Proposal代写参考：How Organizations Ensure Job Satisfaction
Proposal代写参考-组织如何确保工作满意度。本文是一篇留学生论文Proposal写作范文，主要内容是讲述自21世纪初以来，世界迅速转变为地球村。黑暗时代的日子已经一去不复返了，雇主可以通过获得最大的产出来剥削工人，而无需或极少的奖励或激励。在当今世界，由于通信网络的改善，人们不能对他人的权利一无所知，组织必须根据全球标准履行其责任。同样，互联网世界使人们能够通过网站将自己与他人联系起来。这种新的现实正在努力实现在文化背景下创造新的社会学安排的目标，企业文化也是如此。在意识到全球市场和各个组织之间的竞争力量后，任何组织都必须确保培养和保持一种对组织忠诚和忠诚的人员，并在无限的时间内保持这种人员。下面就一起来看一下Proposal的具体写作参考。
INTRODUCTION 引言
The world has been changing into the global village quite rapidly since the beginning of 21st century. Gone are the days of dark ages when employers could exploit their workers by receiving maximum output in exchange with no or awfully minimal rewards or incentives. In today’s world, due to improved communication networks, one cannot keep others in dark about their rights and organizations have to fulfill their responsibilities according to the global standards. Similarly, the world of internet has enabled people to link themselves with others through websites. This new reality is working towards the objective of creating new sociological arrangements within the context of culture, and same is the case with corporate culture. After realizing the force of competitiveness in global markets and between individual organizations, it has become really essential for any organization to make certain that it develops and keep holding a kind of personnel that is dedicated and faithful with the organization for an unlimited time.
The workers or employees who are happy and satisfied with the work that they are assigned to do, or by the culture of the organization regarding relations with their employees ultimately feel motivated to continue their relationship with that organization as a faithful, devoted, committed and talented workforce. But many theorists feel that a great number of employees do not have this level of job satisfaction that they can be taken as motivated towards achieving the goals of the organization. Because of this unsatisfied nature of the employees, they keep seeking for alternate job resources where they may be able to experience a higher degree of job satisfaction. A high degree of job satisfaction shows high retention rate and low turnover rate. In other words, turn over rate can be taken as a measure of Job satisfaction level of the employees in any organization. The organizations that fail to retain their able and talented workforce and cannot make them loyal to the organizational goals face problems in escalating their production level and profitability. Finck, Timmers and Mennes (1998) highlighted the problem that the business excellence can be achieved only when employees are excited by what they do, i.e. the employees should be satisfied with their work and job conditions in order to achieve high goals of an organization.
对分配给他们的工作感到高兴和满意的工人或员工，或对组织与员工关系的文化感到满意的员工，最终会感到有动力继续与该组织的关系，成为一支忠诚、忠诚、忠诚和有才华的员工。但许多理论家认为，许多员工的工作满意度不足以被视为实现组织目标的动力。由于员工的这种不满意性质，他们不断寻求替代工作资源，以便他们能够体验到更高程度的工作满意度。工作满意度越高，留用率越高，离职率越低。换言之，离职率可以作为衡量任何组织中员工工作满意度的指标。那些无法留住有能力、有才华的员工，也无法让他们忠于组织目标的组织面临着提高生产水平和盈利能力的问题。Finck、Timmers和Mennes强调了一个问题，即只有当员工对他们所做的事情感到兴奋时，才能实现卓越的业务，即员工应该对自己的工作和工作条件感到满意，以实现组织的高目标。
Employee motivation and its link to job satisfaction of employees has been a matter of study for ages. Managers have to rely on their human resources to get things done and therefore need to know what factors would be most helpful for them in having a workforce that has a high level of job satisfaction.
员工动机及其与员工工作满意度的关系一直是一个研究问题。管理者必须依靠人力资源来完成工作，因此需要知道哪些因素对他们拥有一支工作满意度高的员工最有帮助。
Making employees motivated is considered as a factor that has a power of making workers satisfied with their jobs. But this is an understood fact that one cannot directly motivate others; one can just create the conditions where people feel motivated themselves. Spector (2003) says that a number of factors can help in motivating people at work, some of which are tangible, such as money, and some of which are intangible, such as a sense of achievement. The accomplishment of any organization greatly depends on the contribution of its labor force. This is also said that such contributions are triggered by those features of people’s work environment that motivate them to devote more material and intellectual vigor into their work. In this way the organization’s objectives are chased and accomplished. Motivation and job satisfaction are therefore regarded as key determinants of organizational success, both of which have an inter link between themselves. In order to have a highly productive and loyal workforce, organizations strive to take measures that would create a feeling of satisfaction and well being in their workers.
激励员工被认为是使员工对工作感到满意的一个因素。但这是一个众所周知的事实，即一个人不能直接激励他人；人们可以创造条件，让人们自我激励。Spector表示，许多因素有助于激励人们工作，其中一些是有形的，比如金钱，而一些是无形的，比如成就感。任何组织的成就在很大程度上取决于其劳动力的贡献。也有人说，这种贡献是由人们工作环境的特点引发的，这些特点促使他们在工作中投入更多的物质和智力。通过这种方式，组织的目标得以实现。因此，动机和工作满意度被视为组织成功的关键决定因素，两者之间存在着内在联系。为了拥有一支高效、忠诚的员工队伍，各组织努力采取措施，让员工感到满意和幸福。
But does it really matter, or is it only a common myth that the aspect of motivation does have an influence on the job satisfaction level of the employees. The aim of this study is to observe the relationship between motivation and job satisfaction of employees and to authenticate it through statistical measures.
但这真的很重要吗，或者仅仅是一个常见的神话，即激励因素确实会影响员工的工作满意度。本研究的目的是观察员工的动机与工作满意度之间的关系，并通过统计方法对其进行验证。
1.2 Concepts of Employee Motivation and Job Satisfaction 员工激励和工作满意度的概念
Definitions of employee motivation:员工激励的定义
The term “motivation” is derived from the Latin word ‘movere’, which means ‘to move’ (Baron, Henley, McGibbon & McCarthy, 2002). This means that motivation is a kind of energy that helps people in advancing towards the achievement of some certain goals. A great number of researchers over the years have been studying the concept of motivation and have been trying to extract the true definition of motivation but motivation can not be defined in explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a simple remark.
“动机”一词源自拉丁文单词“movere”，意思是“移动”。这意味着动机是一种帮助人们朝着某些特定目标前进的能量。多年来，许多研究人员一直在研究动机的概念，并试图提取动机的真正定义，但动机无法以明确的方式定义。相反，动机可以被视为一种现象或概念，而不是一句简单的话。
Campbell and Pritchard (1976) defined motivation as “a label for the determinants of the choice to begin effort on a certain task, the choice to expend a certain amount of effort, and the choice to persist in expending effort over a period of time”. Therefore, motivation is considered as an individual’s behavior which is the result of some inter-related factors where some variables have to be taken as constants such as individual’s skills, abilities and knowledge.
Campbell和Pritchard将动机定义为“在某项任务上开始努力的选择、花费一定努力的选择以及在一段时间内坚持努力的选择的决定因素的标签”。因此，动机被认为是一个人的行为，这是一些相互关联的因素的结果，其中一些变量必须被视为常量，例如个人的技能、能力和知识。
There are a lot of perspectives about motivation; some of them are given below.
关于动机有很多观点；下面给出了其中的一些。
Beck (1983) stated that four basic philosophies trigger a variety of angles about motivation on workplace. According to him, a man can be about his economic conditions, he wants to involve in more social activities and strong social relations, he wants to satisfy his need of self-actualization, or he may be a mixture of all the above mentioned needs.
贝克指出，四种基本哲学引发了关于工作场所激励的各种角度。据他说，一个人可以关注自己的经济状况，他想参与更多的社会活动和强大的社会关系，他想满足自我实现的需求，或者他可能是上述所有需求的混合体。
Theories that are about the rational economic man assume only the power of economic conditions on the overall behavior of a man. These theories assume that men are rational and they may make a right decision for their economic well being. The organizations that emphasize on the extrinsic rewards for their employees for example pay raise or fringe benefits actually follow this school of thought that man is rational about his economic conditions. Second kind of theories assume that the basic need of a man is only being social, these theories assume that man is mainly motivated by his social needs such as making friends and having good relationship with their colleagues. In this case, organizations want to make a more conducive and happy environment where their employees are satisfied with the people around them and where they can maintain good inter-relationship with the people t their workplace. Third perspective of motivation, according to theorists, is that a man’s basic need is self actualization. It says that people can be motivated through intrinsic measures as they get pleasure in making good job and receiving compliments in response to a good job. That is, people derive satisfaction through their accomplishments. Organizations that believe in this approach may make a system where rewards are based on high performance. Lastly, the complex man approach argues that there is a much more complex system about motivation of people and this can be based on many factors such as emotions, motives, abilities and experiences. These factors may change their places on the scale from high to low or from low to high level from time to time. The changes in these levels are because of newly learnt behaviours of people as time passes.
关于理性经济人的理论只假设经济条件对人的整体行为的影响。这些理论假设人是理性的，他们可以为自己的经济福祉做出正确的决定。那些强调员工外在奖励的组织，例如加薪或附加福利，实际上遵循的是这样一种思想：人对自己的经济状况是理性的。第二类理论假设一个人的基本需求仅仅是社交，这些理论假设男人主要是出于社交需求，比如交朋友和与同事建立良好关系。在这种情况下，组织希望创造一个更有利、更快乐的环境，让员工对周围的人感到满意，并与工作场所的人保持良好的人际关系。理论家认为，动机的第三个观点是，一个人的基本需求是自我实现。它说，人们可以通过内在的措施来激励自己，因为他们会从做好工作中获得乐趣，并在做好工作后得到赞扬。也就是说，人们通过他们的成就获得满足感。相信这种方法的组织可能会建立一个基于高绩效的奖励体系。最后，复杂人方法认为，关于人的动机有一个复杂得多的系统，这可以基于许多因素，如情绪、动机、能力和经验。这些因素可能会不时地从高到低或从低到高改变其在量表中的位置。这些水平的变化是因为随着时间的推移，人们新学会的行为。
All of these above mentioned perspectives of motivation have triggered the researchers and theorists to present a number of different definitions about motivation. According to Schultz and Schultz (1998), motivation can be regarded as only the characteristics of people at workplace or personal characteristics of people that may explain the behaviour of people on their job.
以上提到的所有这些动机观点都引发了研究者和理论家对动机提出了许多不同的定义。根据Schultz和Schultz的观点，动机只能被视为工作场所的人的特征或可以解释工作人员行为的人的个人特征。
Some authors are of the view that intrinsic conditions are more powerful than the work related characteristics of a person. Spector (2003) regarded motivation as inner state of mind of a person that persuades him to involve in some particular kind of behaviours. Spector argued that motivation may be studied from two perspectives. One perspective, according to him is that motivation is the direction for behaviour to develop that people choose from a number of behaviours. The intensity of such behaviour can differ with the amount of effort that is required to be put in a task to accomplish. The second perspective is that an individual gets motivated by the desire to attain some particular goals. This motivation is derived from a person’s individual needs and desires. Petri (1996) also stated that motivation can be taken as a force that acts on an individual to start and take initiative in showing some special behaviour. This theory explains that why it happens that some behaviour is more intense than others in particular situations, but not in others. The definition of motivation according to Gouws (1995) is that motivation originates from within an individual’s own self, either consciously or unconsciously, to fulfill a given task with success because the person takes pleasure in fulfilling this particular job, rewards from others are not important for such kind of individuals who are motivated intrinsically. Beach (1980) regarded motivation as a readiness to use up energy to achieve a target or incentive. According to him, behaviours tend to be repeated when they are rewarded by others, but the behaviours that are not properly rewarded or are punished will tend to die with the passage of time. He, however, recognized that intrinsic motivation has a link with the job content and it comes in light when people are satisfied by performing some activity or just by involving in some kind of activity.
一些作者认为，内在条件比一个人与工作相关的特征更强大。斯佩克特将动机视为一个人的内心状态，促使他参与某种特定的行为。斯佩克特认为，动机可以从两个角度进行研究。他认为，一个观点是，动机是人们从许多行为中选择的行为发展方向。这种行为的强度可能因任务完成所需的工作量而不同。第二种观点是，个人被实现某些特定目标的愿望所激励。这种动机源于一个人的个人需求和愿望。佩特里还指出，动机可以被视为一种力量，它作用于个人开始并主动表现出一些特殊的行为。这一理论解释了为什么某些行为在特定情况下比其他行为更强烈，但在其他情况下却没有。Gouws对动机的定义是，动机源于个人自身，无论是有意识还是无意识地，以成功完成给定的任务，因为这个人在完成这项特定工作时很开心，而来自他人的奖励对这种内在动机的人来说并不重要。Beach认为动机是一种准备好用尽能量来实现目标或激励的行为。据他说，当行为得到他人的奖励时，行为往往会重复，但没有得到适当奖励或惩罚的行为往往会随着时间的推移而死亡。然而，他认识到，内在动机与工作内容有联系，当人们通过开展某种活动或仅仅参与某种活动而感到满意时，内在动机就会显现出来。
Van Niekerk (1987) regarded motivation at workplace as created by the workplace environment and conditions that exert an influence on workers to perform some kind of activity by their own wish. According to him, workers want to reach some specific goals to have an inner satisfaction and to satisfy their own needs. Pinder (1998) gave his idea by keeping in mind the work place of organizations. He explained work motivation as a set of internal and external forces that help in initiating behaviours that are work related. According to the definition of Pinder (1980), work motivation has features that are invisible, and they are created from a person’s inner self and that researchers therefore must rely on the theories that are already established in order to have some guidance in measuring work motivation.
Van Niekerk认为，工作场所的动机是由工作环境和条件所创造的，这些环境和条件会影响员工按照自己的意愿进行某种活动。据他说，工人们希望达到一些特定的目标，以获得内心的满足，满足自己的需求。Pinder通过考虑组织的工作场所给出了他的想法。他将工作动机解释为一组内部和外部力量，这些力量有助于启动与工作相关的行为。根据Pinder的定义，工作动机具有无形的特征，这些特征是由一个人的内在自我创造的，因此研究人员必须依赖已经建立的理论，以便在衡量工作动机方面提供一些指导。
For the purpose of this particular study, employee motivation is taken as an instinctive force, that is maintained and shaped by a set of personal characteristics as well as workforce characteristics, that depend on the particular needs and motives of the workers.
在这项特殊研究中，员工动机被视为一种本能力量，由一系列个人特征和劳动力特征维持和塑造，这些特征取决于员工的特殊需求和动机。
As it is already mentioned above, the concept of motivation is of very high importance with regard to the effectiveness of an organization, as many researches show that motivation creates a link between job satisfaction and job performance of the employees, and job performance is the determinant of profitability and success of the organization. So, in order to make their employees optimally motivated, it is necessary for an organization to focus on the factors in job content that result in employee motivation and job satisfaction.
如上所述，激励的概念对于组织的有效性非常重要，因为许多研究表明，激励在员工的工作满意度和工作绩效之间建立了联系，而工作绩效是组织盈利和成功的决定因素。因此，为了使员工获得最佳激励，组织有必要关注工作内容中导致员工激励和工作满意度的因素。
It is quite necessary for the managers and leaders to have a good knowledge about different motivational theories in order to have an effective management. Managers and leaders would need to choose the right theory to motivate a particular person in a particular situation and therefore have higher-performing and more satisfied employees.
为了进行有效的管理，管理者和领导者非常有必要了解不同的激励理论。管理者和领导者需要选择正确的理论，在特定的情况下激励特定的人，从而使员工表现更高，更满意。
Here we are going to discuss different theories of motivation and a critical view of these theories. These motivation theories are categorized as: Need Theories of Motivation, Cognitive Theories of Motivation, and Reinforcement Theory of Motivation.
在这里，我们将讨论不同的动机理论以及对这些理论的批判观点。这些动机理论分为：动机的需求理论、动机的认知理论和动机的强化理论。
THEORIES OF MOTIVATION 动机理论
Motivation can be regarded as a widely researched concept in the field of management and behaviour sciences. The concept of motivation is drawn on a broad spectrum as it is based on a variety of perspectives. But all of these perspectives have not been of same influence as they had once they were presented by theorists. One example of less influential perspectives is Maslow’s Hierarchy of Needs theory (Wicker & Wiehe, 1999). But their contribution in this regard cannot be neglected and denied as the basis of motivation theories have originated from these perspectives. Motivation theories are generally categorized into three classes; these classes are named as, Need theories of motivation, cognitive theories of motivation, and reinforcement theories of motivation. (Baron et al., 2002).
激励可以被视为管理和行为科学领域中一个广泛研究的概念。动机的概念来源广泛，因为它基于多种观点。但所有这些观点都不像理论家们提出的那样具有同样的影响力。影响较小的观点之一是马斯洛的需求层次理论。但是，他们在这方面的贡献不容忽视和否认，因为动机理论的基础源自这些观点。动机理论一般分为三类：；这些课程被命名为需要动机理论、认知动机理论和强化动机理论。
Needs Based Theories of Motivation 基于需求的动机理论
Need theories of motivation are also named as content theories as they explain the substance of motivation (Hadebe, 2001). These theories propose that internal states of mind of individuals invigorate and express their behaviours.
动机的需求理论也被称为内容理论，因为它们解释了动机的实质。这些理论认为，个人的内心状态会激发和表达他们的行为。
Maslow’s hierarchy of needs theory 马斯洛需求层次理论
Abraham Maslow’s theory of hierarchy of needs is considered as most common theory in the field of motivation research (Van Niekerk, 1987). It as introduced by Abraham Maslow in 1943. The basic principle of the theory is that people get motivated by their urge to fulfill their needs, or shortcomings. These needs may be grouped in five categories. This theory also argues that all these needs come in hierarchical shape where lower order needs have to be satisfied first before going to the higher order needs (Gouws, 1995). Maslow (1968) emphasized that “gratification of one basic need opens consciousness to domination by another”. These needs are numbered below going from lower level to higher level needs.
亚伯拉罕·马斯洛的需求层次理论被认为是动机研究领域最常见的理论。这是亚伯拉罕·马斯洛在1943年提出的。该理论的基本原理是，人们被满足自己需求或缺点的欲望所激励。这些需求可分为五类。该理论还认为，所有这些需求都是分层的，低阶需求必须首先得到满足，然后才能达到高阶需求。马斯洛强调，“满足一种基本需求会让意识受到另一种需求的支配”。这些需求从较低级别到较高级别依次编号如下。
Physiological needs, Safety needs, Social needs, Egotistical needs, and Self-actualization needs
生理需求、安全需求、社会需求、利己需求和自我实现需求
Physiological needs are the basic needs of a man necessary for his survival, e.g. hunger or thirst. Safety needs do not only mean that a person wants physical safety and security of life. Rather it also means personal security such as a safe and secure job life without any tension. Social needs are referred to as a wish to have friends and family from which a person derives internal pleasure and love. Whereas egotistical needs are based on a person’s desire to have a respectable and familiar personality in his society. Self-actualization need is the top most need in the hierarchy of needs as it stands for a person’s motivation towards the full growth of his prospective personality, which is basically never totally achieved (Gouws, 1995).
生理需求是人类生存所必需的基本需求，例如饥饿或口渴。安全需求不仅意味着一个人想要人身安全和生命安全。相反，它还意味着个人安全，如安全可靠的工作生活，没有任何紧张。社会需求是指一个人希望拥有朋友和家人，从中获得内心的快乐和爱。而利己主义的需求是基于一个人想要在自己的社会中拥有一个令人尊敬和熟悉的人格。自我实现需求是需求层次中最重要的需求，因为它代表着一个人对未来人格的充分成长的动机，而这基本上从未完全实现。
Existence-Relatedness-Growth (ERG) theory 存在相关增长（ERG）理论
The theory presented by Alderfer is in fact an expansion of Abraham Maslow’s theory of hierarchy of needs. Alderfer presented the argument that human needs are not based on hierarchical level, rather they reside on a continuum (Spector, 2003). Alderfer reduced Maslow’s five needs into only three needs, which he termed as Existence, Relatedness and Growth hence termed as ERG theory. Existence is basically the need of a human being to survive physically from hunger and fear, Relatedness need is attached with the social needs of a man and Growth is basically the need of a person to grow personally and develop his or her personality. Alderfer put emphasis on the argument that as these needs occur on a continuum, all these needs can be experienced at a time. (Alderfer, 1969).
阿尔德费尔提出的理论实际上是亚伯拉罕·马斯洛需求层次理论的扩展。Alderfer提出了一个论点，即人类的需求不是基于等级的，而是存在于一个连续体上。Alderfer将马斯洛的五个需求简化为三个需求，他称之为存在、关联和成长，因此称之为ERG理论。生存基本上是一个人从饥饿和恐惧中生存的需要，关系需要与一个人的社会需要相联系，而成长基本上是个人成长和发展个性的需要。Alderfer强调了这样一个论点，即当这些需求连续发生时，所有这些需求都可以一次经历。
Regardless of the fact that Maslow’s hierarchy of needs theory gathered very less support from empirical data, his theory had a positive effect on the policies of organizations as now managers’ policies could be more focused on the basic needs of employees. Also the highest level need in the hierarchy that is self-actualization need has been accepted by executives and managers who are now considering it as a compelling motivator (Schultz & Schultz, 1998).
尽管马斯洛的需求层次理论从实证数据中获得的支持很少，但他的理论对组织的政策产生了积极影响，因为现在管理者的政策可以更加关注员工的基本需求。此外，高层管理者和管理者也接受了自我实现需求这一层次中的最高需求，他们现在将其视为一种令人信服的激励因素。
Herzberg’s two-factor theory 赫茨伯格双因素理论
Frederick Herzberg’s Two-Factor theory is a well known theory in the study of motivation concept. Herzberg developed this theory in 1954 while he was studying the behaviours of the workers towards their jobs (Gouws, 1995). In fact, Herzberg wanted to study the behaviour of workers in order to judge their job satisfaction measures, but over the time this study got its reputation as motivation theory due to its motivational factors (Baron et al., 2002). Beach (1980) gave his opinion this theory represents aspects that are related to motivation at work place rather than general human motivation factors.
弗雷德里克·赫茨伯格的双因素理论是研究动机概念的一个著名理论。1954年，赫茨伯格在研究工人对工作的行为时发展了这一理论。事实上，Herzberg希望研究员工的行为，以判断他们的工作满意度，但随着时间的推移，这项研究因其动机因素而被誉为动机理论。Beach认为，这一理论代表了与工作场所动机相关的方面，而不是一般的人类动机因素。
The hygiene factors may be associated with lower order needs in the Maslow’s hierarchy of needs. These hygiene factors are placed on a continuum from the factors which cause dissatisfaction going towards the factors which cause no dissatisfaction. The point to be noted here is that the here no dissatisfaction does not mean satisfaction, as these factor involve such kind of circumstances that help in preventing dissatisfaction but they do not lead to job satisfaction. Some examples of these hygiene factors include the job status of employees, level of supervision, work conditions, pay and benefits and interpersonal relationships (Herzberg, 1966).
卫生因素可能与马斯洛需求层次中的低阶需求相关。这些卫生因素是从引起不满的因素到不引起不满的原因的连续性。这里需要注意的一点是，这里没有不满并不意味着满意，因为这些因素涉及有助于防止不满的情况，但不会导致工作满意度。这些卫生因素的一些例子包括员工的工作状态、监督水平、工作条件、工资和福利以及人际关系。
Motivators are the factors that produce satisfaction in the employees and the absence of these factors would result in no satisfaction rather than dissatisfaction. The presence of these factors has a positive impact on the employee performance and job productivity. These factors may be associated with Maslow’s higher order needs in hierarchy but they are placed on a continuum from the factors which are highly motivated to the factors that are highly unmotivated. Job contents such as pleasure of performance, recognition level, opportunities of advancement and promotion are included in motivator factors (Herzberg, 1966).
激励因素是产生员工满意度的因素，如果没有这些因素，将导致不满意而不是不满意。这些因素的存在对员工绩效和工作效率有积极影响。这些因素可能与马斯洛的更高层次需求相关，但它们被置于从高度激励因素到高度非激励因素的连续体上。激励因素包括工作内容，如表现的愉悦感、认可度、晋升机会和晋升机会。
This theory has shown a great impact on the organizational psychology as now organizations are giving their employees a greater opportunity to plan and perform their own job descriptions (Baron et al., 2002). The two-factor theory has been very effective in the sense that now employees get the work that is pleasurable and meaningful for them (Spector, 2003).
这一理论对组织心理学产生了巨大影响，因为现在组织给了员工更多的机会来计划和执行自己的工作描述。双因素理论非常有效，因为现在员工得到的工作对他们来说是愉快和有意义的。
McGregor’s Theory X and Theory Y 麦格雷戈X理论和Y理论
Theory X and Theory Y of Douglas McGregor (1960) correspond to an expansion of his thoughts on motivation to the course and organization of employees in the workplace. McGregor’s theory X postulates that people do not take interest in their work and try to get rid of making any effort to accomplish the task, so they have to be coerced and pressurized by some strict actions so that they perform up to the desired level. In his theory, the common man is believed to be a highly unmotivated person and lacks the sense of responsibility. He only strives to meet his lower order needs. They are selfish, and do not consider and care about organizational goals. In contrast of theory X, theory Y has a more modern approach to motivation. . it postulates that people seem to be highly motivated toward achievement of organizational goals, they are keen to discipline themselves, they are eager to take up responsibility, and are talented enough to create solutions for problems. McGregor then regarded Theory Y as a more truthful and rational description of human behaviour and attitudes, since it represents the incorporation of individual and organizational goals. However, McGregor acknowledged the fact that the theory does not propose a complete clarification for employee motivation (McGregor, 1960).
道格拉斯·麦格雷戈的X理论和Y理论对应于他将激励思想扩展到工作场所员工的课程和组织。麦格雷戈的X理论假设，人们对自己的工作不感兴趣，并试图摆脱为完成任务所做的任何努力，因此他们必须受到一些严格行动的胁迫和压力，从而达到期望的水平。在他的理论中，普通人被认为是一个缺乏上进心的人，缺乏责任感。他只努力满足低级需求。他们自私，不考虑和关心组织目标。与X理论相比，Y理论具有更现代的动机方法。它假设人们似乎对实现组织目标有着强烈的动机，他们热衷于约束自己，他们渴望承担责任，并且有足够的才能为问题创造解决方案。麦格雷戈随后将Y理论视为对人类行为和态度的更真实和理性的描述，因为它代表了个人和组织目标的结合。然而，麦格雷戈承认这一事实，即该理论并未对员工激励提出完整的解释。
McClelland’s learned needs theory麦克莱兰的学习需求理论
McClelland’s theory is also referred as three needs theory. McClelland argues that the people who are achievement oriented strive to meet their three needs that are: the need for power (nPow), the need for affiliation (nAff), and the need for achievement (nAch). nPow denotes that people strive for a control over others, they want to influence other’s behaviour and be responsible for their behaviour. The nAff refers to the desire to create and uphold enjoyable relations with other around them. The nAch is the need to compete with others and to succeed in achieving goals et by the individuals themselves. According to McClelland these needs are not instinctive, but these are obtained through experience and learning (McClelland, 1987).
麦克莱伦的理论也被称为三需要理论。麦克莱兰认为，以成就为导向的人努力满足他们的三个需求，即：权力需求（nPow）、归属需求（nAff）和成就需求（nAh）。nPow表示人们努力控制他人，他们想影响他人的行为并对自己的行为负责。nAff指的是与周围的人建立并维持愉快关系的愿望。nAh是与他人竞争并成功实现个人设定的目标的需要。根据麦克莱伦的说法，这些需求不是本能的，而是通过经验和学习获得的。
Cognitive Theories: Cognitive theories present motivation as a process of cognition or inner thoughts, values and beliefs which are used by people when they want to make some choice regarding their behaviour at work (Schultz & Schultz, 1998).
认知理论：认知理论将动机呈现为一个认知过程或内在思想、价值观和信念，当人们想要对自己的工作行为做出一些选择时，就会使用这些过程。
Equity theory 公平理论
Equity theory was first introduced by Stacy Adams in 1965. Its basic principle is that individuals are motivated to attain a state of equity and fairness in their connections with other people, and with the organizations that they are working for (Adams, 1965).
公平理论最早由斯泰西·亚当斯于1965年提出。其基本原则是，个人在与其他人以及他们所工作的组织的关系中，有动机达到公平和公平的状态。
People make judgments or comparisons between their own and their companions or competitors’ inputs at workplace, e.g. their experience, qualifications, efforts and the outcomes that they receive as a result e.g. fringe benefits and pay, working conditions and status at job. Then they allocate weights to these effort and outcomes according to their significance and magnitude to themselves. The summed total of these efforts and outcomes creates an input/output ratio. This input/output ratio is the key factor in terms of motivation. A state of equity means that the output/input ratios of a person are equal to the ratio of others. If the inequity exists in this ratio, the person wants to change it by reducing one factor i.e. effort or enhancing the other one i.e. outcome. Apparent state of inequity by the person is consequently the foundation for motivation (Baron et al., 2002).
人们对自己和同伴或竞争对手在工作场所的投入进行判断或比较，例如他们的经验、资历、努力以及由此获得的结果，例如附带福利和薪酬、工作条件和工作状态。然后，他们根据这些努力和结果对自己的重要性和重要性来分配权重。这些努力和成果的总和形成了投入/产出比率。这种投入/产出比率是动机方面的关键因素。公平状态意味着一个人的产出/投入比率等于其他人的比率。如果这一比例存在不公平，则该人希望通过减少一个因素（即努力）或提高另一个因素，即结果，来改变这一比例。因此，人的明显不平等状态是动机的基础。
This theory helped in providing the foundation to study the motivational repercussions of apparent injustice and biasness in the place of work. It also put down the basis for more fresh theories on justice (how job requirements and rewards are rewards are determined) (Cropanzano & Folger, 1996).
这一理论有助于为研究工作场所明显的不公正和偏见的动机影响提供基础。它也为更多关于正义的新理论奠定了基础（工作要求和报酬是如何确定的）。
Goal-setting theory 目标设定理论
Edwin Locke proposed Goal-setting theory in 1968 (Beck, 1983). Spector (2003) portrayed this viewpoint on motivation as the theory that the internal intentions of people motivate their behaviours; it can be explained by the fact that that the behaviours are established by people needs to achieve a certain goal. Locke and Henne (1986) explained that behaviours are affected by goals in four ways. According to them, individuals are concerned with the behaviours that they believe would result in achievement of some particular goal; they assemble effort to reach the goal; they add up to the person’s diligence which results in spending more time on the behaviours that are necessary to reach the preferred goal; they inspire the person’s quest for successful policies for goal attainment.
Edwin Locke于1968年提出了目标设定理论。斯佩克特将这种动机观点描述为一种理论，即人们的内在意图会激励他们的行为；这可以通过这样一个事实来解释，即行为是由人们为了实现某一目标而建立的。Locke和Henne解释了目标对行为的影响有四个方面。根据他们的说法，个人关注的是他们认为会导致实现某一特定目标的行为；他们集中力量实现目标；他们加上了一个人的勤奋，这会导致花费更多的时间在实现首选目标所需的行为上；它们激发了人们对实现目标的成功政策的追求。
The prerequisites for goals before setting them are; they should be specific, challenging, attainable, need commitment, need regular feedback, and self-set by the individual. Only then individuals get motivated by the goals.
设定目标之前的先决条件是：；他们应该是具体的、有挑战性的、可实现的、需要承诺的、需要定期反馈的、由个人设定的。只有这样，个人才会被目标所激励。
Expectancy theory 期望理论
Vroom presented his expectancy theory in 1967 in which he argued that people’s behaviour is based on their expectations and beliefs about future events, which are extremely important and beneficial to them (Baron et al., 2002).
967年，Vroom提出了他的预期理论，他认为人们的行为基于他们对未来事件的期望和信念，这对他们来说非常重要和有益。
Basically, the theory clarifies importance of rewards in establishing the behaviours of individuals. This theory is focused on internal cognitive conditions that go ahead towards motivation. It can be stated as, people are motivated to do some task only when they are sure that a certain task will lead to sme kind of rewards that are beneficial to them. The cognitive states given in expectancy theory are named as ‘expectancy’, ‘valence’ and ‘instrumentality’ (Spector, 2003). Expectancy means that the individual is expecting that he has the ability to perform the behaviour that is required to lead to a most wanted outcome, e.g. working hard to achieve a promotion in future. Valence stands for the value that is given to an outcome by the individual. An individual wants to know how attractive an outcome of a certain task would be for him. Instrumentality is the term used for a perceived probability of an individual that a certain behaviour will guide to the preferred outcome.
基本上，该理论阐明了奖励在建立个人行为中的重要性。这一理论侧重于促进动机的内在认知条件。可以说，只有当人们确信某项任务会带来对他们有益的奖励时，他们才有动力去做某项任务。预期理论中给出的认知状态被命名为“预期”、“价”和“工具”。期望意味着个人期望自己有能力表现出最想要的结果所需的行为，例如努力实现未来的晋升。Valence代表个人给予结果的价值。一个人想知道某项任务的结果对他有多大吸引力。工具性是一个术语，用于表示个体感知到的某一行为将导致优选结果的可能性。
Since its introduction, expectancy theory stands for a well known and important approach, but at the same time it has been disapproved on the basis that the assumption about individuals’ rational and calculating behaviour in their decision making process is not true in all senses. Another criticism for this theory is that fail to take into account the limited cognitive skills of individuals (Baron et al., 2002).
自引入以来，期望理论代表了一种众所周知的重要方法，但同时它也遭到了反对，因为关于个人在决策过程中的理性和计算行为的假设并非在所有意义上都是正确的。对这一理论的另一个批评是，没有考虑到个人有限的认知能力。
Reinforcement Theories 强化理论
Reinforcement theories assume that the behaviour of people at workplace is mainly established by its apparent encouraging or harmful consequences (Baron et al., 2002). The reinforcement theories are based on the idea presented in ‘Law of Effect’. This idea was developed by Hull (1943). Hull presented his Drive theory in which he suggested that effort has a direct relationship with drive multiplied by habit. Where habit is a resultant of reinforcement of behaviour.
强化理论认为，人们在工作场所的行为主要是由其明显的鼓励或有害后果决定的。强化理论基于“效果法则”中提出的理念。这一想法由赫尔提出。赫尔提出了他的驱动力理论，他在理论中指出，努力与驱动力乘以习惯有直接关系。习惯是行为强化的结果。
The rewards for behaviour can be tangible, for example money and pay raise, or intangible, for example admiration of a certain behaviour (Spector, 2003). As a result, reinforcement theory has been taken as highly significant in setting up the ideas relating to rewards and monetary incentives as well as appreciation techniques. These reinforcement techniques have been practiced in many organizations now days (Schultz & Schultz, 1998).
对行为的奖励可以是有形的，例如金钱和加薪，也可以是无形的，例如对某一行为的赞赏。因此，强化理论被认为在建立与奖励和货币激励以及升值技巧相关的思想方面具有高度的意义。如今，这些强化技术已在许多组织中得到实践。
Reinforcement theory is considered as out of track from other motivation theories as it does not take into account the basic factors or need for which a person wants rewards. It only takes into account the relationship between reinforcement and behaviours of employees at workplace. But its importance cannot be denied as the research on this topic has shown empirical evidence that rewards can be highly influential in the improvement of job performance (Spector, 2003).
强化理论被认为与其他激励理论格格不入，因为它没有考虑到一个人想要奖励的基本因素或需求。它只考虑了强化和员工在工作场所的行为之间的关系。但不能否认它的重要性，因为对这一主题的研究表明，经验证据表明，奖励可以对工作绩效的提高产生很大影响。
All these theories which are discussed above have added considerably towards different current viewpoints on motivation and appreciating the concept of motivation in the workplace. Undoubtedly, the theories of all the researchers and authors over the years have an impact on organizations’ ability to change their organizational psychology by taking effective and practical measures in order to meet the challenge of making their employees motivated and satisfied with their jobs to enhance productivity and profitability.
以上讨论的所有这些理论都为当前关于激励的不同观点以及对工作场所激励概念的理解增添了大量的内容。毫无疑问，多年来所有研究人员和作者的理论都对组织改变组织心理的能力产生了影响，通过采取有效和实际的措施来应对挑战，使员工对工作充满动力和满意，从而提高生产力和盈利能力。
JOB SATISFACTION 工作满意度
The concept of job satisfaction attracts great attention by the researchers and theorists and also by the organizations these days. As its importance and popularity has been established in organizational productivity. Managers are now feeling more responsible about keeping their employees at a satisfied stage because their job satisfaction has a prime effect on the productivity of the organization (Arnold & Feldman, 1986). Organizations are aware of the fact that having personnel that derive satisfaction from their work add massively towards organizational efficiency and definitive survival. Concept with such marvelous effect on organizational and personal life clearly justifies a matching amount of awareness.
近年来，工作满意度的概念引起了研究者和理论家以及组织的极大关注。因为它的重要性和流行性已在组织生产力中确立。管理者现在对让员工处于满意的阶段感到更加负责，因为他们的工作满意度对组织的生产力有着主要影响。组织意识到这样一个事实，即拥有从工作中获得满足感的员工，将极大地提高组织效率和最终生存。对组织和个人生活有如此奇妙影响的概念显然证明了有足够的意识。
Definitions of Job Satisfaction 工作满意度的定义
Many definitions of the job satisfaction concept have been given over the time. Arnold and Feldman (1986, p.87) defined job satisfaction as the sum total of overall effect that people have towards their job. Therefore, high level of job satisfaction means that a person generally likes his work and appreciates to do so. He has a positive stance about it. McCormick and Ilgen’s (1980) regarded job satisfaction as a individual’s approach towards his job. They added that a feeling is an exciting answer to the job, which may differ from positive to negative along a continuum. Beck (1983) further added that since a job has many unique angles, job satisfaction is essentially a summary of employee attitudes concerning all these.
长期以来，人们对工作满意度概念给出了许多定义。Arnold和Feldman（将工作满意度定义为人们对工作的总体影响的总和。因此，高水平的工作满意度意味着一个人通常喜欢他的工作，并欣赏这样做。他对此持积极态度。McCormick和Ilgen将工作满意度视为个人对工作的态度。他们补充说，一种感觉是对这份工作的一种令人兴奋的回答，在一个连续的过程中，这种感觉可能会从积极到消极。Beck进一步补充道，由于工作有许多独特的角度，工作满意度本质上是员工对所有这些的态度的总结。
Theories on Job Satisfaction 工作满意度理论
Beck (1983) said that theories involving the concept of job satisfaction have emotional, motivational and informational workings, as do other approaches about this concept. As we have discussed in detail these theories in the section about motivational theories, only a short summary of these theories is sufficient.
Beck表示，与其他有关工作满意度的方法一样，涉及工作满意度概念的理论具有情感、动机和信息作用。正如我们在关于激励理论的章节中详细讨论了这些理论，对这些理论的简短总结就足够了。
Equity theory specifies that people generally want to receive what they consider a fair or equitable return for their efforts at work. Greater satisfaction is experienced if they perceive the return or reward they receive as equitable.
公平理论规定，人们通常希望获得他们认为公平或公平的工作回报。如果他们认为他们得到的回报或奖励是公平的，就会获得更大的满足感。
Aim of the Study / Research Motivation 学习目的/研究动机
As the topic of this proposal suggests, the basic aim of the study is concerned specifically to investigate the relationship between measures taken by the organization to motivate employees and their overall impact on the job satisfaction level of the employees.
正如本研究的主题所示，本研究的基本目的是专门调查组织为激励员工而采取的措施与其对员工工作满意度的总体影响之间的关系。
The organizations need to have a smooth line of production and business functions on a consistent basis in order to be able to perform up to the mark in accord with international standards. For this purpose they have to collect, manage and retain proficient, well trained and optimally productive personnel. The personnel of an organization play an important role in higher production and profit making but the condition is that they should be highly dedicated, devoted and faithful to the objectives of that organization. But the staff can have these characteristics only when they are satisfied with the work that they do and who are consequently motivated to continue their relationship with the organization.
各组织需要在一致的基础上拥有顺畅的生产和业务职能，以便能够按照国际标准达到标准。为此，他们必须收集、管理和留住熟练、训练有素、生产力最佳的人员。一个组织的人员在更高的生产和利润创造中发挥着重要作用，但条件是他们应该高度敬业、奉献和忠实于该组织的目标。但是，只有当员工对他们所做的工作感到满意，并因此被激励继续与组织的关系时，他们才能具备这些特征。
A systematic understanding of the nature and considerable causes of employee satisfaction and motivation, will facilitate employers in making the strategies to effect the required positive changes in motivation programs of their organization and ultimately to implement these programs to step forward towards optimal employee reliability and retention. Examples of such strategies may include selecting a number of intrinsic and extrinsic rewards to boost employee motivation and to get rid of certain of its human resource policies and practices that can slow down the process of employee motivation and their satisfaction level.
系统地了解员工满意度和激励的性质和重要原因，将有助于雇主制定战略，以实现其组织激励计划所需的积极变化，并最终实施这些计划，以实现最佳员工可靠性和忠诚度。这类策略的例子可能包括选择一些内在和外在奖励，以提高员工的积极性，并消除某些可能会减缓员工激励过程及其满意度的人力资源政策和做法。
A huge number of researches have been conducted on employee motivation, job satisfaction and their relationship with each other, as well as on a variety of combinations thereof. After having a thorough and deep examination of historical studies, the researcher of this study became able to produce a problem statement that is related to employee motivation and job satisfaction.
关于员工动机、工作满意度及其相互关系，以及它们的各种组合，已经进行了大量的研究。在对历史研究进行了彻底和深入的检查之后，这项研究的研究者能够提出一个与员工动机和工作满意度相关的问题陈述。
In this regard, this study aims to add to the already existing knowledge about motivation and job satisfaction and the implications of these terms in organizational psychology.
在这方面，本研究旨在补充现有的关于动机和工作满意度的知识，以及这些术语在组织心理学中的含义。
1.3 Problem Statement 问题陈述
Through a deep examination of historical studies, and after a thorough research on the existing literature, the researcher of this study came to know about a strong impact of motivation policies of the companies on the job satisfaction levels of their employees. There are also many studies that show the relationship of these two aspects with many other features in an organizational culture. According to Watson (1994) business in the contemporary era has realized that motivated and satisfied personnel will show an increased production level and deliver output powerfully even to the bottom line. Schofield (1998) conducted a convincing study in which he showed with certainty that the way people are managed has a powerful impact on both productivity and profitability levels of the organization. This study established the importance of job satisfaction, employee motivation and commitment, and corporate culture in organisational capability and limits.
Proposal通过对历史研究的深入研究，并在对现有文献进行彻底研究后，本研究的研究人员了解到公司的激励政策对员工工作满意度的强烈影响。还有许多研究表明，这两个方面与组织文化中的许多其他特征之间的关系。根据Watson的说法，当代的企业已经意识到，积极和满意的员工将显示出更高的生产水平，甚至可以将产量有力地输送到底线。Schofield进行了一项令人信服的研究，他在研究中明确地表明，管理人员的方式对组织的生产力和盈利水平都有着强大的影响。本研究确立了工作满意度、员工激励和承诺以及企业文化在组织能力和限制方面的重要性。本站提供各国各专业留学生论文Proposal代写或指导服务，如有需要可咨询本平台。
