A Study of Compensation Strategy on Taiwan's Business Groups:standardization versus Differentiation

• Main Authors: Wei-Chun Hsu, 徐瑋均
• Other Authors: Chen-Ming Chu
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/14647459261217585377

碩士 === 中原大學 === 企業管理研究所 === 94 === Compensation, one of the significant themes discussed constantly, and compensation management is also the important link in the human resource management. Compensation system is not easy to manage, especially for the gigantic and intricate business groups. The result of this study indicates the compensation strategy may be different between the parent and subsidiary company in the majority enterprise group, and this difference relates to the interaction between the parent and subsidiary company. In addition, there are few relevant foreign and domestic documents for the compensation system of the enterprise group; therefore it prompts this study motive. This study focuses on the consistency of the compensation strategy between the parent and subsidiary company in the enterprise group, and analyzes the entrepreneurship behaviors of the high-level manager in the subsidiary company and the interaction effects related to the parent company, whether influences the Compensation Strategy of the subsidiary company, based on the factors of control and dependence degree between the parent and subsidiary company. This may comprehend the compensation strategy decision made by the manager in the subsidiary company of the enterprise group, what kind of factors may influence him, the conclusions and results are offered for the enterpriser in order to adopt a suitable decision in compensation design. The subject of this research is the hundred large total assets’ enterprise groups gathered in “2005 Business Groups in Taiwan”, edited by CHINA CREDIT INFORMATION SERVICE, LTD. Questionnaires are answered by the manager of the Human Resource Department in 4 to 8 subsidiary companies by sampling survey in each enterprise group. Total of 500 questionnaires are issued, 57 effective questionnaires, 13 ineffective questionnaires, the returned rate is 14%, and the effective returned rate is 11.4% The result of this research reveals the consistency of the compensation strategy between the parent and subsidiary company will become higher, according to the high integrated enterprise group, and the high-lever manager appointed to the subsidiary company from the parent company, based on the degree of control. In the degree of dependence on the parent company, the consistency of the compensation strategy between the parent and subsidiary company will become higher, due to the subsidiary company’s kernel technology are almost from the parent company, and with the similar industry field. Adding more variables may increase the research accuracy in the future, and raising the questionnaires returned rate as possible for further fully investigation in order to offer entire information for compensation design.