员工忠诚度外文文献

文献信息：文献标题：Employee Satisfaction: Communication Competence and Leadership Oriented Approach（员工满意度：沟通能力与领导导向）国外作者：IK Suher，CS Bir，E Engin，BE Akgoz文献出处：《International Journal of Innovative Research and Development》,2016,5(5):194-202字数统计：英文 3265 单词，19231 字符；中文 5450 汉字外文文献：Employee Satisfaction: Communication Competence andLeadership Oriented ApproachAbstract This research explores whether or not relationships between supervisor communicator competences, leadership style (Task- oriented vs. Relation- oriented) and employee job and communication satisfaction exist. Participants are 126 graduate students who works for (52 males and 74 female) a variety of organizations in Turkey. The findings signify that there is incontrovertibly positive and strong relationship between supervisor communication competence and employee communication satisfaction. In a similar way, relational leadership style has strong effect on employee communication satisfaction. On the other hand, the results indicate that weak relationship between task-oriented leadership style and job and communication satisfaction. According the results communicator competence is the strongest significant standardized regression coefficient with the job and communication satisfaction.Keywords: Employee communication, communication competence, leadership style1.IntroductionEmployee satisfaction influence an individual's commitment to the company and also it has effect on employee performance and business success. Employee behavior and satisfaction are highly correlated to the organization success and because of this reason the researches on employee satisfaction is quite rich. Pincus (1986) investigated the effect of communication satisfaction on job performance, Helm (2011) studied about employees’ impact on corporate reputation, Cravens and Oliver (2006) mentioned employees as key factor of reputation, Antoncic and Antoncic (2011) and Duboff and Heaton (1999) specified how employee satisfaction is important on business growth, Bulgarella (2005), Hanna at all. (2004) remarked that employee satisfaction is a vital aspect for customer satisfaction, Brown et al. (1996) found out that positive employee behavior has strong and positive effect on customer satisfaction. Kattara et al. (2014) published a study about impact of employee behavior on customers' overall satisfaction.Employee satisfaction contains both communication and job satisfaction and it is influenced by many different factors like leadership style and the quality of communication with leaders. Increasing the effectiveness of leader-employee communication can help to strengthen levels of employee satisfaction.2.Literature Reviewmunication CompetenceCommunication competence is about the knowledge and wisdom of using applicable communication skills. Communication competence is not justunderstanding proper communication skills but also the ability to apply and adapt that knowledge when certain situations may emerge unexpected (Cooley and Roacch, 1984:25). Communication competence is considered to contain both cognitive and behavioral aspects (Rubin, 1985). Understanding that communication competence contains these two aspects, then being socially informed and perceptive is a key factor in being a competent communicator. Light (1989) considered fundamental constructs of communication competence as functionality of communication; sufficiency of communication, knowledge, judgment and skill. Spitzberg (1983) believed that communication competence involved knowledge, motivation and skill as a system that relates and connects to one another. In order to be mutually beneficent to one another in a relationship, communication competence is a necessary tool which consists of cognitive, attitudinal, emotional and behavioral knowledge (B-Ikeguchi, 2014). In order to reach personal, educational, vocational and social goals, communication competence is a key quality that an individual need in order to attain success in life (Light and Mcnughton, 2014:1).2.2.LeadershipYukl defined leadership as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (2016:8). Leadership is not just a trait, it is recognized as a process which individuals influence people in order to reach certain goals and objectives as a unit (Sharmai, Jain, 2013). Bryman (1992) considered leadership as the ability to direct people towards certain goals for an organization.In literature, leadership is considered to be divided into two separate functions; Task- oriented leadership and relation-oriented leadership (Taberner, Chambel, Arana, 2009). Task-oriented leadership focuses on organizing, planning and coordinating the necessary jobs needed of the team or individual employees whereas relation-oriented leadership focuses on the motivation and behaviors of the people themselves. Inrelation-oriented leadership, the leader works to inspire those around him in order to achieve the organization’s success. The effectiveness of leader-subordinate relationship affects many organization outcomes due to group satisfaction (Anderson, Madlock& Hoffman, 2006). Leadership plays a great roll in effecting employee satisfaction (Castaneda &Nahavand, 1991).munication SatisfactionCommunication satisfaction is an important topic in our day which is being researched and investigated for business and communication industries. “Communication satisfaction is a n employee's satisfaction with various communication practices of the organization” (Clampitt and Girard, 1993:84). Pincus described communication satisfaction as the accumulation of an individual’s satisfaction which is saturated from information flow and relationship variables (Pincus, 1986). Different researches has studied on communication satisfaction measurement. For instance, Downs and Hazen (1977) created Communication Satisfaction Questionnaire, Organizational Communication Scale was conducted by R oberts and O’Reilly (1979), and to analyze communication practices in organizations. Crino and White (1981) were the researchers who offered a conceptualization of communication satisfaction.A conceptualization of communication satisfaction was offered by Crino and White (1981), who argued that organizational communication satisfaction involves an individual’s satisfaction with various aspects of the communication occurring in the organization, whereas Putti, Aryee, and Phua (1990) demonstrated that organizational members’ communication satisfaction is associated with the amount of information available to them. Although communication provides employees with information that clarifies work tasks and may contribute to communication satisfaction, Anderson and Martin (1995) found that employees engage in communication interactions with coworkers and superiors to satisfy interpersonal needs of pleasure and inclusion. Thus, employee communication satisfaction appears to involve a task and relationaldimension.2.4.Job SatisfactionJob satisfaction has been an area which examined by researchers for a long time. According to Locke (1976) definition job satisfaction is a pleasant or positive emotional expression which causes by worker’s job or job expe rience.Many different researches have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employees so job satisfaction is one of the vital necessaries for business success (Saari and Judge, 2004). According to Schneider and Snyder’s definition (1975) job satisfaction is personal evaluation of conditions related to job, or outcomes that arise as a result of having a job. The perception of employees about their job is influenced by many different factors such as employee’s personal circumstances like needs, values and expectations (Sempane at al. 2002). Moreover, quality of communication in the organization, communication between employees and supervisors and supervisor leadership style have an influence on the em ployees’ job satisfaction.3.MethodThis research explores if relationships exist between supervisor communicator competence, leadership style (task or relationship oriented) an employee job and communication satisfaction in Turkey.The current researc h conducted based on the Mudlock’s article (2008) that titled “The Link Between Leadershıp Style, Communicator Competence and Employee Satısfaction” The research process which used by Mudlock (2008) contained four different scales to investigate relationship between components. Authors reached the original publications which contain the scale items and these scales translated to Turkish by authors and the pilot questionnaire was send 10 participants. The results of this pilot were used to refine the questionnaire for distribution to research participants.The data used in this study were collected from graduate students of Bahcesehir University in Turkey. Respondents were chosen by using the convenience sampling method.These participants are not only graduate students of Marketing Communication and Public Relations program but also they work for different organizations. The survey was pre-tested on 10 students and then a total of 200 questionnaire forms send them via e-mail. At the end of the given period 126 usable questionnaire forms returned.Communicator competence scaled was developed by Monge et al. (1982.9) which is 12-item Communicator Competence Questionnaire. Job satisfaction was measured by the 8-item Abridged Job in General (AJIG) scale (Russell et al., 2004). Communication satisfaction was measured by the 19-item Interpersonal Communication Satisfaction Inventory (ICSI) developed by Hecht (1978). Leadership style was measured by the 20-item Leadership Style Questionnaire developed by Northouse (2001). The instrument measures the task and relational leadership s tyles.Mudlock (2008) used Pearson correlations and multiple regression analyses to show relationship between predictor and criterion variables. In the current research we followed his way to test hypotheses and to answer two different research questions.The current research has the same hypotheses and research question in Mudlock’s (2008) article. These are:H 1: There is a significant and positive relationship between supervisor communication competence and employee job and communication satisfaction.H 2: There is a significant and positive relationship between supervisor relational leadership style and employee job and communication satisfaction.H 3: There is a significant and positive relationship between a supervisor’s task leadership style and employee job and communication satisfaction.H 4: There is a significant and positive relationship between a supervisor’s task and relational leadership style and communication competence.RQ1: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee communication satisfaction?RQ2: Which behavior displayed by a supervisor—task leadership, relational leadership, or communicator competence—will serve as a greater predictor of employee job satisfaction?4.FindingsParticipants were 126 working adults and more than half were female (see table 1). Table 3 shows organizations which they work for. 43 participants were working for a female supervisor and 79 were working for a male supervisor. (see table 2) Participants ranged in age from <= 25 to 41+ (M = 30.44, SD = 16), whereas supervisors’ ages ranged from 30 to 71 (M = 48,70 SD = 12.7). Table 3 contains information about participant’s organizations types.Table 1: Sex of ParticipantsTable 2: The Sex of SupervisorTable 3: Organizations of ParticipantsTable 4 shows questionnaire items and the mean scores of communicator competence. Cronbach’s alpha for the current study is 0.809 and the dimension mean is 3.13.Table 4: Communication SatisfactionTable 5 contains items and mean score related to job satisfaction. Cronbach’s alpha for the current study was 0.787 (see table 5).Table 5: Job SatisfactionCommunication satisfaction scale items and the mean scores may be seen in the table 6. Cronbach’s alpha for the current study is 0.800 and the dimension mean is 3.53.Table 6: Communicator CompetenceLeadership style was measured by the 20-item Leadership Style Questionnaire. Originally this scale has 20 different items to evaluate leadership style. 10 of 20 items are related to task-oriented style while the others are related to relationship-oriented style. In this research we used one scale to measure leadership style but below we used two different tables to show task-oriented and relationship- oriented items’ mean scores and Cronbach’s alpha results.Table 7: Leadership Style (Task)Table 8: Leadership Style (relationship)The first hypothesis was there would be significant and positive relationships between supervisor communication competence and employee job and communication satisfaction. Pearson correlations supported the hypothesis by indicating statistically significant positive relationships between the predictor and criterion variables. The relationship between communication competence and communication satisfaction was stronger than the relationship between communication competence and job satisfaction.The second hypothesis predicted significant and positive relationships between supervisor relational leadership style and employee job and communication satisfaction Pearson correlations supported the hypothesis. The relationship between supervisor relational leadership style and employee communication satisfaction was strong while the relationship between supervisor relational leadership style and employee job satisfaction weak.The third hypothesis suggested significant and positive relationships between supervisor task leadership style and employee job and communication satisfaction. Pearson correlations supported the hypothesis. However, both relationships were weak.The fourth hypothesis was there would be significant and positive relationshipsbetween supervisors’ task and relational leadership style and their communicator competence. Pearson correlations supported the hypothesis. For both components the relationships were strong.5.DiscussionNowadays, the most important attribute that corporations may possess is regarded as their employees. Establishing effective communication with the employees considered as an integral part of the entire in-house process and operation depends on the communication competence of the leader. When the leader establishes efficient communication between the employees, it will be deemed as having taken an important step for determining and eliminating the problematic areas and problems encountered by the corporation.The satisfaction of the employees about their job and communication is significant for fulfilling corporate objectives. Two of these basic aspects which affect this satisfaction level are the leadership style demonstrated by the executives and communication component.The communication established with the employees has numerous significant functions. These may be listed as acquiring information, persuasion and influence, providing instructions and combination with education-training. Communication component possessed by the leader has a key role in fulfilling these functions in a healthy manner because this competence constitutes one of the milestones for the formation of mutually satisfactory relationships with the employee. Apart from the communication competence of the executive, it is also indicated that his leadership approach affects the employee's communication and job satisfaction.Mudlock (2008) previously examined the relationship between communication competence, leadership style and employee communication and job satisfaction in a research that he had conducted and determined that there is a strong and positivecorrelation between these. This current research is also derived from Mudlock’s study and tests the same hypotheses in Turkey obtaining similar results in the end.According to these results, the relationship between communication competence and communication satisfaction is strong. This statistically significant and positive relationship demonstrates that it is of vital importance for supervisors to develop their communication competences and transform these competences into an integral part of their leadership styles.It has been concluded that the supervisor communication component has a positive impact on the job satisfaction of the employees even though it is not as strong as communication satisfaction. Employee communication and job satisfaction both have a key significance in the performance of both in-house and outside targets of the corporation, ensuring market growth, increasing customer satisfaction levels, increasing sales figures and creating a strong and positive corporate reputation. For this reasons, executives are required to show the necessary efforts to develop their communication competences. It is obvious that the communication competence is one of the determinant factors on task and relational oriented leadership styles.In this study, it has been concluded that the relationship between supervisor relational leadership style and employee communication satisfaction was strong. Relational leadership style refers to placing the relationship established with other people to the core while acting as a leader and the right management of relationships. In this regard, executives concentrating on their relational leadership skills while developing their communication components would bear positive results.Task-oriented leadership style places emphases on obtaining suitable business methods and careful inspection of group members for the success of the business. The communication channels used by the corporation between the leader and group members is only related to the activation of the structure and obtaining results (Bloisit et al., 2003:574). Therefore, as a task-oriented leader only evaluates the task performance of its employees, it does not have a directly statistically significantimpact on the job and communication satisfaction of the employee. As the supervisor cannot establish effective communication to develop any kind of relationship, it is natural for the relationship with the communication satisfaction of the employees to yield weak results.In conclusion, this research demonstrates that the leader's communication competences and at the same time, relational leadership style have a positive impact to ensure employee satisfaction and in this regard, it provides a guidance to the corporations which would like to concentrate on satisfaction that they have to develop the quality of communication and support relational leadership approach.中文译文：员工满意度：沟通能力与领导导向摘要本研究探讨了主管沟通能力、领导风格(任务型与关系型)与员工工作及沟通满意度之间是否存在关系。

南昌大学毕业论文（八）公司员工忠诚度的实证分析公司核心员工忠诚度的实证分析知识经济时代，创新性人力资源管理实践获得了很大发展，员工参与的重要性日益显现，以员工参与为主题的相关研究也成为国外理论界和企业界关注的焦点，然而，由于实施参与的起步较晚、企业管理机制不健全、文化背景差异和借鉴操作不当等原因。

员工参与在我国企业的管理实践中，常常遇到各种障碍和困难，从而难以达到预期的效用。

另外，国有关员工参与的研究定性多、定量少，并且涉及员工心理层面的研究严重匮乏等问题也无法适应时代的要求。

因而，企业管理实践中的现状和种种疑问以及国理论研究的不足，使得我国实业界和理论界的认识不得不开展对员工参与进行深入研究。

因此，探究员工参与对员工忠诚度的影响机理具有重要的理论和实践意义。

基于上述背景，本研究整理了相关文献资料，并在理论研究的基础上，形成了以员工参与为前因变量，员工忠诚度为结果变量，组织支持感作为中介变量，薪酬公平感作为调节变量的理论研究模型，展开员工参与对员工忠诚度的预测作用及影响的探讨。

关键词：员工参与；员工忠诚度；薪酬公平感目录一、核心员工和心理契约的相关理论 (4)（一）核心员工概念及特点 (4)（二）忠诚度概述 (5)(三)心理契约理论概述 (6)（四）心理契约与员工忠诚度的关系 (8)二、宇田公司简介 (9)三、宇田公司核心员工忠诚度的分析 (10)（一）核心员工结构 (10)（二）核心员工忠诚度现状 (10)（三）核心员工忠诚度缺失原因 (11)四、心理契约的测评与分析 (13)（一）问卷设计 (13)（二）测试结果分析 (13)五、基于心理契约提升核心员工忠诚度的措施 (15)（一）心理契约的构建 (16)（三）加强心理契约管理 (17)（四）加强心理契约管理 (18)结论 (19)参考文献 (20)一、核心员工和心理契约的相关理论（一）核心员工概念及特点1. 核心员工的定义从文献检索过程中可以看出，已经有许多学者从不同角度对核心员工进行了定义，但至今为止，还没有一个得到公认的定义。

员工忠诚度外文文献AbstractEmployee loyalty is a crucial aspect for any organization, as it directly affects employee retention, productivity, and overall organizational success. This article examines various foreign literature on employee loyalty and explores the factors that contribute to high levels of employee loyalty. The findings suggest that a positive work environment, effective leadership, fair compensation, and opportunities for personal growth and development are key drivers of employee loyalty. Additionally, organizations that promote a strong sense of organizational commitment and provide recognition and rewards for employee performance are more likely to cultivate loyal employees. The insights outlined in this article can help organizations understand the importance of employee loyalty and implement strategies to enhance it.1. IntroductionEmployee loyalty refers to the extent to which employees are committed and dedicated to their organization. It encompasses their willingness to stay with the organization, put in discretionary effort, and advocate for the organization. Employee loyalty has been identified as an essential factor in organizational success and competitive advantage. This article aims to summarize and analyze foreign literature on employee loyalty to provide insights into its significance and factors that contribute to its development.2. Factors Influencing Employee Loyalty2.1 Positive Work EnvironmentA positive work environment is crucial for fostering employee loyalty. Research shows that employees who perceive their work environment as supportive, respectful, and inclusive are more likely to be loyal to their organization. Organizations can create a positive work environment by promoting open communication, providing work-life balance initiatives, and fostering a culture of trust and fairness.2.2 Effective LeadershipEffective leadership plays a significant role in cultivating employee loyalty. Leaders who demonstrate strong communication skills, enable employee involvement in decision-making, and show genuine concern for employee well-being are more likely to gain employee loyalty. Transformational leadership, which involves inspiring and motivating employees, has been found to have a positive impact on employee loyalty.2.3 Fair CompensationFair compensation is a critical factor in employee loyalty. Employees who feel adequately compensated for their work are more likely to exhibit higher levels of loyalty and commitment. Fair compensation includes not only competitive salaries but also other benefits such as incentives, bonuses, and recognition programs. Organizations should ensure transparency and fairness in their compensation systems to foster loyalty.2.4 Personal Growth and DevelopmentEmployees value opportunities for personal growth and development. Organizations that invest in their employees' career development through training programs, mentorship opportunities, and challenging assignmentsare more likely to retain loyal employees. Providing avenues for employees to enhance their skills and pursue their career goals contributes to their loyalty to the organization.3. Organizational Commitment and Recognition3.1 Organizational CommitmentOrganizational commitment refers to an employee's emotional attachment, identification, and involvement with the organization. Employees who have a strong sense of commitment to the organization are more likely to exhibit loyalty. Organizations can promote organizational commitment through fostering a sense of belonging, clearly communicating organizational goals and values, and providing opportunities for employee involvement.3.2 Recognition and RewardsRecognizing and rewarding employee performance is vital in cultivating employee loyalty. Employees who feel valued and appreciated are more likely to remain committed to their organization. Organizations can implement recognition and rewards programs such as employee of the month, performance-based bonuses, and public acknowledgments to reinforce loyalty and motivate employees to continue their exceptional performance.4. ConclusionEmployee loyalty is a significant aspect of organizational success, impacting employee retention, productivity, and overall performance. This article explored various foreign literature on employee loyalty and identifiedkey factors contributing to its development. Creating a positive work environment, practicing effective leadership, ensuring fair compensation, facilitating personal growth and development, fostering organizational commitment, and implementing recognition and rewards programs are essential strategies for enhancing employee loyalty. By understanding the importance of employee loyalty and implementing these strategies, organizations can strengthen their workforce and achieve sustainable success.。

对中国中小企业员工忠诚度的研究摘要整体人员的忠诚度常常像一只无形的手,在左右着公司业绩。

相对在品牌、管理规范化、培训和员工福利等方面都具有绝对优势的大型跨国企业，我国中小企业员工跳槽的现象非常严重，人才流失的问题非常严峻。

加入WTO以后，我国中小企业呈现国际化发展趋势，竞争加剧。

中小企业始终是一个国家国民经济的重要组成部分，不管经济发展到什么阶段，中小企业的存在和发展都是国家搞活经济，扩大就业规模，稳定社会基础的重要因素。

研究如何提升我国中小企业员工的忠诚度从短期效应看，有利于提高其本身的竞争力，而从长远来说，有利于增强我国的国民经济实力。

本文将结合案例分析我国中小企业员工忠诚度的现状，存在的问题，引起的原因，并提出提升我国中小企业员工忠诚度的有效方法。

关键词：中小企业,员工忠诚度，竞争力Study on staff's loyalty of small and medium-sizedenterprises of ChinaAbstractWhole loyalty of personnel often likes one invisible hand, in about Company's achievement. In the face of large-scale transnational enterprises with absolute predominance in brand, management standardization, training and employee welfare etc., staff's job-hopping phenomenon of small and medium-sized enterprises of our country is very serious, the question of brain drain is very severe. After entering WTO, the internationalized development trend appears in the small and medium-sized enterprises of our country, the competition is aggravated.Small and medium-sized enterprises are animportant component of the national economy all the time, no matter what stage economy is developed into, the existence and development of small and medium-sized enterprises are that the country invigorate the economy, expand the scale of employment, stabilize the important factor of the social base. Had seen from short-term effect studied how to promote the loyalty of the staff of small and medium-sized enterprises of our country, help to improve its one's own competitiveness , and by the look of long-term, help to strengthen the national economic strength of our country .This text will combine staff's current situation with low loyalty of small and medium-sized enterprises of our country of case analysis, the reason and proposition caused promote the loyalty effective methods of staff of small and medium-sized enterprises of our country.Keywords:Small and medium-sized enterprises, Staff's loyalty, Competitive power目录序言 4 一、我国中小企业员工忠诚度的现状 4 （一）高流动率 4 （二）低士气 5 （三）员工腐败 5 二、我国中小企业员工忠诚度低下的原因 5 （一）观念变化 5 （二）人才高消费造成资源浪费 5 （三）企业不规范 6（四）缺乏科学合理的薪酬激励机制 6（五）没有营造良好的企业文化 6 （六）缺乏良好的培训和留用机制 6 （七）猎头公司的影响 6 三、提升我国中小企业员工忠诚度的方法7 （一）树立正确的人才引进观、建立正确的人才引进策略7 （二）奖励8 （三）尊重9 （四）认同10 （五）利用企业文化12 四、结论13 参考文献14谢辞15序言员工对企业的忠诚度是企业管理水平高低的重要指标，也是决定企业竞争力的重要指标，但是如何认识员工忠诚度问题，如何提升员工忠诚度，都是我国不少中小企业领导希望解决而又不得要领的一个重要问题。

毕业论文论文名称：员工忠诚度影响因素的实证分析学院：专业：学号：学生：指导教师：2013年3月目录摘要 (2)ABSTRACT (3)1 导论 (4)1.1 选题目的及意义 (4)1.2 文献综述 (5)1.3 创新与不足 (6)2 员工忠诚现状的分析 (7)2.1 员工忠诚度的定义 (7)2.2 员工忠诚现状的统计分析 (8)3 员工忠诚度影响因素的实证分析 (10)3.1 数据来源及其处理方式 (10)3.2 建立实证模型 (10)3.3 三大影响因素的分析 (12)4 结论 (18)4.1 企业如何选择人才 (18)4.2 企业如何提高员工忠诚度 (18)4.3 展望员工忠诚度问题的研究趋势 (19)参考文献 (20)摘要员工忠诚度通过“服务利润链”传导机制影响着企业的利润和长远发展，如今已渐渐被成为人力资源管理中的重要组成部分。

本文首先对以往关于员工忠诚度的文献进行综述，然后以统计的方法对如今人才普遍流动的现象及其原因加以论述；接着在以往学者的研究基础上构建实证研究模型，将影响员工忠诚度的因素分为三大类：员工个人因素、企业环境因素、社会影响因素；通过计量学的方法对数据进行处理并做回归，得出以上三大因素对员工忠诚度的作用规律。

以个人因素和企业环境因素的探讨为主，社会影响因素次之。

得出个人因素中的性别、年龄、婚姻状况，企业环境因素中的就业单位性质、职工人数因素以及社会环境因素中获得工作途径、是否经历失业等都对员工忠诚度有很大影响。

文章最后对企业如何选择人才以及应该如何提高员工忠诚度的问题进行了总结，同时给出了建议与指导。

关键词：员工忠诚度，个人因素，企业环境因素，社会影响因素ABSTRACTEmployee loyalty impacts enterprise profit and the long-run development through Service Profit Chain. Meanwhile, employee loyalty has become an integral part of Human Resource Management. In this thesis, opinions on employee loyalty from the previous literatures will be summarized firstly. Then, the prevalent talent mobility phenomenon will be discussed and its cause will be explained with the help of statistical methods. After that, an empirical research model will be made based on former scholars' researches. In particular, factors which affect employee loyalty will be sorted into employees' individual quality, enterprise environment, and social influence in this model. Finally, a regression will be made by data processing undermetrology and this regression will present how the above three factors influence employee loyalty. We will put emphasis on employees' individual quality and enterprise environment, followed by social influence. Through the regression, we find that gender, age and marital status from employees' individual quality, nature of employment and size of the stuff from enterprise environment, and the way to get the job and unemployment experience from social influence make a difference on employee loyalty. In the end, the thesis will make a conclusion on how can an enterprise choose a talented person and how to enhance employee’s loyalty, with some suggestions and directions.Key Words: Employee loyalty, individual quality, enterprise environment, social influence员工忠诚度影响因素的实证分析1 导论1.1 选题目的及意义现如今，员工与企业之间的关系犹如婚姻，“闪婚闪离”般的跳槽行为让企业家忧心重重，人才的普遍流动也让企业培训的机会成本大大提高。

文献信息文献标题：Factors Influencing Employee Job Satisfaction: A Conceptual Analysis（员工工作满意度影响因素的概念分析）文献作者及出处：Hee O C, Yan L H, Rizal A M, et al. Factors Influencing Employee Job Satisfaction: A Conceptual Analysis[J]. International Journal of Academic Research in Business and Social Sciences, 2018,8(6),331-340.字数统计：英文3575单词，20442字符；中文6162汉字外文文献Factors Influencing Employee Job Satisfaction: AConceptual AnalysisAbstract As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. High turnover and low productivity which badly affect an organization can be the result job dissatisfaction. Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. This study only focused on three most common prevailing factors which are job stress, lack of communication, and pay that influence job satisfaction at workplace. Job stress has been generally defined as a factor which has negative impact on job satisfaction. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected. Besides, lack of communicationcan also lead to confusion between management and other employees throughout the organization which might incur frustration and resentment. Employees need to feel appreciated, as employees and as human. Employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precaution to support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.Keywords:Employee Job Satisfaction, Perceived Stress, Lack Of Communication, Pay.IntroductionThe requirements of individuals have been changed due to the increase in quality of life and economic growth in the societies (Tutuncu & Kozak, 2007). Most individuals spend a large part of their lives at work; the change of requirements towards life has also changed their expectations, emotions and feelings towards their jobs (An, Cha, Moon, Ruggiero, & Jang, 2014). There is growing interest towards job satisfaction in organizations as employee job satisfaction is crucial to the success of any business. Improvements of job satisfaction have positive effect on employees’ motivation, performance, and productivity. These are important elements that an organization needs to maintain a competitive workforce in order to deal with challenges arise from the competitive business environment (Marzuki, Permadi, & Sunaryo, 2012). Job satisfaction is also directly related to a lower employee turnover rate, lower absenteeism rate, higher productivity, and better performances which are closely associated to the organization’s cost efficiency for business (Gazioglu & Tansel, 2006). The relationship between job satisfaction and performance was a relatively recent study which indicated that the degree of job satisfaction felt by employees determines their work performance. The study of the relationship between job satisfaction and performance validated the common belief that “a happy worker isa productive worker” (Marzuki, Permadi, & Sunaryo, 2012). In this case, increasing and maintaining the degree of employee job satisfaction should be a priority for every employer (Gregory, 2011). Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. There are numerous factors that might discourage the employees and lead to job dissatisfaction such as high stress, lack of organizational communication, lack of recognition, limited opportunity for personal and career growth, job characteristics, job security, pay, social relationship within an organization and many more. However, this study only focused on three most common prevailing factors which influence job satisfaction at workplace. The three factors discussed in this study were job stress, lack of communication, and pay. This study intends to establish a conceptual framework which contributes towards talent retention, increased performance and productivity in the dynamic business environment.Job SatisfactionJob satisfaction refers to an employee’s emotional state which covers the complete range of emotions from positive to negative (Zhang, Yao, & Cheong, 2011). Thus, job satisfaction can also be defined as pleasantness or unpleasantness of employees during their work. Besides, job satisfaction can also be described as a positive feeling about a job or job experience (Tutuncu & Kozak, 2007). On the other hand, Fisher (2000) claimed that job satisfaction is a kind of attitude and attitudes generally contain two components which are affective component (feeling and emotional) and cognitive component (comparison, judgment and belief). Job satisfaction can be seen as the result of a chain reaction involving the motivation to satisfy a need. This chain combines several factors or motivators which will influence or induce an individual to perform (Marzuki, Permadi, & Sunaryo, 2012). Early theory of motivation developed by Maslow which is the Maslow’s Hierarchy of Needhad provided ground for further studies on the factors that motivate human. The theory proposed that human motives are based on needs that start in an ascending order from the lowest level to the highest level. The hierarchy moves from lower level needs such as physiological needs, safety and security, social needs to higher level needs such as self-esteem and self-actualization needs. Individuals cannot move to the next higher level until all needs at the lower level are satisfied. When one set of needs is satisfied, it no longer served as a motivator (Marzuki, Permadi, & Sunaryo, 2012). Another theory which contributed to the related literature is the Herzberg’s motivation-hygiene theory. This theory developed by Herzberg is also known as two-factor theory. Herzberg’s motivation-hygiene theory emphasized that satisfaction and dissatisfaction were two distinct variables which were not part of a single continuum. The opposite of job satisfaction is no job satisfaction; similarly the opposite of job dissatisfaction is no job dissatisfaction. Herzberg identified two groups of needs; motivators refer to human needs to achieve and experience psychological growth which are related to job such as recognition for achievement, promotion and etc. Another group which is called hygiene factor is referred to the basic human biological needs such as salary, security, working conditions and etc (Marzuki, Permadi, & Sunaryo, 2012). Hygiene factors determine the extent to which an employee can avoid job dissatisfaction (Zhang, Yao, & Cheong, 2011). In the literature, the importance of job satisfaction is often linked to work performance and organizational productivity or to other important work-related attitudes and behaviors—such as absenteeism, turnover, and reduction of litigation (Zhang, Yao, & Cheong, 2011). Refer to Branham (2005), Gallup studies reported that organizations with higher employee satisfaction achieved 86 percent customer ratings, 76 percent more success in lowering turnover, 44 percent higher profitability and 78 percent safety records. Thus employee happiness at work should be paid attention by the employers. Employee job dissatisfaction can bring disasters to an organization which badly affects the daily operation, such as lack of interest for their responsibilities, tardiness in showing up for work, mild to severe withdrawal from their jobs and diminishing job performance. All these may end up with employees leaving theorganization which cause high employee turnover in the organization (Gregory, 2011). Put in another way, employees who perceive their jobs as satisfactory are more likely to work and stay in the current jobs and in the current organization in the future. Otherwise, employees are more likely to leave and which in turn will influence the performance of the organization and its costs (Tutuncu & Kozak, 2007). Employers are faced with the task to motivate employees and create high job satisfaction among their employees. Thus, understanding of the factors which influence job satisfaction is essential for employers. Through the understanding of the factors, organizations will be able to make relevant changes to prevent employee frustration and low employee job satisfaction (Dawal & Taha, 2006). In this study, job satisfaction has been proposed as the dependent variable in the theoretical framework (Refer to Figure 1). The influence of the three factors (job stress, lack of communication, and pay) to job satisfaction would be discussed in the following sections.Job StressJob stress is generally defined as “an employee’s feelings of job-related hardness, tension, anxiety, frustration, worry, emotional exhaustion, and distress” (Mahfood, Pollock, & Longmire, 2013). Refer to empirical studies (Lambert & Pauline, 2008; Mahfood, Pollock & Longmire, 2013), stress had been identified as one of the major factors that inversely related to job satisfaction. It was stated by Branham (2005) that at least 25 to 50 percent of employees are unable to work at their best due to stress, and this undeniably negatively influence their job satisfaction which subsequently leads to low productivity and high employee turnover. There are many causes which lead to job stress. For instance, insufficient organizational support in supplying tools necessary to perform a job efficiently would generate higher stress level especially when the employees are expected to perform at a required level. Besides, cost cutting practices through eliminating positions and disbursing the workload to other employees also contribute to increased job stress level. Employees would have to take on overbearing workload which erodes their personal time and the unreasonable amount of work would increase employees’ anxiety level tremendously. At the sametime, retrenchment can trigger panic and anxiety among the remaining employees which increase their stress level during work. Untrustworthy employers can be another source of stress. Distrust can be raised from various different situations such as harassment. It becomes difficult to work in an uncomfortable working environment consistently, stress and anxiety increased by trying to avoid troublesome confrontations and situations (Gregory, 2011). It had also been discussed that promotion and career advancement can be one of the leading factors to job stress. The increased stress may come from heavier workloads, extra responsibility and reduced leisure time (Mahfood, Pollock, & Longmire, 2013). Job stress has been generally defined as a factor which has negative impact on job satisfaction in previous literature. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Thus, the following proposition is formulated for this study which job stress has been viewed as an antecedent of job satisfaction:Proposition 1: Job stress will be negatively related to job satisfaction.Lack of CommunicationCommunication can be interpreted as the exchange of information between a sender and a receiver. Communication is a fundamental management activity in every organization because it is crucial for employees to receive correct information regarding to their jobs. Communication has been widely valued in organization today; it has been seen more multidimensional than just message exchange or provide information about people’s work. Communication is about relationships which it acts as the social glue that ties employees within the organization together (Steingrímsdóttir, 2011). Communication channels can be divided into two categories which are formal communication and informal communication. The most popular formal communication ways are face-to-face communication and technical communication. Informal communication is communication stemmed naturally from people’s interactions. People can talk about their feelings, create relationships and discuss any issue that matter to them each time. It is believed that informal communication is the communication which established the actual relationshipsamong people in an organization. However, informal communication tends to increase rumours or carry wrong information within the organization (Steingrímsdóttir, 2011). Right communication channel is vital for an organization. By choosing channels can make a real difference in how the message is received. Different communication channels are suitable and fit for different kinds of information and achieve different objectives (Steingrímsdóttir, 2011). Lack of communication in organization leaves employees feeling disconnected from the organization. Generally this is the result of management personnel who do not know how to relate their employees on a personal or professional level. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected (Gregory, 2011). Besides, lack of communication can also leads to confusion between management and other employees throughout the organization which might incur frustration and resentment. The organizational morale can be negatively affected by gossips and rumours due to lack of communication too. The deteriorating working environment can cause job dissatisfaction and high employee turnover (Ashe-Edmunds, 2014). In an organization, managers should communicate with lower level employees. Managers act as the connection of the organization which will give employees a sense of belongings and worth in the organization. Supervisors should also become the role model to promote friendly relationships with employees in order to achieve a healthier working environment. It is imperative that managers and supervisors respect all the employees, their opinions and their work. Understanding of the organization’s direction and goals and clarification of expectations associated with different positions should be communicated and conveyed to the employees to assist employees in understanding their direct relationships with the organization and how their work affects others’ work (Gregory, 2011). In addition, performance reviews can be utilized as a managerial communication tool because they give administrators an idea of those employees that are contributing to the organization’s success and those who need to work harder. In general, employees may be unaware of their performance measures and have no sense of how they can improve. Without communication through performance reviews, itwould be tough for employees to make any progress in their efficiency which also negatively impact their personal or professional development, and in turn, incur job dissatisfaction (Gregory, 2011). Therefore, in light of the above discussion, it is proposed that:Proposition 2: Lack of communication will be negatively related to job satisfaction.PayCompensation is the total amount of the monetary and non-monetary pay provided to an employee by an employer in return for work performed as required. The monetary pay includes fixed pay which the amount and payment are guaranteed and flexible pay which contains variable pay such as goal-base pay, overtime and etc. Non-monetary pay includes all kinds of employee benefits such as family assistance, recreational opportunities, complementary pension plans, health insurance and etc (Igalens & Roussel, 1999). It was suggested in previous literature (Money & Graham, 1999; Green & Heywood, 2008) that monetary pay is the primary motivator for employee performance and a determinant of job satisfaction. Employees generally prefer their work efforts to be recognized and rewarded thus recognition of an employee’s hard work is essential to his or her job satisfaction. However, too often organizations are more focused on production and revenues, rather than their own employees (Gregory, 2011). By rewarding employees monetarily or non-monetarily as incentive, employees would feel that their hard work and achievements have not gone unnoticed. Employees need to feel appreciated, as employees and as human (Branham, 2005). By linking the money and performance tends to motivate employees to be more productive and hence they would be more willing to work harder towards success (The Chicago School of Professional Psychology, 2012). Through rewarding, employees are more optimistic about future employment in the organization too (Gregory, 2011). It is believed that employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises (The Chicago School of Professional Psychology, 2012).However, organizations should be very prudent in planning of pay structure and should set confidentiality policy for individual employee’s pay amount. Normally organizations choose to underpay those employees who are willing to work hard for minimal pay while to pay more to those who are not willing to work for minimal pay. The pay disparity will eventually lead to great degree of job dissatisfaction when the hard workers realized they are not being paid fairly (Branham, 2005). Refer to the Society of Human Resource Management research report conducted in May 2014; pay has been identified as the most important drivers for job satisfaction by which 60 percent of employees rated compensation/pay as very important and 36 percent rated it as important. Compensation/pay was also claimed as the leading factor of job satisfaction across four generations of employees which are millennial, Generation X, Baby Boomers and Veterans (Miller, 2014). It is noteworthy that there was previous studies indicated that the pay amount or salary amount is not the main determinant for job satisfaction. The comparison of income which employees set up as referential point is more significant in influencing employee job satisfaction. Given the similar qualifications and specifications, if an employee believes that the salary offered in other organization is higher, he or she will be dissatisfied even his or her salary is considered high as compared with the salaries in the organization he or she works in (Al-Zoubi, 2012). According to Miller (2014), more than half of employees feel satisfied if they are paid competitively with the local market. As a result of the empirical studies, it is believed that pay is able to influence the job satisfaction level of employees. Therefore, the following statement is proposed:Proposition 3: Pay will be positively related to job satisfaction.Theoretical FrameworkThere are many empirical studies and literature focused on the topic of job satisfaction. Numerous factors which will influence job satisfaction have been discussed individually. The factors include limited personal and career growth, job characteristics, job security, organizational support, social relationship within organization, relationship with immediate superior and etc. Different factors areassociated with the job satisfaction either positively or negatively. Three most popular factors have been the focus of this study, which are job stress, lack of communication and pay. Job stress, which inversely affects the emotions and feelings of employees at work, is likely to induce job dissatisfaction. Low morale, misunderstanding and reduced job satisfaction can happen if there is lack of communication. On the other hand, the perception of employees that their pay or salary is comparatively or relatively low will instigate employees’ dissatisfaction at work too. By looking at the selected factors, a theoretical framework has been generated to indicate the influence of job stress, lack of communication and pay on job satisfaction. The theoretical framework is depicted in Figure 1.Figure 1: Proposed Theoretical FrameworkResearch ImplicationsWith the changes of the external environment, organization competitiveness is no longer solely relied on the tangible assets, but also numerous intangible assets. As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. Hence an organization’s competitive advantage can be generated through human resources. Job satisfaction was studied in this paper as it is one of the key factors which directly related to employee motivation, employee commitment and productivity and employee turnover rate. An organization can focus on productivity and increased sales if its employees are happy and satisfied with their jobs while its competitors are still struggling to maintain experienced and motivated employees. In reality, organizations are facing the issue of creating high jobsatisfaction among their employees. This study intends to show a better understanding of the factors which emphasizes on job stress, lack of communication and pay, which influence job satisfaction. In terms of practical implications, management and managers are advised to concern about the employee job satisfaction within their organizations. They are encouraged to fully support and commit to policies and activities which can be identified and designed through factors influence job satisfaction in order to stimulate employees’ satisfaction at work such as improvements of working conditions, job training, leadership development and etc. By not overloading the employees, while maintaining a good communication with employees and compensating employees with a reasonable pay according to the jobs and market rate will enhance their job satisfaction. When employees are satisfied with the work they are doing, their jobs are more likely to be an enjoyable and happy experience. With higher job satisfaction, there tends to be higher degree of employee commitment which significantly reduce absenteeism and employee turnover rate which leads to decrease in employee-related costs, meantime increase job performance level which employees are more willing to participate in problem-solving activities and perform activities outside their job scope. In order to sustain the organizational competitiveness, the understanding and changes of policies based on the three most popular factors which contribute to job satisfaction namely job stress, lack of communication and pay are essential.ConclusionThe employment market is heating up and organizations start to worry about losing good talents and struggling to retain them since human resources is one of the vital competitive advantages. Some of the organizations are facing constant high employee turnover which accompanied with unsatisfactory performance and low productivity. High turnover and low productivity are the most obvious indicators of job dissatisfaction. Thus better understanding on the factors which influence job satisfaction is very crucial for all organizations. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precautionto support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.中文译文员工工作满意度影响因素的概念分析摘要随着环境的不断变化，创新变得越来越重要。

民营企业员工忠诚度的文献综述作者：申瑞平来源：《时代经贸》2011年第19期【摘要】在民营经济持续高速发展的同时也存在着不少的问题，特别突出的是人才危机。

【关键词】民营企业；员工忠诚度；综述一、国外的研究综述1.有关忠诚的研究有关”忠诚”这个题目的理智准则，当推1908年成书的《忠诚哲学》，作者是哈佛大学哲学教授乔西亚·洛伊斯。

在他看来，忠诚自有一个等级体系，也分档次类别。

处于底层的是对个体的忠诚，尔后是对团体，而位于顶端的是对一系列价值和原则的全身心奉献。

按照罗伊斯的观点，忠诚本身不能以好坏论；可以而且应当加以判断的是人们所忠于的原则，正是依据对这些原则的忠诚程度，人们才能断定是否以及何时应该终止对一个人或团体的忠诚。

关于员工忠诚，虽然国内外的众多学者都对它的概念作出了界定，但是到目前为止，在学术界尚没有一套较为权威、完整的描述指标。

总的来看，主要分为行为忠诚论、态度忠诚论和综合论三种观点。

第一是行为忠诚论，这种观点认为员工的忠诚是员工表现出来的对企业的一系列具体行为，着重强调对企业的贡献标准。

美国的Bob（1999）指出，员工忠诚是以行为来体现的；James（1995）认为员工忠诚度的衡量可以从员工基本行为和拓展行为等方面来衡量。

第二是态度忠诚论，这种观点认为忠诚实际上是员工对企业的一种态度，应该着重从员工的认识、情感和行为倾向方面加以考察。

第三是综合论，这种观点认为忠诚是员工对企业行为忠诚和态度忠诚的统一。

2.有关员工忠诚度的研究在国外，自从员工忠诚的研究被带进行为主义领域开始，关于其研究就逐步分化为行为忠诚和态度忠诚两个方面。

行为忠诚论者一般认为员工的忠诚是员工表现出来的对企业的一系列具体行为，着重强调员工对企业的贡献标准。

而在态度忠诚的研究中，主要体现在组织承诺方面的研究，认为有关员工忠诚应该着重从员工的认识、情感和行为倾向方面加以考察。

3.有关组织忠诚的研究而”组织忠诚”的明确定义，最早是由Becker在1960年提出的。

Annotated BibliographyAbraham, S. (2012). Job Satisfaction as an Antecedent to Employee Engagement. SIES Journal of Management, 8(2), pp. 27-36.Abraham (2012) focused on examining the relationship between job satisfaction and employee engagement. In order to test the relationship between the variables, questionnaire survey was hired as the tool to gain primary data from 30 workers. In this academic research, systematic sampling technique was hired as the method to select research samples for data collection. Techniques of statistical analysis including correlation analysis, regression analysis and t-test analysis were employed to analyze the gained primary data from research samples. Based on the analysis results, Abraham (2012) found that job satisfaction as an antecedent that will significantly impact on the increase of employee engagement. Additionally, the results of regression analysis shows that employee engagement will be affected and driven by all kinds of factors, including the nature of job, the recognition of superiors to followers’ work, comparative benefits, teamwork spirit, cross-department cooperation, as well as proper and equal policy of company.This article has higher practical value as this research proves that employee engagement can be increased by improving employee satisfaction. Such finding provides approach to increase the level of employee engagement in organization. However, limitations of this article are also witnessed. Key limitation is use of small scope of research sample to answer research theme. In this research, only 30 workers were used to study for finding out the relationship between employee satisfaction and employee engagement. To some extent, the use of small-scope samples will lower down the convincing and reliability of the research results.The research findings of this research are useful for the current research project because Abraham (2012) proves that employee satisfaction is a key antecedent affecting the level of employee engagement. This could be used to explain key driver and antecedent of employee engagement. Additionally, the findings also dominatesome key factors that will influence the level of employee engagement. Thus, the findings could provide implications for developing employee engagement.Eldor, L., & Vigoda-Gadot, E. (2016). The nature of employee engagement: Rethinking the employee–organization relationship.The International Journal of Human Resource Management, pp1- 27.Eldor and Vigoda-Gadot (2016) has rethought the relationship between employee and organization in order to hence theoretical basis of employee engagement. In this academic article, Eldor and Vigoda-Gadot (2016) have compared and contrasted the conception of employee engagement to other similar conceptions such as psychological contract and psychological empowerment based on theoretical analysis, and have examined whether the contributions of employee empowerment work centrality over psychological contract and psychological empowerment. In order to realize research objectives, questionnaire survey has been adopted as the instrument to gain primary data from 593 workers who were selected from public and private organizations located in Israel. The gained data were analyzed by using statistical analysis technique. Based on the data analysis results, Eldor and Vigoda-Gadot (2016) have found that employee engagement differs from both psychological contract and psychological empowerment. The results suggest that employee engagement shows a higher level of employee activation and mutual exchange simultaneously, which is significant different from psychological contract and psychological empowerment. In addition, the results have also proved that employee engagement will produce significant effect on work centrality.This academic article has provided could provide theoretical foundation for studying employee engagement. In the academic article, the findings are drawn from empirical investigation. Therefore, the research findings of this academic article are convincing as the results are based on objective analysis of statistical data. However, it should be noticed that this academic article has also some limitations. The first limitation is that research samples are limited in organizations located in Israel. Thus, the research findings would be more suitable for explaining the relationship betweenemployee engagement and work centrality in organizations in Israeli. Another limitation is that the article is based on cross-sectional research instead of longitudinal research, which will hamper to examine the cause direction and stable relationship between employee engagement and work centrality.The findings of this academic article will be useful for my research because the findings not only outline the concept of employee engagement, but also prove the importance of employee engagement to organization. For this, the findings of this article can be cited as important evidence to justify why employee engagement is so important to contemporary organizations.Jha, B., & Kumar, A. (2016). Employee Engagement: A Strategic Tool to Enhance Performance. DAWN: Journal For Contemporary Research in Management, 3(2), pp.21- 29.Jha and Kumar (2016) have studied the benefits of employee engagement based on primary and second research. Secondary research was used to collect second information data from various journals, articles, reports, as well as websites to demonstrate knowledge about employee engagement. In terms of primary research, questionnaire survey was employed to gain information data from 100 people in New Delhi area. The questionnaire survey will be conducted through direct approach, mail, and phone. The research results show that employee engagement helps to develop employees’positive attitudes and behaviors, which in turn motivate employee’s working efficiency and performance, resulting in the improvement of organizational effectiveness and performance.The results of this academic research are credible as the research results are generated based on primary and secondary research. To ensure the objectivity of research results, statistical analysis is used to process and analyze the gained primary data. The data analysis results have been represented in graphic form, which visual shows the final conclusion of the academic research. In a sense, this academic article provides theoretical and practical rationale to explain the importance ofemployee engagement to both employees and organization. However, it should be noticed that there are also some limitations in this academic research. One the one hand, this research only select small-scale sample as the research samples to study the importance of employee engagement. In this research, only 100 samples were selected as the research samples for this research. On the other hand, this research was conducted in New Delhi area. This may cut down the reliability of the research findings.In general, these research findings are useful for my research project as Jha and Kumar (2016) clearly state employee engagement plays an important role in improving the efficiency and performance of both employees and organization. The findings provide empirical evidence to support the notion that employee engagement is very important to organization in today’s business world. Therefore, the usefulness of this academic research to my research project is obvious.Kumar, R., & Sia, S. K. (2012). Employee engagement: Explicating the contribution of work environment. Management and Labour Studies,37(1), pp.31- 43.Kumar and Sia (2012) study the contribution of eight work environment dimensions including supervisor support, co-worker cohesion, work pressure, task orientation, autonomy, physical comfort, control and clarity to three dimensions of employee engagement including cognitive engagement, emotional engagement, and physical engagement has been examined. To understand the relationship between work environment and employee engagement, questionnaire survey is hired as the tool to gain primary data from 100 workers from two food processing enterprises in Patiala, Punjab, India. To ensure the representation of research samples, simple random sampling technique is used in this research. The findings show that two work environment dimensions including autonomy and work pressure will significantly contribute to the improvement of emotional and cognitive engagement, and that co-cohesion has positive impacts on physical engagement.To some extent, the research results found by Kumar and Sia (2012) could provide positive implications for Indian organization as the results could help Indian organization to improve employee engagement by improving work environment factors. The results are supported by empirical investigation and statistical analysis so that it is believed that the research results are credible. But, on the other hand, it should also be noticed that there are some limitations that cannot be ignored. The first limitation is that the sample size for this research is quite small. This will negatively lower down the convincing of the research results. On the one other, the representation of research sample is not high. In this research, the total research sample is consisted of 9 female workers and 92 male workers. Uneven gender distribution will cut down the effectiveness of research results to explain the relationship between work environment and employee engagement because different gender employees will have different views. Therefore, the research results may be biased in explaining the impact of work environment variables on employee engagement variables.Generally speaking, the research results found by Kumar and Sia (2012) are useful for the current research project because Kumar and Sia (2012) clearly state some key work environment factors that will influence the level of employee engagement in organization. Therefore, the research results can be used as the evidence to support the notion that the antecedents and drivers of employee engagement within organizations.Megha, S. (2016). A brief review of employee engagement: definition, antecedents and approaches. Clear International Journal of Research in Commerce & Management, 7(6), pp79 – 88.Megha (2016) demonstrates employee engagement based on the review of previous literature. To conduct systematic research, an integrated literature review is hired as the method to gain data from previous academic articles. The articles related to the present research theme will be categorized according to themes. By conducting systematic review of previous articles, findings were presented. In terms of definitionof engagement, various scholars have defined employee engagement under different protocols. Reviewing various definition of employee engagement, a common idea is that employee engagement is desired condition, and is directly related to work involvement, work enthusiasm and passion, work commitment, and personal effort and energy in workplace. Additionally, the research results also shows different drivers and antecedents of employee engagement, including personal personality and perception, employee emotional experiences and wellbeing, work-life balance, interpersonal relationship within workplace, management style, employee voice, job design, two-way communication, commitment to employee well-being, high-efficient internal cooperation, a focus on development, good quality line management, managers’ visible commitment, as well as human resource policies. Regarding with the approaches for promoting employee engagement, the research results show that previous scholars have proved theoretical framework for organizations to approach employee engagement, including need-satisfying approach proposed by Kahn (1990), burnout-antithesis approach proposed by Maslach et al (2001), work engagement approach proposed by Schaufeli et al (2002), satisfaction-engagement approach proposed by Harter et al (2002), and multidimensional approach proposed by Saks (2006).This research has conducted a systematic and comprehensive review of engagement literature. By conducting systematic review, the results could provide positive theoretical and practical implications for organizations to improve the level of employee engagement in workplace. But, this article has its limitations. a key limitation is that this research searched for employee engagement literature through entering keywords. Consequently, some important employee engagement research will not be included.The findings are useful for my current research as Megha (2016) demonstrate the definition of employee engagement, antecedents and drivers of employee engagement and specific approaches to increase employee engagement. Therefore, the findings can be used to support my research project.Shuck, B., Reio. T.G., & Rocco, T.S. (2011). Employee engagement: an examination of antecedent and outcome variables. Human Resource Development International. 14(4), pp. 427-445.This article investigates the impact of job fit, psychological climate, affective commitment on employee engagement, and in the meantime discuss the positive implications of employee engagement. This research hired an internet-based self-report survey to gain data from 283 heterogeneous research samples. After the data were collected, SPSS statistics tool was used to process the data for testing the relationship between research variables. The results show that job fit, psychological climate, and affective commitment are three key antecedences of increasing employee engagement. In addition, the results also demonstrate the improvement of employee engagement helps to reduce employees’ turnover intention.The findings of this article are persuasive because the findings were generated through empirical investigation. In this article, the conclusion is distilled from the analysis of objectively quantitative data. But, limitations of this article also exist. This research selected heterogeneous research samples from all kinds of organizations that are attached to a certain association. This limits the general applicability of the research findings in different associations. Additionally, the findings of this research were generated from self-report survey. Under this condition, the researcher failed in controlling the authenticity of sampling data, which may result in biased results. Generally speaking, this academic article is useful source to support my research project. This research has conducted empirical investigation and has proved that significant impact of job fit, psychological climate, affective commitment on employee engagement. Therefore, the findings can be used to illustrate some drivers and antecedents of increasing the level of employee engagement within organizations. Additionally, the findings also prove that employee engagement helps to increase discretionary effort, and to reduce employees’turnover intention. Therefore, the findings can be used to prove the importance of employee engagement to organizations.。

员工忠诚度参考文献今天咱们来聊一个很有趣的事儿，就像我们在学校里小伙伴们之间的感情一样，在大人的世界里有个叫员工忠诚度的东西呢。

就像我们班有个同学叫小明，他特别喜欢我们的班级。

不管是打扫卫生，还是参加比赛，他总是特别积极。

他就像那些对公司很忠诚的员工一样。

为什么呢？因为我们的班级对他来说就像一个温暖的大家庭呀。

老师很和蔼，同学们都很友好，他在这个环境里很开心。

在大人们的公司里也是这样的。

有一个叔叔在一家面包店工作。

那家面包店的老板人特别好，每次员工过生日的时候，都会给他们准备一个大大的生日蛋糕，还是店里特制的呢。

而且呀，老板会耐心地教新员工怎么做出最好吃的面包，从揉面到烘焙，每一个步骤都教得仔仔细细。

这个叔叔就特别感激老板，他就一直想在这个面包店好好干下去。

不管别的面包店给他开多高的工资，他都不愿意走。

他觉得这个面包店就像他的另一个家，老板和同事就像他的家人。

还有一个阿姨，她在一家服装店工作。

有一次，阿姨家里出了点事情，需要很多钱。

服装店的老板知道了，二话没说就先预支了好几个月的工资给她，还让她先安心处理家里的事情。

阿姨感动极了。

从那以后，阿姨工作更加努力了，每天都把服装店打扫得干干净净，衣服摆放得整整齐齐。

她用心对待每一个来店里的顾客，因为她想报答老板的恩情。

这些故事就像书里写的那些关于员工忠诚度的例子一样。

当公司或者老板对员工好的时候，员工就会很忠诚。

就像我们在学校，如果老师对我们好，我们就会很爱我们的班级，很愿意为班级争光一样。

另外呢，员工自己也会因为在一个地方工作久了，对那里有了感情。

就像我们在学校待久了，对教室的每一个角落都很熟悉，对校园里的一草一木都有感情。

有个伯伯在一家工厂工作了好多年。

他刚去的时候，工厂还很小，后来一点点变大变强。

他见证了工厂的成长，他也在那里学到了很多本领。

他说他舍不得离开这个工厂，因为这里有他的青春，有他的回忆。

他就像一个守护自己家园的卫士一样，守护着这个工厂。

一、概述员工忠诚度是企业管理中极为重要的一个指标，它直接关系到企业的稳定发展和绩效表现。

在全球化的今天，越来越多的国外学者开始关注员工忠诚度的影响因素，通过大量的调查研究得出了一些有价值的结论。

本文旨在对国外关于员工忠诚度影响因素的研究进行综述，以期为我国企业管理提供一定的参考和借鉴。

二、薪酬福利1. 薪酬福利对员工忠诚度的影响许多研究表明，薪酬福利是影响员工忠诚度的一个重要因素。

高水平的薪酬以及丰厚的福利政策可以提高员工的满意度，进而增强员工对企业的忠诚度。

然而，也有研究发现，薪酬并不是唯一的决定因素，倘若其他方面的工作条件不佳，即使薪酬再丰厚，员工的忠诚度也难以提高。

2. 增加薪酬福利的实践根据研究成果，企业可以通过以下方式增加薪酬福利以提高员工忠诚度：优化薪酬结构，提高基本工资水平；提供完善的福利制度，包括医疗保险、员工培训等；加大年终奖金和绩效奖金的分配力度。

三、工作环境1. 工作环境对员工忠诚度的影响良好的工作环境是提高员工忠诚度的重要因素之一。

研究发现，员工在舒适、宽松、自由的工作环境下更容易产生归属感和认同感，进而提高对企业的忠诚度。

相反，压抑、拥挤、不安全的工作环境会导致员工的厌烦和不满，从而降低员工对企业的忠诚度。

2. 改善工作环境的方法企业可以通过改善以下方面的工作环境来提高员工忠诚度：办公场所的布局和装饰，增加各类员工交流和休息区域；加强工作安全和卫生保障，维护员工的身体健康；建立良好的团队氛围，鼓励员工相互协作和支持。

四、领导风格1. 领导风格对员工忠诚度的影响领导风格是企业管理中的一个重要方面，不同类型的领导风格对员工忠诚度产生着不同的影响。

研究发现，民主式的领导风格更有利于增强员工的忠诚度，而专制式的领导风格往往导致员工的不满和离职。

2. 培养良好的领导风格为了提高员工的忠诚度，企业应该培养并倡导民主式的领导风格，提倡上下班交流、共享决策权、尊重员工意见等行为。

也可以通过领导培训和评估机制来推动企业领导层的风格转变。

员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling LeeHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.Copyright © 2008 Harvard Business School Publishing Corporation. All rights reserved.Talent "flow" and "left"By Peter Cappelli 2003-05-01For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, workwill hire employees and standardization, cross training around theshort-term organizational work, etc.If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.Copyright © 2003 Harvard Business School Publishing Corporation. All rights reserved.Let who evaluate staffBy Frederick F. Reichheld & Paul Rogers 2005-11-01In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceedthe average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.译文：员工激励的“四力模型”作者：尼廷・诺里亚，鲍里斯・格鲁斯伯格，琳达－埃琳・李如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。

员工激励英文文献以下是一些关于员工激励的英文文献：1. Perry, S. J., Witt, L. A., & Penney, L. M. (2010). The motivational basis of organizational citizenship behavior: A meta-analytic review. Journal of Applied Psychology, 95(6), 998-1015.2. Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668.3. Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812-820.4. Lawler, E. E., & Porter, L. W. (1967). The effect of performance on top management incentives. Administrative Science Quarterly, 12(4), 442-449.5. Lockwood, N. R., & Latham, G. P. (1990). Effects of goal setting and self-instructions on self-regulation of learning complex cognitive tasks. Journal of Applied Psychology, 75(6), 533-547.6. Allen, R. S., & Helms, M. M. (2002). Employee perceptions of the relationship between strategy, rewards and organizational performance. Journal of Business Strategies, 19(2), 115-135.7. Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance,and productivity. Journal of Applied Psychology, 93(1), 48-58.8. Lai, Y., Sarros, J. C., & Sachs, S. (2011). Transformational leadership and employee turnover intention: The moderating role of perceived organizational support and trust in the leader. Journal of Organization and Management, 37(3), 392-412.这些文献可以提供关于员工激励的理论基础、方法和实证研究结果等方面的信息，供您参考。

本科毕业论文（设计）外文翻译原文：The different dimensions of loyaltyThe first problem in studying loyalty in human organizations is that there seems to be no generally accepted definition of this concept. Often, loyalty is taken to mean remaining in an organization for a long time. But some studies have shown how it can have many different dimensions. Cole (2000), for instance, interviewed David L. Sturn, President of the Loyalty Institute, an arm of Chicago-based Aon Consulting, about a study undertaken by that organization interviewing the employees of more that 200 of its corporate clients.According to that study, what characterizes a “committed” employee is that (1) he is a team player; (2) willing to make sacrifices for the good of the company; (3) beli eves in the company‟s products; (4) will recommend the company as among the best places to work, and (5) is prepared to stay in the company for the next several years, even if offered a modest pay increase elsewhere (Cole, 2000).Obviously, the first four characteristics of a committed employee go well beyond the fifth one, which is the only one related with remaining in the organization; and, still qualifying the fact of remaining in the organization by rejecting a change with a “modest” pay increase elsew here.Employees are the basic ingredients, their enthusiasm on behalf of corporate morale, awareness of their work reflected in the subtle strength of the enterprise. Employee loyalty will greatly stimulate their initiative and creativity. So that potential employees into full play. Loyalty is the efficiency, increase employee loyalty and increase customer satisfaction there is promotion. Business per employee increased loyalty, competitive strength will have been improved.In the modern economy, employees will be judged according to their own personal development continue to find their own space, the flow of talent to be a common phenomenon. Enterprises as always in the dynamic development of economicorganizations, employees and business contract between the text. Does not guarantee a stable relationship between employees and enterprises. To maintain this long-term stable relationship, and in good faith reliance on the need to build the employment relationship, nurture and increase employee loyalty.Powers (2000) offers an interesting set of indicators of loyalty:– Remaining with the company; not leaving, not job hunting– Staying late to complete a project–Keeping the company‟s business confidential; no whistle-blowing– Promoting the company to customers and community– Adhering to rules without close supervision–Sacrificing personal goals to achieve company‟s goals– No gossiping, lying, cheating or stealing–Buying company‟s products– Contribution to company-sponsored charities– Offering improvement suggestions–Participating in company‟s extracurricular activities– Following orders– Taking care of company property and not being wasteful– Working safely– Not abusing leave policies; including sick leave– Helping coworkers; cooperatingAgain, remaining with the company is a symptom of loyalty, but only a symptom. And a symptom is an indication, a noisy signal. A headache may be a symptom of a malignant brain tumor or a symptom of poor eyesight. The remaining indicators are also noisy signals, which go along with the basic intuitive concept of loyalty.In summary, both in the Cole and Powers articles, the basic idea is that an employee is committed, or loyal, to an organization when he holds two kinds of beliefs: (1) believes that what t he organization is doing “is worth the while”, i.e., feels that the products of the company are really solving some type of human need; and (2) feels that the people he works with (superiors, subordinates, or at the same level) arepeople he can work with, and, therefore, is willing to cooperate with them, is willing to have initiatives, and be a team player.It is interesting to point out though, that in these analyses, loyalty and commitment are viewed as very positive for the organization and (possibly) for the individual. On the opposite side, some researchers have noticed some negative characteristics of loyalty and commitment. Randall (1987), for instance, signals as disadvantages of a strong commitment to an organization: (a) for the individual, that it may stymie individual growth and limit opportunities for mobility, as well as stifle creativity and innovation, and (b) for the organization, that it may blindly devote the individuals to their employers, and therefore perhaps waste their time and tal ents in jobs they don‟t like, making it a situation that is unprofitable both for the individual and for the organization. Essentially then, the unfavorable consequences of loyalty are reduced to the possible loss of efficiency that is obtained if an individual is used where he shouldn‟t be, which harms both the individual and the organization, but much more the former than the latter, and has to do with a misallocation of resources that is rather an error in judgement than a mistake arising from loyalty itself.Improve related incentives. Incentives for employees means recognition of the work of employees, whether an enterprise to meet the core needs of employees largely determines the respect and recognition of the core staff of the enterprise and work attitudes. First, material incentives, improve pay and benefits system of enterprises and the establishment of an effective performance appraisal system, so that pay and reward key employees as much as possible match; second spiritual motivation for the core employees is more important incentive in this regard , enterprises should fully express the respect and trust of key employees, such as regular communication with key employees, interest in and solve their problems, give them challenging work distribution and give the appropriate permissions and so on.The premise of the Herzberg et al. (1959) theory, known as the Two-Factor Theory of Motivation, was that managers could use factors known as…motivators‟ to encourage employees to gain satisfaction and, subsequently, better performance in the workplace. Similarly, managers could try to minimize those factors that increase jobdissatisfaction, 'hygiene factors' or ' hygienes ' for short. Maximizing the motivators associated with their jobs could enhance empl oyees‟ job satisfaction. On the other hand, if employees believe that factors associated with hygienes drop below acceptable levels, job dissatisfaction grows. An interesting point of the theory is that lack of satisfaction does not equate to dissatisfaction. Satisfaction and dissatisfaction are on two separate continua. This means that when employees do not perceive satisfaction among the motivators, they also may not perceive dissatisfaction among the hygienes. Employees may well be in a state of limbo, where they are neither satisfied nor dissatisfied. This is an unproductive state for both employees and organizations, as it does not fuel growth, creativity or innovation. Therefore, there is entity value for organizational leaders and managers to recognize those aspects of the jobs within their purview that can promote satisfaction among employees and optimize them.According to Herzberg (1966), the factors associated with work considered to be motivators include: achievement; recognition; tasks (the work itself); responsibility; advancement; and personal growth. The factors associated with work considered to be hygienes include: policies and administration; supervision/managerial relationships; salary; working conditions; status; security; and coworker relationships.Other motivation theories have been studied extensively in the business literature, but they do not break down the components of motivation as specifically as the Two-Factor Theory and consequently do not allow for such detailed analysis. For example, Maslow‟s Theory of Needs (1954) states that individuals reach higher level needs such as self-esteem and self-actualization only after lower level needs such as belongingness and safety needs have been met. While useful in other contexts, this theory is not geared towards job-related motivation. Alderfer‟s ERG Theory (1972) states that people have three core needs: existence; that people have three core needs: existence; relatedness; and growth. This scheme does not include the rigid hierarchy of Maslow, indicating that employees may experience needs concurrently. But its broad categories lead to a generalized evaluation of motivation. McClelland‟s Needs Theory (1961) also acknowledges three sets of needs: achievement; power; andaffiliation. His research suggests that achievement needs, and to a esser degree, power and affiliation needs, are related to job performance, thus linking employee motivation with job outcomes. While beneficial at an individual level, the Needs Theory does not focus on the dynamics of group-level motivation. Adams‟ Equity Theory (1965) explains that employees will strive for equitable situations when comparing themselves to coworkers as they consider inputs to a job, level of effort expended and job outcomes. However, Equity Theory does not expound upon the actual motivators that cause individuals to act the way that they do in the workplace. Thus, Herzberg‟s (1966) theory is best suited to this study because it contains many categories for analysis which allow for cultural evaluation, it is tailored to the workplace, and it considers both individual and group level motivation.Herzberg‟s work (1966) is considered a major advancement in the literature. Befittingly , it has also been used recently by researchers in the study of job satisfaction (Brislin, MacNab, Worthley, Kabigting and Zukis 2005; DeShields, Kara and Kaynak 2005) with support for the theory. Herzberg‟s work has been employed to evaluate travellers‟ satisfaction (Crompton 2003) and student satisfaction (C hyung and Vachon 2005), illustrating its applicability to a variety of settings. Yet all tests of the theory have not been confirmatory. Park (1988) and Al-Mekhlafie (1991) found partial support for the motivator-hygiene dichotomy with samples from Korea and Yemen, while Williams (1992) and Timmreck (2001) found mixed results using US samples. In an evaluation of Herzberg et al. (1959) of the Thai construction industry,Ruthankoon and Ogunlana (2003) found partial support for the theory. They attribute differences in the literature to the varying occupations and variety of workplaces included in the research. Despite these mixed theory results, motivation has been often associated with job satisfaction. Those employees who express satisfaction with their jobs often are motivated in their jobs (Thierry 1998). Tietjen and Myers (1998) also linked motivation and job satisfaction using the Herzberg (1966) framework. They concluded that once managers understood what motivated employees, managers could focus on the appropriate strategies to create job satisfaction among those workers. These varying results set the stage for additionalresearch to occur with a new emphasis, i.e. the role of culture.Interestingly, the hospitality industry has been the focus of many job satisfaction studies. In a study of over 4,000 hotel workers, Barsky and Nash (2004) found that employee satisfaction on the job was driven by the emotions of the employees and their beliefs about their company. Aksu and Aktas (2005) studied job satisfaction among Turkish managers in first-class hotels. They discovered that despite long hours, low salaries and little colleague support (all hygienes), the managers were generally satisfied with their jobs due to the nature of the work itself and the authority (motivators) that came from managing a first-class facility. In a study of employee job satisfaction among Taiwanese hotel workers, Hwang and Chi (2005) found that internal marketing, or treating employees as customers, was positively related to job satisfaction and job satisfaction was positively related to organizational performance. Sizoo, Plank, Iskat and Serrie (2005) determined that among hotel workers at four-star hotels in Florida, employees with higher intercultural sensitivity expressed higher levels of job satisfaction and social satisfaction. This finding indicates that culture may influence employee perception of job satisfaction.Although a great deal of research has been completed in the area of job satisfaction, an examination of South American businesses remains a topic of value considering the continent‟s rapidly increasing economic and development status. Recent scholarship has been promising. Ritter and Anker (2002) found workplace safety and job security issues were important to Brazilians, while Spector, Cooper, Poelmans and Allen (2004) found that Latin Americans in general had high job satisfaction. Barreto (2005) found that hotel guest satisfaction in Bahia, Brazil increased when employee satisfaction programmes were implemented. Though interesting, these studies did not comprehensively address all of Herzberg‟s (1966) factors and they did not fully consider the role of culture in the workplace.Source: Josep M. Rosanas and Manuel Velilla. Loyalty and Trust as the Ethical Bases of Organizations.[D]Journal of Business Ethics , 2003(1): 29~44.译文：不同层面的忠诚度在研究人类组织中的忠诚度的论题时，我们第一个面临的问题是人们对于忠诚还没有一个广泛接受的定义。

企业用户忠诚度问题研究国内外文献综述1.国外研究现状在商业领域，对忠诚概念的引入可以追溯到Copeland和Churchill的研究，从那时起，学者们对顾客忠诚进行了大量的探讨。

20世纪末，国外有学者就开始了对数字营销的研究，随着时代发展的变化，国外数字营销对数码营销的理解也更为深入和广泛。

肯特·沃泰姆、伊恩·芬威克等（2009）在《奥美的数字营销观点》中指出：消费者是内容创作者、创意者、和评论者。

Markusm（2015）在《Electronic commerce research and applications》一文中剖析了肤护品在传统营销渠道和电子商务营销的优势和劣势。

他认为，化妆品公司可以从品牌策略和定价策略中选择适合企业的渠道进行整合，实现网络营销和传统营销渠道的整合，从而取得共赢的目标。

Nakul Shirk（2016）在《Global Cosmetic Market》[10]中，对化妆品市场进行了深入和专业的调查，并对全球化妆品市场进行了战略评估。

他分析了肤护品试产的新产品和服务定位策略，并详细分析了新型技术及其对护肤品市场的影响。

Damian Ryan（2017）在《理解数字营销》中指出，互联网是消费者的新的关注点。

他们希望获得更高的参与度和互动性；同时数字世界已经占据了他们绝大部分闲暇时间，而数字营销正是触及这部分人群的不二法则。

珍妮弗·洛诺夫·希夫和沈建苗（2017）在《14 种数字营销的常见错误》中也提到了数字营销的优势，并表明企业通过个性化、定位、客户行程分析和数据分析等行为，能够提供与客户相匹配的定制服务，为客户带来不同的价值，从而吸引更多的客户，并且让他们购买产品或服务。

而Churchill（1979）是率先将忠诚度进行研究的学者，他指顾客对某一企业或品牌的忠诚水平的定量化表述。

奥利弗（1997）认为顾客忠诚表示，即使存在环境和市场变化引起放弃购买的潜在因素，由于对偏爱产品和服务坚持购买的承诺，仍然重复购买的行为。

员工忠诚度英语Title: Employee LoyaltyEmployee loyalty is an important aspect for any company to consider. Loyalty in the workforce can have a large impact on productivity and help to ensure that a company is running efficiently.Creating a sense of loyalty in your employees starts with creating a welcoming company culture. Make sure that your company treats all its employees fairly, and provide an open line of communication between management and employees. Ensure that your employees feel that their opinions matter and that their hard work is appreciated.To build loyalty in the workplace, invest in training and development programs. Investing in your employees can lead to increased morale and job satisfaction. Offering bonuses and rewards for a job well done can also motivate your employees to stay with your company for a longer time.Additionally, provide a good and positive work environment. Make sure that your company is a happy place to work, with minimal conflict between colleagues and clear expectations. Creating loyalty in the workplace also involves creating a sense of team spirit and camaraderie. Encourage cooperationand collaboration among employees and have regular team building activities. This can help to create a sense of trust and respect among team members, as they can rely on each other for support.Finally, make sure that you offer your employees competitive salaries and benefits. They should feel that their hard work is being rewarded, and that they are getting a fair compensation for their efforts.Loyalty in the workplace is something that needs to be carefully cultivated and nurtured. By investing in your employees and creating a positive work environment, you can ensure that your employees are loyal to your company and work hard to achieve your business goals.。

（二）国内研究现状
贾凯文, 蔡俊豪 ,蔡思, 袁泽（2003）员工对企业的忠诚问题是影响企业生产效率高低及企业价值实现的重要因素.人力资本管理风险的大小和企业所拥有的员工对企业忠诚度的高低有直接关系，而员工和企业心理契约的不协调是造成员工忠诚度下降的主要原因.因此，采取相应措施解决员工忠诚度下降带来的人力资本管理风险问题至关重要.
三、研究的主要内容和方法
（一）研究内容
本文以宁波雅戈尔公司为研究对象，简单介绍宁波雅戈尔公司员工关系管理问题现状及其问题分析，然后针对不同问题，根据公司实际情况，给出相应解决措施。
第一部分，简述论文的研究选题学术背景、研究工作目的和学术意义，论文研究工作方法。第二部分，解释了什么原因是降低员工职业忠诚度以及导致员工职业忠诚度不断下降的企业影响力等问题，还有一些相关企业理论的观点代表重要人物及其主要观点。第三部分，介绍了宁波雅戈尔纺织公司概况，指出宁波雅戈尔公司近年员工服务忠诚度以及纺织行业公司员工服务忠诚度的发展现状，发现目前宁波雅戈尔员工职业离职率水平较高，宁波雅戈尔员工职业满意度水平较低，员工职业期望值过高的一些员工列表中存在的主要问题，第四部分，对宁波雅戈尔公司存在的管理制度问题以及工作环境问题和领导管理水平问题进行详细的分析。第五部分，对宁波雅戈尔公司一系列问题提出改进措施，以及拟定相关问题的纠错方案。
开题报告
院（部） ：专 业：
学 号：姓 名：
毕业论文（设计）题目：宁波雅戈尔员工忠诚度提升策略研究
一、研究的背景和意义
（一）研究背景
员工忠诚是企业发展的基石。对于任何组织来说，培养和提高员工的忠诚度都很重要。随着世界经济进入全球化和电子信息现代技术的不断深入，人才流动十分频繁。随着我国加入WTO，由于流动资金流动导致的人才竞争相当突出(李晨阳 ,王梓涵 ,张博,2022)。在当前新形势下，迫切需要不断加强全体员工职业忠诚度的持续培养和不断提升，切实做好维护全体员工的稳定，提高整个企业的安全生产管理效率，促进整个企业稳定，健康，有序地发展。随着当前我国纺织行业市场经济的快速发展，我国许多大型纺织企业经常都会遇到一些人才培养瓶颈，员工往来频繁等问题。约40%的纺织员工受访者有跳槽打算(刘若冰 ,陈宇轩, 杨紫琳)。在大型民营企业连续工作2-3年后企业跳槽仍很多，是许多私人纺织企业无法保持员工稳定的无奈和自我批评。因此，研究提升纺织企业员工忠诚的三大驱动效应因素及其如何提升忠诚策略仍然具有重要的客观现实意义。