[雙語(yǔ)翻譯]員工離職外文翻譯--工作滿意度和組織承諾對(duì)離職意向的影響（英文）

1、 Procedia - Social and Behavioral Sciences 97 ( 2013 ) 201 – 208 1877-0428 © 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and/or peer-review under responsibili

2、ty of the Universiti Malaysia Sarawak. doi: 10.1016/j.sbspro.2013.10.223 ScienceDirectThe 9th International Conference on Cognitive ScienceThe influences of job satisfaction and organizational commitment on turnover int

3、entionEvelyn Tnay, Abg Ekhsan Abg Othman*, Heng Chin Siong, Sheilla Lim Omar LimFaculty of Cognitive Sciences and Human Development, t Universiti Malaysia Sarawak, Kota Samarahan, 94300 SarawakAbstractThis study aims to

4、investigate and find out the influences of job satisfaction and organizational commitment on employee turnover intention in a production industry. There are a total of 85 questionnaires collected from 100 questionnaires

5、 that had been distributed at the chosen organization. Demographic characteristics were discussed briefly according to the frequency level and percentage. In addition, both descriptive and inferential statistics were ap

6、plied to analyze the data obtained. As for inferential statistics, Pearson Correlation Coefficient was used to measure the degree between independent variables with dependent variable in this research. The research fin

7、dings showed that for the independent variable of job satisfaction with the factors on satisfaction with pay and supervisory support had a low, turnover intention.However, organizational commitment had no significant rel

8、ationship towards turnover intention among the employees within the organization.© 2013 The Authors. Published by Elsevier Ltd. Selection and/or peer-review under responsibility of the Universiti Malaysia SarawakKey

9、words: Job satisfaction, satisfaction with pay, supervisory support, organizational commitment, turnover intention1. Introductiondirectly affect the human resource practices of recruitment and selection, training, and m

10、aintaining the workforce. Besides, if a high number of employees leave the organization, workload and overtime for existing employees are heavily increased, and thus, may reduce their productivity level due to low employ

11、ee morale. In addition, not only it brings negative consequences towards the employees, a high rate of job turnover in an organization may impact its overall performance. Therefore, in order to obtain a high productivity

12、 and performance, it is crucial foron turnoverissues. Job satisfaction, for an instance, could help to increase employee commitment and motivation. A research conducted by Hay [1], found that the majority of the employee

13、s chose career opportunities, learning and development as the foremost reason to stay in an organization, to which, lead towards job satisfaction. Anotherconsideration. Employees who are dissatisfied would eventually lea

14、ve the organization, and at the same time, the organization loss the knowledge that the employees had brought in. If the organization decides to recruit new * Corresponding author. Tel.: +6082-581568; fax: +6082-581567.

15、E-mail address: aoekhsan@fcs.unimas.myAvailable online at www.sciencedirect.com© 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and/or peer-review under responsibility

16、of the Universiti Malaysia Sarawak.203Evelyn Tnay et al. / Procedia - Social and Behavioral Sciences 97 ( 2013 ) 201 – 208 this study, and that is to look at whether the pay received by the employees could lead t

17、owards their turnover intention in the organization. Ha tention. The researchers in this study defined supervisory support as the physical and psychological encouragement given by the employer or supervisor who value

18、the contribution of employees and thus, help to promote their development. The researchers bel previous study done by Tan [6], he stated that the supervisors are mainly involved in performance evaluation and on employee

19、s. Referring to a research conducted by Gentry et al. [7], employees who are given a voice, open communication, recognition, support by their respective supervisors, and cared for their well-being, they tend to remain

20、in the organization for a long period of time. Therefore, in this study, the researchers presented the second Ha3 TherMowday, Porter, and Steers [8] defined organizational commitment as a strong belief in and acceptance

21、of the s to exert considerable effort on behalf of the organization; and a strong illingness to remain in the organization. Pertaining to a research by Qi [9], affective commitment has significant negative influence on

22、turnover intention, which is similar to a research done by Law [10], indicated that affective commitment is the most prominent component of commitment in predicting turnover of the employees. Therefore, the final hypot

23、hesis used for this study is to look at 3. Research Methodology In this research, a survey questionnaire was designed according to the objective of the study, and it was used to gather accurate and less bias data. The q

24、uestionnaire involved comprised of five (5) sections whereby it contained the demographic characteristics of the respondents on the first section, with the other four (4) sections on factors of measured using a five-lev

25、el Likert scale developed by Rensis Likert in year A total of 100 questionnaires were distributed among the management and non-management employees, and only 85 of them were successfully collected from the studied organ

26、ization. In analyzing the available data, descriptive and inferential statistics were used by utilizing the Statistical Package for Social Science (SPSS) version 16.0. As mentioned earlier, descriptive statistics wer

27、e used to analyze the respondentsgender, age, educational level, income, and years of service working in the organization. The data was presented via frequency and percentage. On the other hand, inferential statistics w

28、ere used to determine the relationship between Coefficient, and the signs of the correlation coefficient indicate the strength of the relationship or the degree of association between the two variables. The independent

29、variables for this study include job satisfaction, which consisted of satisfaction with pay and supervisory support, as well as organizational commitment. On the contrary, ention. In designing the question items, the

30、researchers adapted and modified the questions from previous researchers to suit the current research. Table 1 shows the complete sources used to create a complete questionnaire for this study, and the reliability for

31、each of the variables used. The reliability of the research instruments used had Alpha Coefficient values of more than 0.70. This means that each of the variables exceeded the minimum standard of reliability and hence,