外文翻译美学对员工满意度与积极性的影响.docx

外文翻译美学对员工满意度与积极性的影响.docx

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外文翻译美学对员工满意度与积极性的影响

外文文献翻译译文

原文：

Theimpactofaestheticsonemployeesatisfactionandmotivation

RuneBjerke

OsloSchoolofManagement,OMH,Oslo,Norway

NicholasInd

EquilibriumConsulting,Oslo,Norway,and

DonatellaDePaoli

BINorwegianSchoolofManagement,DepartmentofLanguage,

CommunicationandCulture,Oslo,Norway

Abstract

Purpose–Thispapersetsouttoexploretheimpactofaestheticsonemployeesatisfactionandmotivation.

Originality/value–Aconceptualmodelisproposedthatidentifiespossibleconnectionsbetweenaestheticsandemployeeperformance.

KeywordsJobsatisfaction,Organizationalculture,Motivation（psychology）,Employeeattitudes,Telecommunications,Norway

Theoreticalbackground

Inthisarticleweintegratetwointer-linkedtheoreticalperspectives;organizationalculturetheoryandorganisationalaestheticstheory.OurstartingpointforthisstudyisorganisationalculturetheorybasedonSchein’s（1985）model.Althoughthismodelhasgonethroughseveraliterations,Schein’s（1985）definitionoforganisationalculturehasbeenthebasisforresearchandtheoreticaldiscussionsinmorerecentwork（BuschandVanebo,2003;KaufmannandKaufmann,2003;Parkeretal.,2003;McMurray,2003;Sarros,2002;deChernatony,2001;Mallak,2001;SadriandLees,2001;Bang,1998;DenisonandMishra,1995;Hofstede,1991;Schneider,1990）.

AsWeber（1930）originallysuggested,cultureisacriticalaspectoftheadaptationofsocialorganisations，andisasystemof“sociallytransmittedbehaviorpatternsthatservetorelatehumancommunitiestotheirecologicalsettings”.ThisviewoncultureissimilartohowHofstede（1980,1991;Hofstedeetal.,1990）andSchein（1985,1990）describesculture.Schein’sthoughtsandworkremainthebasisofaconsiderableamountofsubsequentthinking.InthispaperwedevelopSchein’s（1985）modeltotakeintoaccountourfocusonthevalueofart,designandarchitecture（inhismodel,describedasartifacts）andourdifferenceofperspective：

wenotonlylooksatmanagementintentbutalsothereactionsofemployeestotheenvironment.

ThespecificorganisationwehaveresearchedinthisconceptualandexplorativestudyisTelenor.TelenorisamajorNorwegiantelecommunicationscompany.Thewillingnessofcompaniestoinvestsubstantiallyandconsciouslyinartifacts,meansthisstudycanserveasabasisforunderstandingmoreabouttherelationshipbetweenaesthetics,organisationandmarketing.Thiswillhelporganisationstomakebetterjudgmentsaboutwhenandhowtoinvestinart,architectureanddesignandtomovedecisionmakingaboutaestheticsfromalargelysubjectiveperspectivetoonethatintegrateswithoverallbusinessobjectives.Ourintentionistodevelopaconceptualframework,basedonanassessmentofmanagementgoalsanddatafromin-depthinterviewsofTelenoremployees,toidentifythelikelyimpactofaestheticsonemployeesatisfaction,identity,creativity,mood,andmotivation.

Designandmethodology

Sincetheliteratureseemsnottosuggestspecificallywhetherart,designandarchitecture,astraitsoftheorganisationalculture,caninfluenceemployeesatisfaction,identity,motivationandpossibleotherdimensions（unknownconnections/links）anexplorativedesignwasappliedinthisproject（Creswell,1998;Churchill,1999）.AccordingtoWilson（2001）agoodcomprehensionoftheorganisationcultureisimportantinordertoanalyseit.Further,theanalysismustbecomplexinnatureWilson（2001）andcontainallelementsoftheorganisationalculture（Parkeretal.,2003;deChernatony,2001;Schein,1985）.

AccordingtoCreswell（1998）qualitativemethodsshouldbeappliedwhenidentifyingmotivesandattitudesamongemployees.McDanielandGates（1999）maintainthatqualitativemethodsareofparticularusefulwhentheoverallresearchobjectivesareinterpretationandunderstandingofmeanings.Schein（1990）underscorestheimportanceofusingaqualitativeapproachtogatherperceptionsaboutorganisationalculturesamongmembersoforganisations.Withsuchanapproach,itispossibletounderstandhowcultureshaveevolvedovertime.Findingscanbelabeled,organisedanddiscussedaccordingtotheterminologyoforganizationalcultureandaesthetics.

Sample

Thebehaviorofemployeesindirectcontactwithcustomersonadailybasisisimportantconcerningthecommunicationoftheorganisationalvalues,brandvaluesandobjectives（Wilson,2001;Ind,2003;deChernatony,2001）.Adoptedvalues,norms,andassumptionsderivedfromtheorganisationalculturemayinfluenceactions（behaviour）andwaysofcommunicating.Normann（1991）pointsoutthatemployees’dealingdirectlywithcustomersaretheoutwardfaceoftheorganisation.TounderstandthelinkagebetweentheinternalandexternalweonlyinterviewedTelenoremployees,whowereincontactwithcustomersonadailybasis.TherespondentsworkedinTelenorMobil,TelenorNetworksandTelenorCustomerService.Theintervieweeswereselectedbecausetheywereassumedtohaveknowledgeandunderstandingoftheirownworkingenvironmentandhaveopinionsaboutit（Berg,2001;Churchill,1999）.

Datacollection:

in-depthinterviews

Sixexpertinterviewswerecompleted.Theexpertshadin-depthknowledgeaboutartandbusiness,workenvironment,organisationalculture,brandbuildingand

aesthetics,andaboutTelenor’sinvestmentsinart,designandarchitecture.Atotalof24in-depthinterviewsofTelenoremployees（dealingwithcustomers）werecompletedin2003atTelenor.ThepurposewastohavetherespondentsdescribehowtheyperceivetheorganisationalcultureatTelenor,inrelationtotheart,design,andarchitecturethatrepresentstheirworkingenvironment.Asanintroductiontotheinterviews,therespondentswereaskedquestionsaboutTelenor’svisionandvalues.

Findingsanddiscussion

Therespondents’viewontheart,design,andarchitectureatTelenorisvaried.Ingeneral,themajoritythinkthattheartisniceandexciting.Manyoftherespondentsseemtolikethecompositionoftheart,thedesignandthearchitecture,andthetotalexperienceofhowthethreeelementsareintegrated.Severalemployeesbelievethatart,designandarchitecturemayhaveanunconsciousinfluentialeffect,althoughgenerallytheydonotreflectonthepossibleimpactintheirday-to-dayworkinglives.Someoftherespondentshadacriticalattitudetowardssomespecificphysicalelementslikeopenofficespace,thecolumnsinthespacebetweentwolargebuildings（asculpturalfeature）,andthemoving,red,electronictextmovingalongalargenarrowscreenonthetopofoneofthebuildings（onthefacade）（bytheAmericanconceptualartistJennyHolzer）.ThisvariedanddissimilarviewonthephysicalenvironmentandartifactsamongindividualsisalsopointedoutasaculturalcharacteristicbyBordieu（1984）.

Somerespondentsclaimednottounderstandpartsoftheartdisplayedinthebuildingsandthatsomeofthedesignwasuncomfortable（mostlymodernclassicdesignsderivedfromtheBauhausaestheticormodernScandinaviandesigners,suchasArneJacobsen）.Somerespondentsmentionedthattheystoppedbeingconsciousoftheartandcametoseeitasanatural,unconsciousexperience.Thus,theyreferredtotheirviewontheart,designandarchitectureasatotalexperiencewithoutbeingabletoseparatespecificelements

Motivation

Mostoftherespondentsclaimedtobemotivatedattheirwork.Severalmentionedthatthequalityoftheirworkingcolleagueswasakeyfactor.Manyofthoseworkingwithinthebusiness-to-businesssegmentstatedthattheyweremotivatedbytheirspecifictasksandthepositiontheyheldaswellastheresponsibilitytheyhaveandtheflexibilitytheyenjoy.ThislinkstoHerzberg’sthinking,derivedfromhisstudieswithMausnerandSnydermanthatpeoplearesatisfiedbytheintrinsicsoftheirworkandthatperformanceleadstosatisfactionandnottheotherwayround（Herzbergetal.,2003）.SeveraloftheTelenorpeoplewhoworkdirectlywithconsumerspointedoutthatthereisnotmuchroomforflexibility,freedomandresponsibilityintheirjobs.Thisfindingmayindicatethatthoseworkingwiththebusinesssegmentaremoremotivatedthanthoseworkingwiththeconsumersegmentbecausetheyhavegreaterpotentialtoperformandachievefulfillment.Somerespondentsmentionedartordesignorarchitectureaspossiblemotivationalfactors,buttherewerenoclearstatementsfromtherespondentsthatanyoftheseseparateelementshadadirectimpact.However,itwassuggestedthattheexperienceofthetotalityofthosethreeelementsofthephysicalenvironmentcouldhaveanimpactonmotivation.Thereasongivenwasthatanicephysicalenvironmentcouldhaveanimpactonemployees’mood,wellbeing,aninspiration,whichinturninfluencesmotivation.Afewrespondents,whowerenotsointerestedintheenvironment,didnotbelievethatanyoftheelementsofart,designorarchitecturehadaninfluenceonmotivation.

Employeesatisfaction

Itseemedhardfortherespondentstodistinguishbetweenmotivationandsatisfaction,whichcouldindicatethatemployeesperceivethesetwoideastoberelated.Pleasantworkingenvironment,nicecolleagues,andvariedjobtaskswerementionedbothasmotivational–andsatisfactionfactors.

Theanalysisoftheinterviewsrevealedthatemployeesatisfactionseemedgood.Astothepossibleimpactofthephysicalenvironmentonsatisfaction,therespondentssaidthattherecouldbesucharelation,buttheydidn’tthinkthatpeopleweresoawareoftheinfluentialpowerofart,designandarchitecture.Ingeneral,respondentsbelievedthataniceenvironmentcreatedpositivefeelings.Andseveralrespondentsagreedthatiftheuniqueart,design