[雙語翻譯]外文翻譯--一線員工的激勵、薪酬滿意度和工作滿意度

1、6800 英文單詞， 英文單詞，37500 英文字符，中文 英文字符，中文 1.1 萬字 萬字文獻出處： 文獻出處：Stringer C, Didham J, Theivananthampillai P. Motivation, pay satisfaction, and job satisfaction of front-line employees[J]. Qualitative Research in Accounting Je

2、ni Didham ; Paul TheivananthampillaiAbstractPurpose – This paper aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a pay

3、-for-performance plan for front-line employees.Design/methodology/approach – This paper draws on a single organization case study across seven stores, and uses a survey, archival documents, open-ended questions and resea

4、rcher interaction with employees and managers.Findings – The results provide some support for the complementary nature of intrinsic and extrinsic motivation. Intrinsic motivation was positively associated with pay and jo

5、b satisfactions, whereas extrinsic motivation was negatively associated with job satisfaction, and not associated with pay satisfaction. The qualitative insights indicate that pay fairness is important, and those who per

6、ceived pay was not fair generally made comparisons with others or felt that pay did not reflect their effort. It is also found that the majority of employees perceived that goals were clear.Research limitations/implica

7、tions – The dominance of extrinsic motivation without including behavioural, social, and psychological factors in agency theory research is questioned. The research finds no support for “crowding out”, but rather finds s

8、ome evidence of “crowding in” where intrinsic motivation is enhanced, to the detriment of extrinsic motivation.Practical implications – The findings highlight that managers should enhance both intrinsic and extrinsic mot

9、ivation, and pay employees well to increase job satisfaction.Originality/value – Few studies examine incentives for front-line employees, and there is evidence that minimum wage employees can have high intrinsic motivati

10、on. Perceptions of pay fairness can vary across motivation levels, age, and gender.Keywords: Incentives(psychology),Motivation (psychology), Intrinsic motivation, Pay satisfaction, Job satisfaction, Employees1. Intr

11、oductionNo other incentive or motivational technique comes close to money[1].Such a quotation reflects the dominant view in the management accounting literature that pay-for-performance incentive systems have a motivatio

12、nal effect. In fact, some authors assert that the primary aim of incentives is to enhance extrinsic motivation by satisfying an individual employee’s needs indirectly through means of pay and bonuses (Anthony and Govinda

13、rajan, 2007; Kunz and Pfaff, 2002). The link between pay-for-performance and extrinsic motivation is explicit in the agency theory literature. Extrinsic motivation is the importance placed on external rewards, such as bo

14、nuses and promotion (Van Herpen et al., 2005), or the threat of wage cuts or dismissal (Frey, 1997). In an agency theory context, incentive contracts designed to encourage extrinsic motivation are held to be indispensabl

15、e (Osterloh et al., 2002). Similarly, expectancy theory argues that linking incentives to performance motivates employees to increase their effort and performance (Jenkins et al., 1998; Lawler, 1973; Vroom, 1964).Ronen a

16、nd Livingstone, 1975). The second contribution is the positive association between pay and intrinsic motivation, which suggests that the “crowding-out” literature may have overstated the case that extrinsic rewards have

17、a negative impact on intrinsic motivation (Kunz and Pfaff, 2002). Our third contribution is finding that intrinsic motivation increases job satisfaction, whereas extrinsic motivation decreases job satisfaction. This is c

18、onsistent with the “crowding-in” argument (Frey, 1997). The fourth contribution is that perceptions of pay unfairness cut across levels of motivation, age, and gender and are generally based on comparisons with other em

19、ployees or feelings that pay did not reflect an individual’s effort.The literature section is followed by a description of the case study and survey, then the discussion and analysis of the quantitative and qualitative r

20、esults, and finally the conclusions.2. Literature2.1 Motivation and pay satisfactionThe philosophy behind pay-for-performance plans draws upon reinforcement theory that suggests that pay be linked to performance by setti

21、ng specific targets and then rewarding individuals for achieving these targets (Heneman, 1992; Skinner, 1953). Agency theory is based on compensation contracts designed to balance trade-offs between risk and incentives f

22、or individuals and groups in order to align the interests of managers and shareholders (Eisenhardt, 1989; Jensen and Meckling, 1976). Agency theory focuses on extrinsic rewards that are tangible and quantifiable (Merchan

23、t et al., 2003). Actions are rewarded and punished, and so this determines employees’ actions and effort and performance (Jensen and Murphy, 2004; Kreps, 1997). Therefore, pay is a powerful lever to influence extrinsic m

24、otivation (Locke et al., 1980).This gives rise to the following research proposition:P1. The association between pay satisfaction and extrinsic motivation is positive.The other form of motivation, intrinsic motivation, c

25、aptures the aspects of doing work for its own sake (Osterloh and Frey, 2002; Ryan and Deci, 2000b), provides psychological benefits of well-being (Ryan and Deci, 2000b), accomplishment (Dermer, 1975), increasing respon

26、sibility (Herzberg, 2003), self-actualisation (Kunz and Pfaff, 2002), and is self-sustaining (Osterloh and Frey, 2002). A number of authors argue that money is a poor motivator and can actually impede intrinsic motivatio

27、n, such as reducing creativity and innovation (Amabile, 1998; Frey and Osterloh, 2002; Herzberg, 2003; Kerr, 1975; Kohn, 1993). In fact, the specific focus on extrinsic motivation may distract attention from the task; th

28、is has been termed the “hidden cost of rewards” (Lepper and Greene, 1978). This view has been incorporated in the “crowding theory” (Frey and Jegen, 2001). When an activity is intrinsically appealing (e.g. challenging),

29、the positive effects can be undermined if extrinsic rewards are also linked to the activity (Frey and Osterloh, 2002) and crowd out intrinsic motivation (Lee and Whitford, 2007). This crowding out has been further elabor

30、ated under the cognitive evaluation theory, which proposes that pay (extrinsic motivation) can erode intrinsic motivation, and this in turn reduces performance (Gagne and Deci, 2005; Kunz and Pfaff, 2002).This leads to t

31、he research proposition:P2. The association between pay satisfaction and intrinsic motivation is negative.2.2 Motivation and job satisfactionThe relationship between an employee’s motivation and job satisfaction is now e