Effect of corporate compensation design on organizational performance

Chich-Jen Shieh1
1Chang Jung Christian University, Taiwan
Cite this article:  Shieh, C.-J. (2008). Effect of corporate compensation design on organizational performance. Social Behavior and Personality: An international journal, 36(6), 827-840.

Volume 36 Issue 6 | e1757 | Published: July 2008 | DOI: https://doi.org/10.2224/sbp.2008.36.6.827

Abstract
Full Text
References
Tables and Figures
Acknowledgements
Author Contact

Through 800 valid questionnaires collected from the directors, managers and staff of 600 Taiwanese businesses in Taicang City, a representative mainland Chinese city densely invested in by Taiwanese businessmen, the study was to detect the relations between the three variables of corporate compensation design (the independent variable), mental motivation (the adjustment variable) and organizational performance (the dependent variable). Moreover, the effect of mental motivation on the relation between corporate compensation design and organizational performance was further studied and findings are discussed.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.