外文翻译译文标题：黎巴嫩银行职员工作满意度和员工的绩效资料来源: 管理心理学杂志作者：阿尔夫克罗斯曼介绍：工作满意度是一个标准建立健全的组织；提供有效的服务很大程度上取决于人类源（菲茨杰拉德等人，1994年）和有经验的雇员的工作满意度会影响他们呈现的服务质量。

其他变量的效率，如基础设施和内部关系的影响也应予以确认。

工作满意度已定义为积极的情绪状态，引起来自（洛克，1976 ；这项工作的工人的乐趣斯佩克特，1997年）以及有关各方面的工作（Kalleberg，1977 ；雇员的情感和认知态度默瑟，1997 年；赖特和 Cropanzano，1997 年；黄等人，1998年）；后来的暗示，满意被有关组件方面，而不是整个的工作，与斯佩克特的 (1997) 的观点是一致的。

研究目的是扩大银行业研究议程一般和黎巴嫩特别。

时在中东的工作满意度的有限的研究重点是主要与性别有关，并限于科威特（Metle，1997 年，2001年），或向领导和承诺，在阿拉伯联合酋长国（优素福，2000年）。

从九个商业银行在黎巴嫩依靠 202 雇员的样本，这项研究的结果表明工作满意度不是独立的所有工作方面，和那满意的一个方面可能会导致另一个满意。

工作满意度理论情境理论假设变量如任务特征、组织化特征和个性特征的相互作用影响工作满意度（雷克和 Miskel，1996年）。

个人计算就业（Quarstein 等人，1992年），生效日期前的情景的特性，而事后评估情景出现的。

根据 toQuarstein et al.(1992 年)，总体满意度是组合的情境特征和情景出现的函数。

情境特征通常建议工作满意度的关键因素是：工作本身，薪酬、促进、监督和同事（史密斯等人，1969年)，虽然其他变量，如员工的参与和组织承诺还可能会影响。

已有大量的研究工作满意，探讨人口的特征，如年龄、性别、任期内和教育 (克拉克，1993 年的影响克拉克和奥斯瓦尔德，1995 年；紧致和 Oshagbemi，1999 年；Oshagbemi，1998 年，2000a，b）。

结果表明存在的人口特征与工作满意度，之间的关系，但证据往往掺正面和负面的关系，有时为同一变量之间的互动关系确定。

工作满意度与绩效之间的关系是商榷；它是不明智的承担导致高性能、高的工作满意度或高的表演者都满意自己的工作（Euske 等人，1980年）。

大量的研究表明一个薄弱环节（小额等人，1984 ；Iaffaldano 和 Muchinsky，1985年）而其他（考德威尔和奥赖利，1990 年；斯佩克特，1997年）建议满意度与绩效之间的潜在关系。

目前尚不清楚的原因及影响的因素，并不能想当然地认为满意导致高性能，或高效的执行者一定满意自己的工作（Euske 等人，1980年）。

研究的背景银行业在黎巴嫩被认为是该国国内生产总值的重要来源，并报告净利润 5.134 亿黎巴嫩里拉，是重要的收入发电机（银行公会在黎巴嫩，2000年）。

2000 年 9 月有 64 商业银行在黎巴嫩工作、 33 个黎巴嫩人和九名外商独资。

1999 年底银行的雇员人数是 15,152，在黎巴嫩 (银行公会在黎巴嫩，2000年）的总就业人数约占1%。

方法目标人群是 33 黎巴嫩商业私人银行、首都和北部和南部地区，（银行公会在黎巴嫩，2000年） 1999年-2000 年年度报告来自非管理人员。

33 银行，11 入选第分层随机抽样，按区域正在取得大致相称的反应。

通过问卷调查收集资料。

第一个有关工作满意度，基于对作业描述性索引 (JDI) （史密斯等人，1969年)，随时间（Kinicki 等人，2002 年）的可靠方面措施，适用于不同的人口群体（Golembiewski 和 Yeager，1978 ；荣等人，1986年）和可靠的翻译成阿拉伯文（Mughrabi 和约翰逊，1995年）时。

该文书 JDI 对被限制为五个方面备受批评，特定的项目可能不适用于所有雇员组（巴法姆和薛尼克，1982年），延长了其他两个方面：附带福利和工作条件，是衡量 7 点规模与不满 (1) 到非常满意（7）的锚点。

在表中显示加权的原始的五个方面我。

部分两包含四个自我评价有关问题答辩人的性能和效率，以及自己与他们的同事相比的性能。

优素福（2000 年），已经成功地使用在中东的文化从通过了问题。

使用巴鲁克的答复衡量 (1996 年，第 65) 7 点规模，因为它似乎孔比优素福的 7 点("非常高"到"非常低") 的目标：•上升5%；•上升10%；•上升20%；•上升30%；•上升40%；•上升50%；•降低50%。

第三个包含的社会人口有关问题特征如年龄、性别、婚姻状况、教育、等级和长度的服务。

与从贝鲁特，在接受调查的银行之一的十个非管理人员进行的一项试点研究表示变化的反应不是很高。

试验数据的分析产生的均值的 147.56 和 SD 30.51 的估计。

共有 202 受访者研究，其中 66.8%是女性。

约 37.6%的受访者持有学士学位和18.8%拥有硕士学位。

超过一半 (53.5%) 的受访者是在 25 至 34 岁范围内，与 5%是 44 岁及以上。

大多数 (58.4%) 曾少于五年中他们现时的银行，虽然只占 4.5%有 21 年以上的服务。

由采取的相应的项目的平均建造工作满意度（工作、薪酬、促进、监督和同事) 五项新措施。

这五个维度的平均然后构建整体工作满意度测量。

整体工作绩效建成所采取的相应的四个项目的平均。

使用 Cronbach 的 alpha，得分的满意度为 0.90 和自我表现正在生成表㈢0.81 测试内部可靠性的项目调查结果显示被访者最满意的同事 (M = 2.25) 和质量监督 (M = 2.24），但不那么满意工作本身 (M = 1.80），促进 (M = 1.44) 和支付 (M = 1.08)。

工作满意度总分是 M = 177)。

各方面之间的关系被发现意义重大，指示受访者的工作满意度不相关的各个方面。

数据还受到弗里德曼的非参数测试。

平均每个小平面排名是同事，先生 = 3.99 ；监督，先生 = 3.95 ；工作本身，先生 = 2.94 ；推广，先生 = 2.41 ；和薪酬，先生 = 1.71。

在 0.05 一级的意义（我没有 0.0001) 表明满意程度并不是独立的个人工作方面。

至于工作满意度和社会人口特征；之间的关系单向的方差分析的结果表明总体工作满意度略有关雇员的年龄，但在 0.05 级别不是统计学 (p = 0.58)。

当个人工作满意度方面和年龄，平均工作满意度的各个层面的分数策划针对不同年龄组，结果显示年龄和工作满意度的弱关系。

结果显示小的变化，整体工作满意度与受访者的任期内，但此后整体工作的满意程度是最低为 11 至 20 年使用权和它的工人稍有增加。

单向的方差分析的结果显示总体工作满意度是稍有相关的任期内，但无统计学0.05 一级 (p = 0.25)。

进一步分析表明少于五年任期的受访者非常满意同事和后跟工作本身的监督。

那些具有不少于五年最不满意薪酬和晋升。

两个性别群体不正常分布，Mann-惠特尼 U 测试进行了测试每个层面的性别和工作满意度之间的关系。

女性的薪酬明显高于满意度和监督男性较满意。

结果显示，男性比女性的工作本身方面，促进和同事，更满意，但这些都不是统计学。

总体工作满意度与教育之间的关系是单向的方差分析的方法进行测试。

虽然结果表明了一种关系，但不是统计学意义 (p = 0.094）。

受访的总体工作满意度最低水平与学校证书和最高的工作满意度宗从那些大学证书。

虽然结果表明一些差异在不同方面的满意度在这些不是统计学的。

第三个领域是调查的工作满意度与工作绩效之间的关系。

每年的四大措施的自我报告的得分在 7 点规模高边。

得分最高的生产效率是 (M = 4.65）、联合跟着自己的同事和自己的性能质量相比的性能（M = 4.60)。

受访机构评级的他们同事的性能吸引了最低分数 (M = 4.19)。

4.51 整体性能平均值。

然而，这些结果可能出现偏态自我评价的膨胀与自我评价的方法是与同事性能根据评级。

数据的进一步分析显示，高二年级性能相关年龄；每年的四个性能的措施，与整体，分数较高比 25–34 集团在 < 25 年。

分数是低 35-44 岁组中与 > 44 年组中的高得多。

任期与平均工作绩效之间的关系而言，结果表明高二年级性能线性随着保有权；唯一的例外是线性增加达 11-20 年组，然后下降 > 21 岁组的被访者自己表现评分。

在各个方面的工作表现比女性高出男性的自我的表现。

斯皮尔曼秩相关测试的结果表明，有没有重大工作满意度与工作绩效的关系（r = −0.01，p = 0.90）。

讨论和结论女员工发现明显有更多满意薪酬比男性，这似乎证实了斯佩克特 (1997 年) 的论据妇女期待更低的工作，因此它们不满意。

另一方面，男性员工显著更满意监督女同行，可能是因为他们重视更多的机会自我表达和影响重要的决定。

工作人员很少受过良好教育，主要是那些有资格学校证书、最不满意的工作；这违背了克拉克(1993 年) 和克拉克和奥斯瓦尔德（1995 年）、紧致和 Oshagbemi（1999 年）、 Metle （2001 年）和 Oshagbemi b 2000a）的结果。

可能的解释是这些员工没有所需的技能，以应付银行业不断变化的性质或管理处理他们少毫不逊色。

整体上的被访者满意自己的工作。

带薪的性别和工作满意度和监督；之间有重大关系女员工发现更满意薪酬比男性，而男性也更满意监督。

至于工作满意度与绩效；之间的关系调查结果显示没有重大的关系，这似乎印证了结果的小资东北师范大学（1984 年），以及 Iaffaldano 和 Muchinsky （1985 年）。

或许正如斯佩克特（1997 年）表明，潜力，而不是一个容易辨认的现实。

请务必记住的工作满意度得分源自 JDI 调查表，增强，虽然有限的范围内。

但是，如果使用另一个性能评价方法的范围有所扩大，可标识满意度与绩效之间的关系。

虽然这项研究有助于有限知识对工作满意度在中东地区的身体，还有，当然，许多的限制。

首先，数据收集得来的自行调查问卷，著名的不足之处，一种方法，结果的有效性可能成问题。

第二，性能度量值基于自我评价和可能造成的表现评分8。

第三，该示例是相对较小，局限于一个国家的银行部门。

因此，结果可能不普及到其他部门或其他民族和文化背景。

为了克服这些限制，建议进一步研究调查工作满意度和员工绩效，使用替代性能的措施之间的联系绘图上更加多样化的示例，并探讨了相关性，如果有）的民族文化。

外文文献原文Title: Job satisfaction and employee performance of Lebanese banking staffMaterial Source: Journal of Managerial Psychology Author: Alf Crossman IntroductionJob satisfaction is one criterion for establishing the health of an organisation; rendering effective services largely depends on the human source (Fitzgerald et al., 1994) and job satisfaction experienced by employees will affect the quality of service they render. The impact of other variables on efficiency, such as infrastructures and internal relationships, should also be recognised. Job satisfaction has been defined as a positive emotional state resulting from the pleasure a worker derives from the job (Locke, 1976; Spector, 1997) and as the affective and cognitive attitudes held by an employee about various aspects of their work (Kalleberg, 1977; Mercer, 1997; Wright and Cropanzano, 1997; Wong et al., 1998); the later implying that satisfaction is related to the component facets rather than the whole job, which is consistent with Spector's (1997) view.The research aim was to broaden the research agenda to the banking sector in general and to the Lebanon in particular. While there is limited research into job satisfaction in the Middle-East the focus is principally concerned with gender and limited to Kuwait (Metle, 1997, 2001), or to leadership and commitment in the United Arab Emirates (Yousef, 2000). Drawing on a sample of 202 employees from nine commercial banks in the Lebanon, the results of this research indicate that job satisfaction is not independent in all job facets and that satisfaction with one facet might lead to satisfaction with another.Job satisfaction theorySituational theories assume that the interaction of variables such as task characteristics, organisational characteristics and individual characteristics influences job satisfaction (Hoy and Miskel, 1996). The individual evaluates the situational characteristics before commencement of employment (Quarstein et al., 1992), whereas situational occurrences are evaluated afterwards. According toQuarstein et al. (1992),overall satisfaction is a function of a combination of situational characteristics and situational occurrences. The situational characteristics commonly proposed as key factors in job satisfaction are: the work itself, pay, promotion, supervision and co-workers (Smith et al., 1969), although other variables such as employee involvement and organisational commitment may impact also.There have been numerous studies into job satisfaction which explore the impact of demographic characteristics such as age, gender, tenure, and education (Clark, 1993; Clark and Oswald, 1995; Hickson and Oshagbemi, 1999; Oshagbemi, 1998, 2000a, b). The results suggest the existence of relationships between demographic characteristics and job satisfaction, but the evidence tends to be mixed, with positive and negative relationships sometimes identified for the interactions between same variables.The relationship between job satisfaction and performance is still open to question; it would be unwise to assume that high job satisfaction leads to high performance, or that high performers are satisfied with their jobs (Euske et al., 1980). A number of studies indicate a weak link (Petty et al., 1984; Iaffaldano and Muchinsky, 1985) while others (Caldwell and O'Reilly, 1990; Spector, 1997) suggest a potential relationship between satisfaction and performance. The cause and effect determinants are still unclear and it cannot be assumed that satisfaction leads to high performance, or that high performers are necessarily satisfied with their jobs (Euske et al., 1980).Background to the researchThe banking industry in Lebanon is considered to be an important source of the country's gross domestic product and, with reported net profits of 513.4 billion Lebanese Lira, it is a significant income-generator (Association of Banks in Lebanon, 2000). By September 2000 there were 64 commercial banks working in the Lebanon, 33 were Lebanese and nine foreign-owned. By the end of 1999 the number of banking employees was 15,152, approximately 1 per cent of the total employment in the Lebanon (Association of Banks in Lebanon, 2000).MethodThe target population was the non-managerial staff in the 33 Lebanese commercial private banks, in the capital and the north and south regions, drawn from the AnnualReport for 1999-2000 (Association of Banks in Lebanon, 2000). Of the 33 banks, 11 were selected by stratified random sampling by region with a roughly proportionate response being achieved.The data were collected by questionnaire. Section one concerned job satisfaction and was based on the Job Descriptive Index (JDI) (Smith et al., 1969), a reliable facet measure over time (Kinicki et al., 2002), applicable across a variety of demographic groups (Golembiewski and Yeager, 1978; Jung et al., 1986) and reliable when translated into Arabic (Mughrabi and Johnson, 1995). As the JDI has been criticised for being limited to five facets and that particular items might not apply to all employee groups (Buffum and Konick, 1982), the instrument was extended by two additional facets: fringe benefits and working conditions, which were measured on a seven-point scale with dissatisfied (1) to very satisfied (7) anchors. The original five facets weighting is displayed in Table I.Section two contained four self-evaluation questions regarding the respondent's own performance and productivity, as well as their own performance compared with their colleagues. The questions were adopted from Yousef (2000), which had been used successfully in a Middle-Eastern culture. The responses were measured using Baruch's (1996, p. 65) seven-point scale, as it appeared to bore objective than Yousef's own seven-point (“very high” to “very low”) scale:•the upper 5 per cent;•the upper 10 per cent;•the upper 20 per cent;•the upper 30 per cent;•the upper 40 per cent;•the upper 50 per cent;•the lower 50 per cent.Section three contained socio-demographic questions related to characteristics such as age, gender, marital status, education, rank and length of service.A pilot study, conducted with ten non-managerial employees from one of the banks surveyed in Beirut, indicated that the variation of response was not very high. Analysis of the pilot study data produced an estimate of the population mean of 147.56 and a SD of30.51.There were 202 respondents in the study (Table II), of which 66.8 per cent were female. Around 37.6 per cent of the respondents hold a bachelor degree and 18.8 per cent hold a masters degree. More than half (53.5 per cent) of the respondents were in the 25 to 34 age range, and 5 per cent were aged 44 and above. The majority (58.4 per cent) had worked for less than five years in their present bank, while only 4.5 per cent had more than 21 years of service.Five new measures of job satisfaction (work, pay, promotion, supervision and co-workers) were constructed by taking the mean of the respective items. The overall job satisfaction measure was then constructed from the mean of these five dimensions. Overall job performance was constructed by taking the mean of the four respective items. ResultsOf the 370 questionnaires distributed, 202 (usable) were returned, a response rate of 55 per cent. The internal reliability of the items was tested using Cronbach's alpha, with scores of 0.90 for satisfaction and 0.81 for self performance being generated (Table III).The results show that respondents were most satisfied with co-workers (M=2.25) and quality of supervision (M=2.24), but less satisfied with the work itself (M=1.80), promotion (M=1.44) and pay (M=1.08). The overall job satisfaction score was M=1.77). The relationship between all the facets was found to be significant, indicating the respondents’ job satisfaction is not related to an individual facet. The data were also subjected to a non-parametric Friedman test. The mean ranks for each facet were co-workers, MR=3.99; supervision, MR=3.95; work itself, MR=2.94; promotion, MR=2.41; and pay, MR=1.71. The significance (sig. 0.0001) at the 0.05 level suggests the satisfaction was not independent in the individual job facets.As far as the relationship between job satisfaction and socio-demographic characteristics; the results of a one-way ANOV A indicate that overall job satisfaction is slightly related to the age of the employee, but is not statistically significant at the 0.05 level (p=0.58). When the individual job satisfaction facets and age, the mean job satisfaction score in each facet was plotted against the different age groups, the results indicate a weak relationship between age and facets of job satisfaction. The results showlittle variation between overall job satisfaction and respondents’ tenure, but that overall job satisfaction level is lowest for workers with 11 to 20 years tenure and it slightly increases thereafter.The results of a one-way ANOV A show that overall job satisfaction is slightly related to tenure, but not statistically significant at the 0.05 level (p=0.25). Further analysis indicates that respondents with less than five years tenure are highly satisfied with co-workers and supervision followed by the work itself. Those with less than five years are least satisfied with pay and promotion.As the two gender groups were not normally distributed, a Mann-Whitney U test was performed to test the relationship between gender and job satisfaction with each facet. The results (Table IV) indicate significantly higher satisfaction among females for pay and significantly higher satisfaction among males for supervision. The results indicate that males are more satisfied than females with the facets of the work itself, promotion and co-workers, but these are not statistically significant.The relationship between overall job satisfaction and education was tested by way of a one-way ANOV A. Although the results indicated a relationship, it is not statistically significant (p=0.094). Respondents with a school certificate reported the lowest levels of overall job satisfaction and the highest job satisfaction levels were reported from those with a college certificate. While the results indicate some differences in satisfaction with the different facets these are not statistically significant.The third area of investigation was the relationship between job satisfaction and job performance. The self-reported scores for each of the four measures were on the higher side of the seven-point scale. The highest score was for productivity (M=4.65), followed jointly by own performance compared to colleagues and quality of own performance (M=4.60). The respondents’ rating of their colleagues’ performance attracted the lowest score (M=4.19). The overall performance mean was 4.51. However, these results may be skewed by the self-evaluation method with self-ratings are being inflated and colleagues performance under-rated.Further analysis of the data revealed that self-reported performance is related to age; in each of the four performance measures, and overall, the score was higher in the 25–34group than in the < 25 years. The score was lower in the 35-44 years group and considerably higher in the > 44 years group. As far as the relationship between tenure and mean job performance is concerned, the results show that self-reported performance increases linearly with tenure; the only exception being the respondents own performance rating which increases linearly up to the 11-20 years group then declines for the > 21 years group. The self-reported performance of males is higher in all facets of job performance than that of females. The results of the Spearman rank order correlation test indicate there is no sig nificant relationship between job satisfaction and job performance (r=−0.01, p=0.90).Discussion and conclusionsFemale employees were found to be significantly more satisfied with pay than their male counterparts, this seems to confirm the argument by Spector (1997) that women expect less from work and so they are satisfied with less. On the other hand, male employees are significantly more satisfied with supervision than their female counterparts, possibly because they value more the opportunities for self-expression and to influence important decisions.Less well-educated staff, mainly those qualified to school certificate, were least satisfied with jobs; this contradicts the findings of Clark (1993) and Clark and Oswald (1995), Hickson and Oshagbemi (1999), Metle (2001) and Oshagbemi (2000a, b). Possible explanations are that these employees do not have the necessary skills to cope with the changing nature of the banking industry or that management treats them less favourably.On the whole the respondents were satisfied with their jobs. There was a significant relationship between gender and job satisfaction with pay and supervision; female employees were found to be more satisfied with pay than their male counterparts, whereas, males were more satisfied with supervision.As for the relationship between job satisfaction and performance; the results show no significant relationship, this seems to bear out the findings of Petty et al. (1984) as well as those of Iaffaldano and Muchinsky (1985). Perhaps it is, as Spector (1997) suggests, a potential rather than an easily identifiable reality. It is important to remember that the job satisfaction score was derived from the JDI questionnaire which, although augmented, islimited in scope. However, if the scope was broadened and another performance appraisal method used, a relationship between satisfaction and performance may be identified.While this research contributes to the limited body of knowledge on job satisfaction in the Middle-East, there are, of course, a number of limitations. First, the data were collected by self-administered questionnaire, a method with well-known shortcomings, and the validity of the results may be questionable. Second, the performance measure was based on self-evaluation and may have caused over-rating of performance scores. Third, the sample is relatively small and restricted to the banking sector in one country. Consequently the findings may not be generalised to other sectors or to other national and cultural contexts. In order to overcome these limitations further research is recommended to investigate link between job satisfaction and employee performance, using alternative performance measures, drawing on a more diverse sample and which explores the relevance, if any, of national culture.。