| Summary: | 碩士 === 東吳大學 === 會計學系 === 96 === An enterprise is an economic organization which is capable of efficient resource integration and customer value establishment to obtain the market demand. To a policymaker or a leader of an enterprise, strategies represent schemes that can be conducted to solve management issues [Michael Porter (1980)].
In the end of 20th century, the industrial development has evolved into digital century and global competition, and knowledge workers who replaced conventional capital and labor have been the most important economic resource. Consequently, how to increase production of knowledge workers becomes the biggest challenge in management in the 21st century.
During the progress of high tech industries development in Taiwan, profit sharing and employee stock ownership plan plays a key role of achieving superior competitive ability, especially for the industries that focus on research, design, and innovation. Since the profit sharing has been finalized, there is always dispute over dilution of shareholder profit. However, basically in all respects, the profit sharing and employee stock ownership plan has never been negated for its positive function to excite employee production and increase company performance.
This research is to study the effects of strategies of an enterprise and selection of its profit sharing policy. A light-emitting diode (LED) manufacturer in Taiwan will be taken as the study case, and questionnaires will be surveyed in its employees for statistical analysis and hypothesis verification.
With the statistical analysis of collected information and data, three effects are revealed.
1. The effects on strategies of an enterprise and profit sharing policy
Both low cost and differentiation strategy have significant positive correlation to all factors of profit sharing policy. However, centralization strategy is positive correlation to performance payment basis and information confidentiality. Furthermore, differentiation strategy and performance payment basis show the most positive correlation. In the other words, the analysis shows that low cost and differentiation strategy are more acceptable to this company’s employees. However, other employees who more agree with the differentiation strategy emphasize whether the level of profit sharing management and the profit sharing policy is paid by the basis of the key performance indicator (KPI).
2. The effects of employee profit sharing policy and non-financial performance:
In the profit sharing plan, only the profit sharing standard and payment based on KPI (not on fiscal efficiency) are positive correlation. And then, only the level of profit sharing management, the directions and ways of planning the degree of profit sharing policy are positive related to non-fiscal efficiency. But we may further understand that the specific gravity of flexible wages (profit sharing) and the confidentiality of profit sharing information are not obviously affecting the non-fiscal efficiency.
3. Non-financial performance show intermediary effect between employee profit sharing policy and financial performance:
Except the confidentiality of profit sharing information in profit sharing strategy, the other factors are more obviously and positive correlation to fiscal efficiency. Excluding the level of profit sharing management, the directions and ways of planning and the level of profit sharing policy, the other factors show positive correlation to non-fiscal efficiency. Notwithstanding, the non-fiscal efficiency and the fiscal efficiency are highly related, which means that a good profit sharing policy could expire an enterprise’s non-fiscal efficiency indicators. Also, by increasing of an enterprise’s non-fiscal efficiency indicators (employees’ capabilities, employees’ incentive and rates of employees’ changeable frequency), would affect the fiscal efficiency. Thus means, the non-fiscal efficiency is a medium between profit sharing policy and fiscal efficiency.
The research results can be the reference for the managers of this case studying company for drawing management tactics and profit sharing policy. Therefore, it will improve all divisions to implement management plans and to increase enterprise competition and organization performance.
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