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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/52001

    Title: 薪酬制度公平認知對組織承諾及非功能性離職傾向影響之個案研究
    Other Titles: A case study of the impact of fair cognition in compensation system on organizational commitment and dysfunctional turnover intention
    Authors: 何琼珠;Ho, Chiung-chu
    Contributors: 淡江大學企業管理學系碩士在職專班
    Keywords: 薪酬制度;公平認知;組織承諾;非功能性離職;compensation system;Fair Cognition;Organizational Commitment;Dysfunctional Turnover
    Date: 2010
    Issue Date: 2010-09-23 16:25:37 (UTC+8)
    Abstract: 健全之薪酬制度,除可以吸引、留住優秀人才並激勵工作效率之提升外,且能有效地控制組織的人事成本。又員工對薪酬知覺之公平除有助於提升其對組織之正面態度及績效外,並可提高其對組織的承諾,進而降低離職意向。對組織而言,離職的結果可能會造成經濟效益的損失,其中又以企業之核心人才,即非功能性之離職影響最鉅。鑑此,本研究旨在探討企業核心人員對薪酬制度公平認知,對組織承諾及非功能性離職傾向之影響。
    Improved the compensation system, in addition to attract, retain and motivate talented people to enhance their work efficiency, and can effectively control the organization ''s personnel costs. Perceptions of fair compensation employees not only help to enhance their positive attitude on the organization and performance of foreign and increase their commitment to the organization , thus reducing turnover intention, The organization , the result of employee quit maybe lead to the loss of economic benefits , among which the core business of talent , that is, dysfunctional turnover impact is the huge. In view of this, this study was to explore the core staff of the compensation system is fair and cognition, organizational commitment and impact of dysfunctional turnover intention.
    In this study, the core of the case company personnel study, total in 316 copies. The effective response sample is 256 copies. Basing on these effective responses, several quantitative analytical methods are used like the reliability, descriptive statistics, t-test, one way ANOVA, correlation analysis and multiple regression analysis, the result had found following major conclusion:
    1.In compensation system design basis, hygiene-based pay on the external equity, internal equity and individual equity both with significant positive impact on; job-based pay on internal equity with significant positive impact. The performance-based pay in the pay communication, interactive and appeal on both a significant positive impact, while the job-based pay is also an interactive and appeal on with significant positive impact.
    2.In compensation fair cognition, external equity and individual equity, on the affective commitment and moral commitment with significant positive impact; pay communication on emotional commitment and ethical with significant positive impact.
    3.Organizational commitment on dysfunctional turnover intention with significant negative impact .
    4.In compensation fair cognition, external equity and individual equity on dysfunctional turnover intention with significant negative impact, pay communication and the appeal on dysfunctional turnover intention with significant negative impact.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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