理論是研究動機概念的一個著名理論。1954年，赫茨伯格在研究工人對工作的行為時發展了這一理論。事實上，Herzberg希望研究員工的行為，以判斷他們的工作滿意度，但隨著時間的推移，這項研究因其動機因素而被譽為動機理論。Beach認為，這一理論代表了與工作場所動機相關的方面，而不是一般的人類動機因素。
The hygiene factors may be associated with lower order needs in the Maslow’s hierarchy of needs. These hygiene factors are placed on a continuum from the factors which cause dissatisfaction going towards the factors which cause no dissatisfaction. The point to be noted here is that the here no dissatisfaction does not mean satisfaction, as these factor involve such kind of circumstances that help in preventing dissatisfaction but they do not lead to job satisfaction. Some examples of these hygiene factors include the job status of employees, level of supervision, work conditions, pay and benefits and interpersonal relationships (Herzberg, 1966).
衛生因素可能與馬斯洛需求層次中的低階需求相關。這些衛生因素是從引起不滿的因素到不引起不滿的原因的連續性。這里需要注意的一點是，這里沒有不滿并不意味著滿意，因為這些因素涉及有助于防止不滿的情況，但不會導致工作滿意度。這些衛生因素的一些例子包括員工的工作狀態、監督水平、工作條件、工資和福利以及人際關系。
Motivators are the factors that produce satisfaction in the employees and the absence of these factors would result in no satisfaction rather than dissatisfaction. The presence of these factors has a positive impact on the employee performance and job productivity. These factors may be associated with Maslow’s higher order needs in hierarchy but they are placed on a continuum from the factors which are highly motivated to the factors that are highly unmotivated. Job contents such as pleasure of performance, recognition level, opportunities of advancement and promotion are included in motivator factors (Herzberg, 1966).
激勵因素是產生員工滿意度的因素，如果沒有這些因素，將導致不滿意而不是不滿意。這些因素的存在對員工績效和工作效率有積極影響。這些因素可能與馬斯洛的更高層次需求相關，但它們被置于從高度激勵因素到高度非激勵因素的連續體上。激勵因素包括工作內容，如表現的愉悅感、認可度、晉升機會和晉升機會。
This theory has shown a great impact on the organizational psychology as now organizations are giving their employees a greater opportunity to plan and perform their own job descriptions (Baron et al., 2002). The two-factor theory has been very effective in the sense that now employees get the work that is pleasurable and meaningful for them (Spector, 2003).
這一理論對組織心理學產生了巨大影響，因為現在組織給了員工更多的機會來計劃和執行自己的工作描述。雙因素理論非常有效，因為現在員工得到的工作對他們來說是愉快和有意義的。
McGregor’s Theory X and Theory Y 麥格雷戈X理論和Y理論
Theory X and Theory Y of Douglas McGregor (1960) correspond to an expansion of his thoughts on motivation to the course and organization of employees in the workplace. McGregor’s theory X postulates that people do not take interest in their work and try to get rid of making any effort to accomplish the task, so they have to be coerced and pressurized by some strict actions so that they perform up to the desired level. In his theory, the common man is believed to be a highly unmotivated person and lacks the sense of responsibility. He only strives to meet his lower order needs. They are selfish, and do not consider and care about organizational goals. In contrast of theory X, theory Y has a more modern approach to motivation. . it postulates that people seem to be highly motivated toward achievement of organizational goals, they are keen to discipline themselves, they are eager to take up responsibility, and are talented enough to create solutions for problems. McGregor then regarded Theory Y as a more truthful and rational description of human behaviour and attitudes, since it represents the incorporation of individual and organizational goals. However, McGregor acknowledged the fact that the theory does not propose a complete clarification for employee motivation (McGregor, 1960).
道格拉斯·麥格雷戈的X理論和Y理論對應于他將激勵思想擴展到工作場所員工的課程和組織。麥格雷戈的X理論假設，人們對自己的工作不感興趣，并試圖擺脫為完成任務所做的任何努力，因此他們必須受到一些嚴格行動的脅迫和壓力，從而達到期望的水平。在他的理論中，普通人被認為是一個缺乏上進心的人，缺乏責任感。他只努力滿足低級需求。他們自私，不考慮和關心組織目標。與X理論相比，Y理論具有更現代的動機方法。它假設人們似乎對實現組織目標有著強烈的動機，他們熱衷于約束自己，他們渴望承擔責任，并且有足夠的才能為問題創造解決方案。麥格雷戈隨后將Y理論視為對人類行為和態度的更真實和理性的描述，因為它代表了個人和組織目標的結合。然而，麥格雷戈承認這一事實，即該理論并未對員工激勵提出完整的解釋。
McClelland’s learned needs theory麥克萊蘭的學習需求理論
McClelland’s theory is also referred as three needs theory. McClelland argues that the people who are achievement oriented strive to meet their three needs that are: the need for power (nPow), the need for affiliation (nAff), and the need for achievement (nAch). nPow denotes that people strive for a control over others, they want to influence other’s behaviour and be responsible for their behaviour. The nAff refers to the desire to create and uphold enjoyable relations with other around them. The nAch is the need to compete with others and to succeed in achieving goals et by the individuals themselves. According to McClelland these needs are not instinctive, but these are obtained through experience and learning (McClelland, 1987).
麥克萊倫的理論也被稱為三需要理論。麥克萊蘭認為，以成就為導向的人努力滿足他們的三個需求，即：權力需求（nPow）、歸屬需求（nAff）和成就需求（nAh）。nPow表示人們努力控制他人，他們想影響他人的行為并對自己的行為負責。nAff指的是與周圍的人建立并維持愉快關系的愿望。nAh是與他人競爭并成功實現個人設定的目標的需要。根據麥克萊倫的說法，這些需求不是本能的，而是通過經驗和學習獲得的。
Cognitive Theories: Cognitive theories present motivation as a process of cognition or inner thoughts, values and beliefs which are used by people when they want to make some choice regarding their behaviour at work (Schultz & Schultz, 1998).
認知理論：認知理論將動機呈現為一個認知過程或內在思想、價值觀和信念，當人們想要對自己的工作行為做出一些選擇時，就會使用這些過程。
Equity theory 公平理論
Equity theory was first introduced by Stacy Adams in 1965. Its basic principle is that individuals are motivated to attain a state of equity and fairness in their connections with other people, and with the organizations that they are working for (Adams, 1965).
公平理論最早由斯泰西·亞當斯于1965年提出。其基本原則是，個人在與其他人以及他們所工作的組織的關系中，有動機達到公平和公平的狀態。
People make judgments or comparisons between their own and their companions or competitors’ inputs at workplace, e.g. their experience, qualifications, efforts and the outcomes that they receive as a result e.g. fringe benefits and pay, working conditions and status at job. Then they allocate weights to these effort and outcomes according to their significance and magnitude to themselves. The summed total of these efforts and outcomes creates an input/output ratio. This input/output ratio is the key factor in terms of motivation. A state of equity means that the output/input ratios of a person are equal to the ratio of others. If the inequity exists in this ratio, the person wants to change it by reducing one factor i.e. effort or enhancing the other one i.e. outcome. Apparent state of inequity by the person is consequently the foundation for motivation (Baron et al., 2002).
人們對自己和同伴或競爭對手在工作場所的投入進行判斷或比較，例如他們的經驗、資歷、努力以及由此獲得的結果，例如附帶福利和薪酬、工作條件和工作狀態。然后，他們根據這些努力和結果對自己的重要性和重要性來分配權重。這些努力和成果的總和形成了投入/產出比率。這種投入/產出比率是動機方面的關鍵因素。公平狀態意味著一個人的產出/投入比率等于其他人的比率。如果這一比例存在不公平，則該人希望通過減少一個因素（即努力）或提高另一個因素，即結果，來改變這一比例。因此，人的明顯不平等狀態是動機的基礎。
This theory helped in providing the foundation to study the motivational repercussions of apparent injustice and biasness in the place of work. It also put down the basis for more fresh theories on justice (how job requirements and rewards are rewards are determined) (Cropanzano & Folger, 1996).
這一理論有助于為研究工作場所明顯的不公正和偏見的動機影響提供基礎。它也為更多關于正義的新理論奠定了基礎（工作要求和報酬是如何確定的）。
Goal-setting theory 目標設定理論
Edwin Locke proposed Goal-setting theory in 1968 (Beck, 1983). Spector (2003) portrayed this viewpoint on motivation as the theory that the internal intentions of people motivate their behaviours; it can be explained by the fact that that the behaviours are established by people needs to achieve a certain goal. Locke and Henne (1986) explained that behaviours are affected by goals in four ways. According to them, individuals are concerned with the behaviours that they believe would result in achievement of some particular goal; they assemble effort to reach the goal; they add up to the person’s diligence which results in spending more time on the behaviours that are necessary to reach the preferred goal; they inspire the person’s quest for successful policies for goal attainment.
Edwin Locke于1968年提出了目標設定理論。斯佩克特將這種動機觀點描述為一種理論，即人們的內在意圖會激勵他們的行為；這可以通過這樣一個事實來解釋，即行為是由人們為了實現某一目標而建立的。Locke和Henne解釋了目標對行為的影響有四個方面。根據他們的說法，個人關注的是他們認為會導致實現某一特定目標的行為；他們集中力量實現目標；他們加上了一個人的勤奮，這會導致花費更多的時間在實現首選目標所需的行為上；它們激發了人們對實現目標的成功政策的追求。
The prerequisites for goals before setting them are; they should be specific, challenging, attainable, need commitment, need regular feedback, and self-set by the individual. Only then individuals get motivated by the goals.
設定目標之前的先決條件是：；他們應該是具體的、有挑戰性的、可實現的、需要承諾的、需要定期反饋的、由個人設定的。只有這樣，個人才會被目標所激勵。
Expectancy theory 期望理論
Vroom presented his expectancy theory in 1967 in which he argued that people’s behaviour is based on their expectations and beliefs about future events, which are extremely important and beneficial to them (Baron et al., 2002).
967年，Vroom提出了他的預期理論，他認為人們的行為基于他們對未來事件的期望和信念，這對他們來說非常重要和有益。
Basically, the theory clarifies importance of rewards in establishing the behaviours of individuals. This theory is focused on internal cognitive conditions that go ahead towards motivation. It can be stated as, people are motivated to do some task only when they are sure that a certain task will lead to sme kind of rewards that are beneficial to them. The cognitive states given in expectancy theory are named as ‘expectancy’, ‘valence’ and ‘instrumentality’ (Spector, 2003). Expectancy means that the individual is expecting that he has the ability to perform the behaviour that is required to lead to a most wanted outcome, e.g. working hard to achieve a promotion in future. Valence stands for the value that is given to an outcome by the individual. An individual wants to know how attractive an outcome of a certain task would be for him. Instrumentality is the term used for a perceived probability of an individual that a certain behaviour will guide to the preferred outcome.
基本上，該理論闡明了獎勵在建立個人行為中的重要性。這一理論側重于促進動機的內在認知條件。可以說，只有當人們確信某項任務會帶來對他們有益的獎勵時，他們才有動力去做某項任務。預期理論中給出的認知狀態被命名為“預期”、“價”和“工具”。期望意味著個人期望自己有能力表現出最想要的結果所需的行為，例如努力實現未來的晉升。Valence代表個人給予結果的價值。一個人想知道某項任務的結果對他有多大吸引力。工具性是一個術語，用于表示個體感知到的某一行為將導致優選結果的可能性。
Since its introduction, expectancy theory stands for a well known and important approach, but at the same time it has been disapproved on the basis that the assumption about individuals’ rational and calculating behaviour in their decision making process is not true in all senses. Another criticism for this theory is that fail to take into account the limited cognitive skills of individuals (Baron et al., 2002).
自引入以來，期望理論代表了一種眾所周知的重要方法，但同時它也遭到了反對，因為關于個人在決策過程中的理性和計算行為的假設并非在所有意義上都是正確的。對這一理論的另一個批評是，沒有考慮到個人有限的認知能力。
Reinforcement Theories 強化理論
Reinforcement theories assume that the behaviour of people at workplace is mainly established by its apparent encouraging or harmful consequences (Baron et al., 2002). The reinforcement theories are based on the idea presented in ‘Law of Effect’. This idea was developed by Hull (1943). Hull presented his Drive theory in which he suggested that effort has a direct relationship with drive multiplied by habit. Where habit is a resultant of reinforcement of behaviour.
強化理論認為，人們在工作場所的行為主要是由其明顯的鼓勵或有害后果決定的。強化理論基于“效果法則”中提出的理念。這一想法由赫爾提出。赫爾提出了他的驅動力理論，他在理論中指出，努力與驅動力乘以習慣有直接關系。習慣是行為強化的結果。
The rewards for behaviour can be tangible, for example money and pay raise, or intangible, for example admiration of a certain behaviour (Spector, 2003). As a result, reinforcement theory has been taken as highly significant in setting up the ideas relating to rewards and monetary incentives as well as appreciation techniques. These reinforcement techniques have been practiced in many organizations now days (Schultz & Schultz, 1998).
對行為的獎勵可以是有形的，例如金錢和加薪，也可以是無形的，例如對某一行為的贊賞。因此，強化理論被認為在建立與獎勵和貨幣激勵以及升值技巧相關的思想方面具有高度的意義。如今，這些強化技術已在許多組織中得到實踐。
Reinforcement theory is considered as out of track from other motivation theories as it does not take into account the basic factors or need for which a person wants rewards. It only takes into account the relationship between reinforcement and behaviours of employees at workplace. But its importance cannot be denied as the research on this topic has shown empirical evidence that rewards can be highly influential in the improvement of job performance (Spector, 2003).
強化理論被認為與其他激勵理論格格不入，因為它沒有考慮到一個人想要獎勵的基本因素或需求。它只考慮了強化和員工在工作場所的行為之間的關系。但不能否認它的重要性，因為對這一主題的研究表明，經驗證據表明，獎勵可以對工作績效的提高產生很大影響。
All these theories which are discussed above have added considerably towards different current viewpoints on motivation and appreciating the concept of motivation in the workplace. Undoubtedly, the theories of all the researchers and authors over the years have an impact on organizations’ ability to change their organizational psychology by taking effective and practical measures in order to meet the challenge of making their employees motivated and satisfied with their jobs to enhance productivity and profitability.
以上討論的所有這些理論都為當前關于激勵的不同觀點以及對工作場所激勵概念的理解增添了大量的內容。毫無疑問，多年來所有研究人員和作者的理論都對組織改變組織心理的能力產生了影響，通過采取有效和實際的措施來應對挑戰，使員工對工作充滿動力和滿意，從而提高生產力和盈利能力。
JOB SATISFACTION 工作滿意度
The concept of job satisfaction attracts great attention by the researchers and theorists and also by the organizations these days. As its importance and popularity has been established in organizational productivity. Managers are now feeling more responsible about keeping their employees at a satisfied stage because their job satisfaction has a prime effect on the productivity of the organization (Arnold & Feldman, 1986). Organizations are aware of the fact that having personnel that derive satisfaction from their work add massively towards organizational efficiency and definitive survival. Concept with such marvelous effect on organizational and personal life clearly justifies a matching amount of awareness.
近年來，工作滿意度的概念引起了研究者和理論家以及組織的極大關注。因為它的重要性和流行性已在組織生產力中確立。管理者現在對讓員工處于滿意的階段感到更加負責，因為他們的工作滿意度對組織的生產力有著主要影響。組織意識到這樣一個事實，即擁有從工作中獲得滿足感的員工，將極大地提高組織效率和最終生存。對組織和個人生活有如此奇妙影響的概念顯然證明了有足夠的意識。
Definitions of Job Satisfaction 工作滿意度的定義
Many definitions of the job satisfaction concept have been given over the time. Arnold and Feldman (1986, p.87) defined job satisfaction as the sum total of overall effect that people have towards their job. Therefore, high level of job satisfaction means that a person generally likes his work and appreciates to do so. He has a positive stance about it. McCormick and Ilgen’s (1980) regarded job satisfaction as a individual’s approach towards his job. They added that a feeling is an exciting answer to the job, which may differ from positive to negative along a continuum. Beck (1983) further added that since a job has many unique angles, job satisfaction is essentially a summary of employee attitudes concerning all these.
長期以來，人們對工作滿意度概念給出了許多定義。Arnold和Feldman（將工作滿意度定義為人們對工作的總體影響的總和。因此，高水平的工作滿意度意味著一個人通常喜歡他的工作，并欣賞這樣做。他對此持積極態度。McCormick和Ilgen將工作滿意度視為個人對工作的態度。他們補充說，一種感覺是對這份工作的一種令人興奮的回答，在一個連續的過程中，這種感覺可能會從積極到消極。Beck進一步補充道，由于工作有許多獨特的角度，工作滿意度本質上是員工對所有這些的態度的總結。
Theories on Job Satisfaction 工作滿意度理論
Beck (1983) said that theories involving the concept of job satisfaction have emotional, motivational and informational workings, as do other approaches about this concept. As we have discussed in detail these theories in the section about motivational theories, only a short summary of these theories is sufficient.
Beck表示，與其他有關工作滿意度的方法一樣，涉及工作滿意度概念的理論具有情感、動機和信息作用。正如我們在關于激勵理論的章節中詳細討論了這些理論，對這些理論的簡短總結就足夠了。
Equity theory specifies that people generally want to receive what they consider a fair or equitable return for their efforts at work. Greater satisfaction is experienced if they perceive the return or reward they receive as equitable.
公平理論規定，人們通常希望獲得他們認為公平或公平的工作回報。如果他們認為他們得到的回報或獎勵是公平的，就會獲得更大的滿足感。
Aim of the Study / Research Motivation 學習目的/研究動機
As the topic of this proposal suggests, the basic aim of the study is concerned specifically to investigate the relationship between measures taken by the organization to motivate employees and their overall impact on the job satisfaction level of the employees.
正如本研究的主題所示，本研究的基本目的是專門調查組織為激勵員工而采取的措施與其對員工工作滿意度的總體影響之間的關系。
The organizations need to have a smooth line of production and business functions on a consistent basis in order to be able to perform up to the mark in accord with international standards. For this purpose they have to collect, manage and retain proficient, well trained and optimally productive personnel. The personnel of an organization play an important role in higher production and profit making but the condition is that they should be highly dedicated, devoted and faithful to the objectives of that organization. But the staff can have these characteristics only when they are satisfied with the work that they do and who are consequently motivated to continue their relationship with the organization.
各組織需要在一致的基礎上擁有順暢的生產和業務職能，以便能夠按照國際標準達到標準。為此，他們必須收集、管理和留住熟練、訓練有素、生產力最佳的人員。一個組織的人員在更高的生產和利潤創造中發揮著重要作用，但條件是他們應該高度敬業、奉獻和忠實于該組織的目標。但是，只有當員工對他們所做的工作感到滿意，并因此被激勵繼續與組織的關系時，他們才能具備這些特征。
A systematic understanding of the nature and considerable causes of employee satisfaction and motivation, will facilitate employers in making the strategies to effect the required positive changes in motivation programs of their organization and ultimately to implement these programs to step forward towards optimal employee reliability and retention. Examples of such strategies may include selecting a number of intrinsic and extrinsic rewards to boost employee motivation and to get rid of certain of its human resource policies and practices that can slow down the process of employee motivation and their satisfaction level.
系統地了解員工滿意度和激勵的性質和重要原因，將有助于雇主制定戰略，以實現其組織激勵計劃所需的積極變化，并最終實施這些計劃，以實現最佳員工可靠性和忠誠度。這類策略的例子可能包括選擇一些內在和外在獎勵，以提高員工的積極性，并消除某些可能會減緩員工激勵過程及其滿意度的人力資源政策和做法。
A huge number of researches have been conducted on employee motivation, job satisfaction and their relationship with each other, as well as on a variety of combinations thereof. After having a thorough and deep examination of historical studies, the researcher of this study became able to produce a problem statement that is related to employee motivation and job satisfaction.
關于員工動機、工作滿意度及其相互關系，以及它們的各種組合，已經進行了大量的研究。在對歷史研究進行了徹底和深入的檢查之后，這項研究的研究者能夠提出一個與員工動機和工作滿意度相關的問題陳述。
In this regard, this study aims to add to the already existing knowledge about motivation and job satisfaction and the implications of these terms in organizational psychology.
在這方面，本研究旨在補充現有的關于動機和工作滿意度的知識，以及這些術語在組織心理學中的含義。
1.3 Problem Statement 問題陳述
Through a deep examination of historical studies, and after a thorough research on the existing literature, the researcher of this study came to know about a strong impact of motivation policies of the companies on the job satisfaction levels of their employees. There are also many studies that show the relationship of these two aspects with many other features in an organizational culture. According to Watson (1994) business in the contemporary era has realized that motivated and satisfied personnel will show an increased production level and deliver output powerfully even to the bottom line. Schofield (1998) conducted a convincing study in which he showed with certainty that the way people are managed has a powerful impact on both productivity and profitability levels of the organization. This study established the importance of job satisfaction, employee motivation and commitment, and corporate culture in organisational capability and limits.
Proposal通過對歷史研究的深入研究，并在對現有文獻進行徹底研究后，本研究的研究人員了解到公司的激勵政策對員工工作滿意度的強烈影響。還有許多研究表明，這兩個方面與組織文化中的許多其他特征之間的關系。根據Watson的說法，當代的企業已經意識到，積極和滿意的員工將顯示出更高的生產水平，甚至可以將產量有力地輸送到底線。Schofield進行了一項令人信服的研究，他在研究中明確地表明，管理人員的方式對組織的生產力和盈利水平都有著強大的影響。本研究確立了工作滿意度、員工激勵和承諾以及企業文化在組織能力和限制方面的重要性。本站提供各國各專業留學生論文Proposal代寫或指導服務，如有需要可咨詢本平臺。
