心理契约对知识型员工工作满意度的影响外文翻译资料

PC is a concept which is used to describe the expectation and understanding of the two sides derived from organizations and individuals. Levinson regarded PC as an unwritten contract,which was the sum of the mutual expectation existing between organizations and employees Later, Kotteret al extended the domain of PC, and they treated specifically the pay from one side and the reward from the other side. As the result, PC was divided into two dimensions, i.e. individual and organization, which highlighted the interactions existing between employees and enterprises. However, for Rousseau et al., they held the view that employees should be viewed as the cognitive subject of PC rather than enterprises.

Itrsquo;s widely accepted that there are two kinds of viewpoints about the structure of PC, twodimension conception and threedimension definition. The twodimension structure of PC was proposed earlier by Macneil, which included “transaction responsibility” factor and “relationship responsibility” factor. Rousseau and Parks believed that although there were a great deal of personalization and distinction in PC, it could be still classified into two categories:transactional PC and relational PC, and there were certain discrepancies between them, for instance, focus of attention, time frame, stability, scope and the degree of certainty. According to Chenrsquo;s empirical study on the enterprise staff in China, PC could consist of two dimensions: “real responsibility” and “development responsibility” Nevertheless, Tijoriwala and Rousseau insisted that PC could be measured by gauging its three aspects, “transaction responsibility”, “relational responsibility” and “team member responsibility” . Analogously, Li identified the three components of PC, “normative responsibility”, “interpersonal responsibility” and “development responsibility”, when he conducted a survey in the firms in China. Furthermore, Zhu and Wang put forward the three dimension structure (including material incentives, environmental supports and development opportunities), which was more in line with the psychological characteristics of Chinese knowledge workers.

——XiaoqingXie, Hanmin Liu, Huang Deng (2015),”Psychological Contract Breach and Turnover Intention: The Intermediary Role of Job Satisfaction”. Open Journal of Business and Management,3,371-379

Promises may be particularly important to employees in lieu of the perception that the employmentrelationship is undergoing a period of dramatic change (Buzzanell, 2000; Turnleyamp; Feldman, 1999). Empty promises often leave individuals feeling frustrated,betrayed,and dissatisfied.When individuals believe that promises have been made to them, they often rely on those promises and trust others to keep their word. Contracts are grounded in promises andprovide important information and guidelines for individuals as

well as for organizations. Organizations often rely on written contracts to define and explain the employeeemployer relationship. However, some contracts are psychological and may be understood by only one of the contracting parties (i.e., employer or employee). Rousseau (1995) generally definedpsychological contracts as sets of “individual beliefs, shaped by the organization, regarding terms of an exchange agreement between individuals and their organization”. When psychological contracts are perceived to be

violated by an employer, employee feelings of frustration, hurt, betrayal, and

job dissatisfaction may ensue. These feelings may then lead to lower levels of

productivity, increased rates of absenteeism, a decrease in employee organizational citizenship and commitment, alienation from the organization, and intentions to leave the organization (Robinson, 1996; Robinson amp; Rousseau, 1994; Turnleyamp; Feldman, 1999)

Psychological Contracts and Promises

Psychological contracts involve beliefs about obligations that are “predicated on the perception that a promise has been made” (Rousseau amp;Tijoriwala, 1998, p. 679). Scholars have examined a variety of organizational promises employees perceive about salary, pay raises, bonuses,training, advancement opportunities, career development, overall benefits, retirement benefits, health care benefits, decision-making input, job responsibility, job challenge, job performance feedback, supervisory support, organizational support, and jobsecurity (Rousseau, 1990; Turnleyamp; Feldman, 2000). Furthermore, Robinson and Morrison (1997) conducted a longitudinal study exploring the promises employees perceive their employers have made to them implicitly or explicitly. Six global promise themes orcontent areas emerged: sufficient tools and resources, enriched job, good employment relationship, competitive compensation, advancement and development, and performance-based rewards. Although scholars have explored a variety of psychological contract content areas, two areas that may become increasingly important in todayrsquo;s organizations deal with promises concerning quality communication and work-life issues.

——Jennifer Butler Ellis(2007), “Psychological Contracts：Does Work Status Affect Perceptions of Making and Keeping Promises?”，Management Communication Quarterly, Volume 20 Number 4, ,335-362

Doctors in China have been confronted with many challenges for years. On one hand, the number of violent incidents against medical staffhas risen in many hospitals and some doctors were attacked, injured, and even killed. On the other hand, there is serious imbalance between doctorsrsquo; low income and heavy workload.Working in a climate of high workload, tension, and risks, their job satisfaction is found to be low and declining. Job satisfaction can be defined as apleasurable or positive emotional state, which can be reflected from the appraisal of onersquo;s job or job experiences.The level of job satisfaction is often viewed as an “outcome” that relates to organizational effectiveness and

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