| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 107 === Enterprises pay more and more attention to the talents. Therefore, the human resource managers set up many related systems for attracting and retaining talents in the organization. The compensation system is a key tool. Among the compensation structure of enterprises, the most common one is pay for performance. Past research has pointed out pay for performance can indeed have a positive impact on employee productivity. However, in recent years, many scholars have pointed out if companies fail to maximize pay for performance or overemphasize it, they will bring negative effects. For instance, a decline in work motivation and job performance, and risk-taking, opportunistic, and deviant behavior will appear. Since the ratio of employees' deviant behavior in the enterprise is 35-55%, and deviant behavior will be more frequent with social changes. For the reason above, the employee's deviant behavior will be an important issue.
This study focused on full-time workers and used questionnaires to explore the relationship between pay for performance, internal and external motivations, job performance. Furthermore, deviant behavior may moderate between external work motivation and job performance. The research results were as follows: (1) Pay for performance had a significant positive relationship with internal and external work motivation. (2) Internal and external motivations had a significant positive relationship with job performance. (3) Internal and external work motivation mediated the relationship between pay for performance and job performance. (4) Deviant behavior had no moderating effect between external work motivation and work performance. (5) Deviant behavior had no moderated mediation effect between pay for performance, external work motivation and the job performance.
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