劍橋雅思14Test1Passage3閱讀原文翻譯Motivational factors and the hospitality industry

劍橋雅思14Test1Passage3閱讀原文翻譯Motivational factors and the hospitality industry，今天beplay2網頁登錄就來為大家分析這個問題。

Motivational factors and the hospitality industry

酒店行業的人力資源管理

劍橋雅思14 Test1 Passage3閱讀原文翻譯

第1段

A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees.How is that accomplished?What Human Resource Management(HRM)practices should organizations invest in to acquire and retain great employees?

酒店要想獲得成功，一個至關重要的因素在於提升並維持其員工的卓越表現。要如何才能達成這一目標呢？組織機構應該在人力資源管理方麵投入些什麼才能招到並留住優秀的員工呢？

第2段

Some hotels aim to provide superior working conditions for their employees.The idea originated from workplaces–usually in the non-service sector—that emphasized fun and enjoyment as part of work-life balance.By contrast,the service sector,and more specifically hotels,has traditionally not extended these practices to address basic employee needs,such as good working conditions.

一些酒店試圖為其員工提供更好的工作條件。這一想法源自一些強調樂趣與享受以保持工作和生活平衡的工作場所。它們通常都位於非服務行業。相比之下，服務行業，更確切的說是酒店，傳統上並沒有將這些做法進行延伸以滿足員工的基本需求，例如良好的工作條件。

第3段

Pfeffer(1994)emphasizes that in order to succeed in a global business environment,organizations must make investment in Human Resource Management(HRM)to allow them to acquire employees who possess better skills and capabilities than their competitors.This investment will be to their competitive advantage.Despite this recognition of the importance of employee development,the hospitality industry has historically been dominated by underdeveloped HR practices(Lucas,2002).

Pfeffer（1994）強調，為了在全球商業環境中取得成功，組織機構必須在人力資源方麵進行投資，從而招到比他們競爭對手擁有更好技能和能力的員工。這項投資會成為他們的競爭優勢。盡管意識到員工提升的重要性，但不盡如人意的人力資源實踐一直都是酒店行業的主流（Lucas 2002）。

第4段

Lucas also points out that‘the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people,even though employees may be broadly satisfied with many aspects of their work’(Lucas,2002).In addition,or maybe as a result,high employee turnover has been a recurring problem throughout the hospitality industry.Among the many cited reasons are low compensation,inadequate benefits,poor working conditions and compromised employee morale and attitudes(Maroudas et al.,2008).

Lucas同時指出，“人力資源管理實踐的內容被設計出來似乎並不是為了培養員工之間建設性的關係，或者呈現一種能夠提升並挖掘人們所有潛能的管理方法，即使大體上來看，員工已經對工作的許多方麵表示滿意”（Lucas,2002)。此外，或許正因如此，較高的員工流動率一直都是整個酒店行業反複出現的問題。之前被提及的許多原因包括：低薪酬，少福利，惡劣的工作環境，折衷的員工士氣與態度（Maroudas et al.,2008）。

第5段

Ng and Sorensen(2008)demonstrated that when managers provide recognition to employees,motivate employees to work together,and remove obstacles preventing effective performance,employees feel more obligated to stay with the company.This was succinctly summarized by Michel et al.(2013):‘[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.’Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions.These conditions are inherently linked to the working environment.

Ng與Sorensen（2008）證實，當管理者認可員工，動員員工互相合作，並移除阻礙高效工作的障礙時，員工會感到更有義務留在這家公司。這一點由Michel et al.(2013)言簡意賅的總結出來：“為員工提供支持給予了他們更好履行工作的自信以及留在該組織機構的動力”。因此，酒店行業可以通過提升改善員工的工作條件來加強他們的工作動力和穩定性。這些條件天然的與工作環境聯係在一起。

第6段

While it seems likely that employees’reactions to their job characteristics could be affected by a predisposition to view their work environment negatively,no evidence exists to support this hypothesis(Spector et al.,2000).However,given the opportunity,many people will find something to complain about in relation to their workplace(Poulston,2009).There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself,including company policies,salary and vacations.

雖然似乎員工對他們工作特點的反應會受到以消極態度看待自己工作環境的傾向的影響，但並沒有證據支持這種假設（Spector et al.,2000）。然而，隻要有機會，許多人都能找到工作環境的某些方麵進行抱怨（Poulston,2009）。在員工感受與其工作內容本身之外的工作條件（尤其是公司政策，薪水和休假）之間存在著很強的相關性。

第7段

Such conditions are particularly troubling for the luxury hotel market,where high-quality service,requiring a sophisticated approach to HRM,is recognized as a critical source of competitive advantage(Maroudas et al.,2008).In a real sense,the services of hotel employees represent their industry(Schneider and Bowen,1993).This representation has commonly been limited to guest experiences.This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

這樣的情況對於高端酒店市場來說尤其麻煩。在這個領域中，需要借助一套成熟完善的HRM方法來實現的高品質服務，被認為是競爭優勢的一個核心來源（Maroudas et al.,2008）。從真正意義上來講，酒店員工的服務就代表著他們的行業（Scheneider and Bowen,1993）。這種代表性通常僅限於顧客體驗。這意味著高端酒店所提供的顧客環境與他們員工的工作環境之間存在著天壤之別。

第8段

It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees.This requires an understanding of what motivates employees at different levels of management and different stages of their careers(Enz and Siguaw,2000).This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

因此，酒店管理人員提升人力資源操作從而激勵並留住高水平的員工十分有必要。這就需要理解在不同的管理層級與不同的職業發展階段哪些東西能夠激勵員工（Enz and Siguaw,2000）。這意味著，對於酒店管理人員來說，了解哪些操作能夠最有效地提升員工的滿意度和留職率很有好處。

第9段

Herzberg(1966)proposes that people have two major types of needs,the first being extrinsic motivation factors relating to the context in which work is performed,rather than the work itself.These include working conditions and job security.When these factors are unfavorable,job dissatisfaction may result.Significantly,though,just fulfilling these needs does not result in satisfaction,but only in the reduction of dissatisfaction(Maroudas et al.,2008).

Herzberg（1996）提出，人們有兩大類別的需求，第一種是與工作環境相關，而非與工作自身相關的外在激勵因素。這包括工作條件與職業安全感。當這些因素不利時，可能會導致人們對工作不滿。但是，僅僅滿足這些需要並不會導致對工作滿意，而是隻能減少對工作的不滿。

第10段

Employees also have intrinsic motivation needs or motivators,which include such factors as achievement and recognition.Unlike extrinsic factors,motivator factors may ideally result in job satisfaction(Maroudas et al.,2008).Herzberg’s(1966)theory discusses the need for a‘balance’of these two types of needs.

員工也有內在的激勵需求或者驅動力。這包括成就和認同等因素。不像外在因素，激勵因素文章來自 雅思可能能夠完美地提升工作滿意度（Maroundas et al.,2008）。Herzberg（1966）的理論探討了在這兩種需求之間尋找平衡的必要性。

第11段

The impact of fun as a motivating factor at work has also been explored.For example,Tews,Michel and Stafford(2013)conducted a study focusing on staff from a chain of themed restaurants in the United States,It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover.Their findings support the view that fun may indeed have a beneficial effect,but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics.‘Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance’(Tews et al.,2013).

有趣作為激勵因素對工作的影響也已經有人探索過。例如，Tews,Michel和Stafford（2013）開展過一項研究，專門關注美國一個連鎖主題餐廳中的員工。結果發現，有趣的活動對員工表現有著積極的影響，管理人員對趣味的支持對減少流動率也有著積極的影響。他們的發現支持了如下觀點：有趣可能確實擁有有益的影響，但必須認真設計趣味的邊際框架，以與組織機構的目標和員工的特點相一致。“管理人員必須學會如何在給予員工一定的自由讓他們可以在工作中好好享受，同時又讓他們能夠保持高水平的表現之間取得平衡”。

第12段

Deery(2008)has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life.Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day,staff functions that involve families,and providing health and well-being opportunities.

Deery（2008）推薦了幾種能夠在組織機構層麵采取的措施，以留住優秀員工並幫助實現工作與家庭生活之間的平衡。那些尤其適合酒店行業的措施包括：工作日期間允許適當的休息，讓家人也參與到員工活動中，以及提供體檢的機會。

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