Study on the Relations among the Compensation Management, the Operational Performance, the Organizational Climate , and the Corporate Culture

• Main Authors: Shu-Ching Chang, 張書菁
• Other Authors: Chich-Jen Shieh
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/3xqcu9

碩士 === 長榮大學 === 國際企業學系碩士班 === 98 === If a corporate pays to create a harmonious label management and the staffs in order to grasp their requirements, then it can bring the greatest human value of business operations to achieve the results. Therefore, regardless of workers or the employers need to co-exist under the profit, it is necessary for a reasonable compensation management and highest quality of corporate culture and a good organizational climate for a corporate, then it should be centripetal force in the corporate staffs, in this situation, a corporate operate more flexible, efficient, and enhance the corporate performance and competitive advantage. Therefore, this study integrated into the matter of compensation management, operational performance, organizational climate and corporate culture, and verifies the relationship between the variables correlated. This study took the transnational industry of Taiwan Fu Hsing Corporation as an example, and used ANOVA and multiple regression analysis; the variables reach a significant level. According to the empirical findings, (1) Corporations of different organizational climate show a significant in the compensation management and operational performance, (2) Corporations of different corporate culture show a significant in the compensation management and operational performance, (3) Compensation management, organizational climate and corporate culture show a significant positive impact on the operational performance. It is hoped the outcomes of the study can be helpful to the theoretical development, and also offer suggestions and reference to the transnational corporate that have implemented or going to administer the compensation management.