A Study for the Influence of Compensation System, Organization Climate to Employee Performance－ Taking Traditional Textile Companies as Examples

• Main Authors: Kuo-Ming Chang, 張國銘
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/80125157064218935220

碩士 === 國立中山大學 === 人力資源管理研究所 === 92 === Abstract A Study for the Influence of Compensation System, Organization Climate to Employee Performance － Taking Traditional Textile Companies as Examples Recently textile companies in Taiwan have been, more or less, through business transformation with e-knowledge management of resources integration, supply chain collaboration and globalization, in order to enhance their own competition threshold for the ubiquity of marketing battles. In such delicate tasks, issue of human resources exhibits a pivot role to reach the designated goals. Compensation system is then considered as the most direct aspect to relate the issue. In this study, a factorial design is conducted to find a better compensation system to enhance employee performance for traditional textile companies. To probe intrinsic influence among variables, aspects of compensation system（CS）, organization climate（OC）and employee performance（EP）are examined. 407 questionnaires were collected, and provided to verify existence of related assumptions in this study. Results can be concluded as followings：A – It is mutually significant for CS to all the constituted phases of EP, and to those of OC；B – It is mutually significant for the constituted phases（employee orientation, human communication and responsibility trend）of OC to the constituted phase（task performance）of EP. It is mutually significant for the constituted phases（employee orientation and human communication）of OC to the constituted phase（contextual performance）of EP；C – It is significant for duty compensation and performance compensation of CS to employee orientation of OC. It is significant for duty compensation of CS to human communication of OC. It is significant for performance compensation of CS to responsibility trend of OC；D – It is significant for employee orientation and human communication of OC to task performance and contextual performance of EP. It is significant for procedure regulation of OC to contextual performance of EP；E – It is significant for duty compensation of CS to task performance and contextual performance of EP；F –OC acts as a factor of intermediate effect between CS and EP. According to this study, traditional textile companies shall pay more attention to junior employees/rookies, design of CS, influence of CS to EP, influence of intermediate effect from OC to CS and EP. Key words：compensation system, organization climate, employee performance.