TheEntertainmentProductsManufacturingSalariesACaseStudyofJohnsonHealthTechCompany

1、the entertainment products manufacturing salaries a case study of johnson health tech company chien-chou chenassociate professordepartment of international business ,ling tung u.twabstractthe purpose of this study was to investigate the pay system within the organization and

2、 the compensation strategy for organizational performance, using the spindle thinking correlation to view the salary and job performance is the existence of a relationship. five forces analysis use of human resources, swot analysis and depth interview methods, summarized conclusions. the seven concl

3、usions:(1)good theoretical system of dolphins, can enhance job performance.(2)the theory of system enables enterprises to use dolphins get the best interest of organizational performance.(3)employee performance and job performance will vary due to salary level.(4)pay dividend policy was a positive c

4、orrelation with organizational performance.(5)education level may determine the amount of salary, thus effectively retain and attract talent.(6)staff performance will vary because of the work environment.(7)the development of compensation strategy needs due to staff changes.keywords：human resources,

5、 staff salaries, multinational corporations.introductionin human resources management system, the pay structure is a very important part, because it directly affect the business and working relationships among employees, and pay the driving force can effectively motivate employees so that employees

6、are more challenging attitude, to achieve the company's strategic human resource planning and career goals (zheng.,2002). many companies underestimated the complexity of international operations, and some studies finding that: the internationalization of business failure may be the main reason o

7、f poor management or poor management of human resources, human resources management which can be learned of the business in terms of how important (young political science, 2005). with the evolution trend of the times, the new employment relationship has gradually changed, the company employs, pay a

8、ttention to the treatment will be able to attract reasonable talent, but the competition faced by enterprises today, not only in goods or services market, the other face in the labor market to raise before, leaving only the competition, the pressure is not lower than the former, then the new equalit

9、y, partnership gradually replace the former employment relationship, and many companies realize that, "man" has become the most important assets. promote and maintain good labor relations is very important, in order to provide better employee benefits to attract talented people to enter an

10、d retain qualified personnel, many companies are betting a lot of money in this regard. therefore, the employee benefits satisfaction and harmonious relations between employers and employees on employee productivity and enhance the competitiveness of enterprises, have a great impact (ming,2007).to b

11、usinesses, want to pay the expenses system can yield benefits, compensation and benefits to the enterprise can have positive effects on organizational performance in the depressed economic environment, enterprises should pay how to rethink the system of management. also, how sustained high growth an

12、d profitability, even through organizational change to implement business strategies, and all head of human resources executives to pay attention to the issues (clement hill, 2004). therefore, enterprises pay system to the future by attracting, hiring, retaining office, motivating employees to impro

13、ve employee performance, and then improve organizational performance; the other hand, if by compensation system to control the business of the artificial cost, is an enterprise must face the issue. and how to pay system design through the creation of labors future win-win situation, it is more urgen

14、t human resource management efforts of the target.literature reviewpay implicationsthe purpose of the work each person is to get the reward, while employers pay employees in exchange for contributions to the work and dedication to the treatment given to the employees want, and more incentive to indu

15、ce employees and an important tool for employee motivation. the so-called pay is compensation paid for salaries of employees, organizations use employee compensation system to affect behavior, and achieve organizational goals (armstrong & murlis,1994). robbins (2001) to pay compensation is divid

16、ed into two kinds of internal and external compensation. internal salary: refers to the personal satisfaction gained in the work; external salary: is the organization to give employees a tangible reward, the nature of salary can be divided into direct and indirect wages and salaries of non-financial

17、 categories, rather than financial remuneration: for example, the improvement of working conditions, hours of work adjustment and sense of achievement and promotion prospects. bergmann & scarpello (2002) proposed remuneration consists mainly of four parts: 1. wages or salary: although these two

18、concepts are entirely a different meaning, but the significance of the means are available to employees fixed remuneration; 2. employee benefits: help employees obtained indirectly by the employer and the cyclical nature of monetary incentives, such as: pension funds, insurance funds, paid vacation,

19、 etc.; 3.nonrecurring financial rewards: means the person can get from the work of the pecuniary reward, provided that the company must have a primary surplus of production, only to be allocated to employees as an additional bonus such as: profit sharing or the balance of gain-sharing system. 4. of

20、non-monetary reward: use of non-financial way by rewards given to employees, such as: company reputation, a sense of self-realization, self-control flu. milkovich & newman (2002) that the pay is organizations and individuals have an employment relationship exists, the employees received any form

21、 of compensation, including:-financial rewards, tangible services and welfare. wang b. s.(2007) that the current reward employees generally provide tools for four, 1. fixed salary: to refer to the position in the market value of the others, including monthly payment, duties and 14 months of salary i

22、ncreases to the water; 2. changes in bonus: with the performance, output related. unsurpassed by the high bonuses, but do not be no; 3. long-term reward: it is usually tied to more than one year, after which the greatest impact bonus expense; 4. employee benefits: tax issues can be taken into accoun

23、t, proposed more tax advantages than cash welfare support(martocchio,2000；tsai h.,2002).(a) equity theory1963 by adam's proposed, also known as social comparison theory. adams, inspired by the idea of the factor of people from the comparisons between the mentality of social comparisons. he belie

24、ves that each person put themselves and others, between the remuneration of the results obtained will be compared with each other and maintain a balance and fairness. this satisfaction is dependent on his staff received their rewards from their work on the fairness of the workplace may be paid. refe

25、rs to the so-called employee to work to pay the investment of effort, time, quality and effectiveness of the work, giving the staff of the returns from work, all costs, such as salaries, bonuses, respect and affirmation of superiors and other requirements contained in the five level of satisfaction,

26、 but the result compared with each other is through a non-rational assessment process. equity theory for comparison may be their colleagues, close family, friends or other companies who engaged in the same position and so on, based on sensory perception compared the results to adjust their work beha

27、vior attitude to seek a fair balance, so that divided by the input about their own pay compensation when divided by the input of others (yangwan, zhang, hui, liao wanru, & liu,2004)(b) expectancy theoryexpect the focus not only on the theory of work motivation main reason for individual employee

28、s, but also means that individuals are willing to work toward and sustainability, but also covers an element of the environmental side. to achieve the desired objectives, the organization must be able to ignite the enthusiasm of the staff work to encourage their employees to further stimulate the pe

29、rformance behavior of employees to bring a positive influence towards the desired direction the organization ( milkovich & newman,2002) and trigger staff motivation is the expected reward for the event.salary motivation effectthe incentives are: level of effect intensity, persistence, the princi

30、ple of achieving organizational direction, and the needs. effort was motivated staff will work hard; continuity is sustained person, regardless of the existence of obstacles, they will strive to maintain the highest standards. however, incentive, compensation and benefits must be matched with the pe

31、rformance of employees. therefore, staff motivation and incentives can bring loyalty, devotion, the concept of value of business operations, enterprise performance and success rate. over the years many companies the incentive to incentive programs as the core operation of enterprises, because of hig

32、h labor costs, competitive market, low-technology development and product-market bottlenecks. incentive pay directly to the staff's salaries are based on the contribution of corporate performance, and its purpose is to promote the employee with " ownership " will work on the concept an

33、d work to improve the method and direction of staff efforts and job performance. furthermore, motivation theory also pointed out (ni dragon,2005) the behavior of employees will tend to have access to meet the direction, that is, the pursuit of a reward employees, by employees perceived rewards to in

34、fluence behavior, no matter what company issued bonus, employees would be interested in rewards that they do respond.pay system and the relationship between job performanceif you want a high performance organization, we must analyze the factors that affect job performance. in the kun wei (2004)study

35、, found that the performance and organization to have a positive relationship between financial rewards, which referred to the incentive of money, including fixed salary, short-term bonus and long-term bonus of three parts, and this is paid the sum of the three. latham, g.p.(2006) that good performa

36、nce can lead to rewards, and then lead to satisfaction, therefore, whether the staff received salary met, not, as generally thought that can lead to performance, otherwise pay by the cognitive performance of the meet for us.methodresearch methodsin this study, the spindle-related research thinking,

37、the use of literature analysis, collection of the relevant theory and related literature, to collate and understand the concepts and theories of research topics, and practical monograph on the true depth of meaning; second, research with practical needs, lock, " johnson employees" to depth

38、 interviews, interviews of subjects and research in collecting primary data needed, and pay system for the use of this company, more in depth.research frameworkthis study attempts to interview of johnson health tech company employees or executives to explore the incentive effects, organizational per

39、formance, the impact of pay method, analysis verified the pay structure competitive with internal and external equity and pay management procedures non-financial performance of the employee productivity, employee morale and turnover caused by the impact of organizational behavior, employee productiv

40、ity and morale by enhancing and thus the impact on financial performance, and the above three dimensions influence each other, as high-end provider of enterprise charge of the development incentive effect, the reference compensation strategy to promote the implementation of the various departments t

41、o achieve business plan objectives, to improve the company's overall competitiveness.(figure.1) incentive effect1.effort 2.continuous 3. requirementsorganizational performance1.financialperformance2.non-financial performancepay waycompensation designcompensation manager1.salary levels2.changes i

42、n the proportion of salary3.performance based payment1.pay the confidentiality of information2.in compensation managementfigure 1 research frameworkanalysis and discussionrapid changes in the industry and the impact of internationalization, taiwan manufacturers have to make the best use of the marke

43、ting industry to improve competitiveness and value creation of its enterprise. this section is divided into three parts, the first to explore the advantages and disadvantages of the secretary johnson company, and how to make the opportunity and then rose up. the second part of the existing system of

44、 incentives johnson company. johnson is the third part of the implementation of a good reward system, and human resources with the five forces model, that is, push, pull, control, pressure and stress, the combination of both to each other and can play a significant benefit. (a) swot analysiscan gras

45、p the advantages of aspects of own brand, will be able to operate with autonomy and higher operating profit, and has a strong lineup of international r & d team to quickly develop products, and high-quality, low-cost manufacturing capabilities. therefore, to gain a leading market position and qu

46、ality assurance. to customers through the store and then the normal channels of communication and information feedback to the company, to johnson for the products in the manufacturing, research and development, closer to the customer and market needs. in disadvantaged areas, the family, fitness equi

47、pment is not very important necessities, there is no need to be there, so the market areas are not like other industries with high growth potential or as a great market potential. and the product will have a maintenance guarantee period or a long durability in the short run there will be no replacem

48、ent necessary. the opportunities, product features the company itself has a good emphasis on manufacturing capacity, so the products are quite durable and complete specifications. however, european and american sports equipment market is mature, in addition to attention to appearance, specifications

49、, still takes the product's name, resulting in a lower acceptance of this product. in asia, the asian demand for health equipment products are somewhat practical and durable, for the high acceptance of the brand products, so in terms of johnson company in taiwan's development as a great oppo

50、rtunity. finally, threats, icon is a global fitness equipment sales accounted for the largest, while the taiwan company proxy icon display in order to seize the machine, free machine to the dealer, as one of the strategies to seize the taiwan market. and because joe hill has up to four brands, with

51、market relative to the resources to do by the adjustment of the separation, compared with the other specializes in a specific market segment rivals, there may be competitive rivals break down(table 1.). table 1. swot analysisstrengthweakness1. master brand with higher operating profit and operating

52、autonomy.2. a strong lineup of international r & d team.3. product development quickly.4. high-quality, low-cost manufacturing capabilities.5. the best management.6.vertical integration of information through the store and provide direct feedback to improve products, fast service.1. fitness equi

53、pment non-essentials.2. fitness equipment is durable.opportunitythreats1. has production and sales advantage.2. taiwan's leisure activities change, and the government advocated.3. the same industry into an opportunity.4. johnson high market acceptance in taiwan.1. the world's first fitness e

54、quipment "icon", to seize taiwan.2. resources scattered.3. major environmental problems. source: self-finishing.(b) reward / penalty system analysisperformance awards is to promote the staff to continue forward momentum, while ensuring the implementation of effective remedies. reward syste

55、m can successfully lead the company as a whole execution, so that more people are willing to work hard for the enterprise, the enterprise is more sense of identity, and produce good cycle has continued to improve individual and team performance; not when the reward system is not only an incentive ef

56、fect, may also be because it is not practical, shall not operate to affect the implementation of incentives to become members of anti-execution. therefore , the leader in the development of strategies within the organization will need to think about the reward system to ensure that the effect can be

57、 an incentive to improve execution. when that execution is poor, to see whether the reward system within the enterprise still has the incentive, if the failure to be re-amended, the only reasonable incentives to motivate members of the pursuit of higher performance. a little more thinking, more empl

58、oyee involvement, and a little more carefully, we can develop the best corporate incentive programs to improve the effectiveness of organizations to implement, to avoid the case of poor execution. (table 2) table 2. award / penalty systemrewardsfinesystem(a) to build a temple theory (b) dolphin theo

59、ry (c) red list system opendefinitionfunded by the establishment of our company, hire professional managers to the local public when the temple, and give them an excellent reward conditions for the general manager of american brands can cause as their own business to run.watch spectacular dolphin show, and realized that if the reward through the fish, allowing the dolphins towards planning objectives perfection, once the crisis is over, give rewar