論文名稱：薪酬措施對員工薪酬滿足與留任傾向之影響-以A公司為例 校院名稱：國立中央大學 系所名稱：人力資源管理研究所 學位類別：碩士 研究生：莊小芬 指導教授： 黃同圳 博士 畢業年度：九十八學年度 第二學期 論文頁數：55頁 論文摘要內容: 台灣企業經營環境競爭越來越激烈，如何在有限的資源下，留任具企業核心知識及技術的關鍵人才，已成為組織及力資源部門重要的課題之一。本研究藉由深入了解個案公司針對少數關鍵人才展開之薪資制度措施，員工對獎酬變革前後之薪酬滿意度及留任傾向比較分析，探討員工的獎酬方案認同度、薪酬滿足、組織認同、留任傾向間的關係，以作為個案公司獎酬變革效益評估及未來獎酬制度調整的參考。 本研究係以問卷調查方式蒐集所需資料，於獎酬變革前、後分二次發出。第一次問卷共發出五十九份問卷，回收有效問卷五十三分。第二次問卷共發出六十二份問卷，回收有效問卷五十三份，可以與第一次問卷配對者共計50份。研究結果發現： 1.員工對獎酬變革方案之人員留任、職涯發展認同度較原獎酬制度略高。 2.員工對新舊獎酬制度之薪酬水準均不滿意，但整體而言獎酬變革後對薪酬滿意程度已有顯著提升。 3.獎酬變革是將固定薪比例提高，但員工有高達六成四是屬於高變動薪組合偏好者，加上景氣復甦，外部工作機會增加，故留任傾向較獎酬變革前顯著降低，因此個案公司在激勵制度設計上應多加著墨。 4.獎酬變革後發現，獎酬方案認同度對員工組織認同及留任傾向構面有顯著的正向相關，代表獎酬方案認同度越佳者，組織認同程度越高、留任傾向也越高。 5.獎酬方案認同度對薪酬滿足之內部獎酬公平滿意度及外部獎酬公平滿意度二構面有顯著的正向相關，代表獎酬方案認同度越佳者，內部獎酬公平滿意度越高、外部獎酬公平滿意度也越高。Abstract Taiwan market is highly competitive. Retaining talents with limited resources has become a vital issue to enterprises and human resources departments. The purpose of this study is to discuss how the satisfaction to the compensation scheme, engagement to the organization and employee retention tendency would affect the assessment of the future compensation plan and adjustment. Questionnaires were employed in this study to collect the required data. They were delivered two times. The first time was before a new compensation plan was implemented and fifty-eight questionnaires were sent. The second time was after the plan was implemented with sixty-two questionnaires. Each time received fifty-three effective questionnaires. Several findings from the statistic analysis were as follows: 1.Employee identification with the new compensation scheme regarding its retention and career development plan increased slightly. 2.Employee satisfaction to pay level of the new compensation scheme remained low despite the fact that it was significantly improved. 3.The new compensation scheme increased its ratio of fixed pay while sixty-four percent of employees preferred higher variable pay components. Furthermore, the boom in the first six months of this year (2010) brought a large number of external job opportunities therefore the scores of employee retention tendency decreased. The mechanism of motivation needs to be more stressed afterwards. 4.Identification with compensation schemes was considerably positive related to employee organizational engagement and retention tendency. It was indicated that the more employees identify the compensation scheme, the more they engage to the organization and would be willing to stay. 5.Moreover, identification with compensation schemes was also in obviously positive relation to satisfaction to pay equality regarding internal and external equity. It was showed that the more employees identify the compensation schemes, the higher their satisfaction to pay equality regarding internal and external equity.
