Research On Employee Total Rewards Perceptions, Engagement And Job Performance Of Non-state-owned Enterprises

With the development of economy and the continuous deepening of system reform, thenon-state-owned enterprises have become main boost organizations to absorb the agriculturallabor forces, transformed dual economic structure, and realized rural industrialization andurbanization in China. But in recent years, with the population dividend graduallydisappearing and the change of economic environment, profit-modal of pattern of long-termsurvival and development of the non-state-owned enterprises--based on low-wage-competitive advantage, has been challenged: recruitment difficulties, labor relations issues,employee job satisfaction, continuous declining of employment, the labor productivitytrending to the world low level. This means that, at present, Chinese low labor remunerationextensive management of "big-stick-way" has been a failure. Thus, how to give full play tothe incentive functions of the rewards, improve employee job satisfaction, inspire employeework motivation, and then promote employee engagement and job performance, and theimplementation of human resource performance management, all these become practicalproblems that we must face and solve. Existed researches are mainly to explore the influencesof total rewards of the individual’s attitude and behaviors in a specific types of rewards, rarelyto explore the employees’ demand-oriented of total rewards system of non-state-ownedenterprises in China, it weakens the overall rewards incentive function. As such, at the sameeffective use of tools, artificial cost, in order to provide theoretical guidance, enhance thehuman resource effectiveness and employee well-being of the non-state-owned enterprises inChina, the study makes a systematic investigation on antecedents of the relationships amongthe total rewards system, employee job satisfaction, employee engagement and jobperformance, to enrich the research on the related in the field of China’s non-state-ownedenterprises, to help solve problems of the "laborshortage" and employee motivation, so as torealize economic and social development in the new normal way, to continuously promote industrialization, urbanization and agricultural modernization, information. All these are ofgreat theoretical value and realistic significance.This paper constructs the relationship model of total rewards for employeesdemand-oriented perception, job satisfaction, engagement, person-job feature matching andjob performance by following the classical research frame ofCognition-attitude-behavior-result in psychology and introducing the theory ofperson-organization fit；and then uses the modern motivation theory, social exchange theory,conservation of resources theory and self-determination theory etc, and conclusions that hasbeen drawn from the empirical studies to deduce the relation assumption among the variablesin the model; questionnaire survey methods were adopted to get565valid data of149ofnon-state-owned enterprises of25provinces and autonomous regions nationwide. Based onthe survey data and the investigation of total rewards dimension structure of non-state-ownedenterprises, this study uses the methods of regression analysis and structural equation modelto test the relationship between the model and the hypotheses proposed. According to theresults of empirical test, the paper reaches conclusions and proposes, implementing employeedemand oriented efficiency of the management of people under the driven of totalcompensation strategy, and some operable reward management countermeasures aboutimproving the overall train of thought of reward incentive efficiency and giving full play tohuman resource management effectiveness of non-state-owned enterprises in China. Theinnovations of this paper are summarized in the following five aspects:First, the paper identifies the structure and dimensions of employee total rewards innon-state-owned enterprises. The matching demands of total rewards of employees ofnon-state-owned enterprises in China can be divided into six dimensions, namely,compensation, benefits, working conditions, occupation development, autonomy&recognition and work relations, on the basis of total rewards perception developsmeasurement scale, the scale has good reliability and validity. This result enriches the research results of total rewards in China, provides analysis basis for the follow-up study oftotal rewards.Second, the paper makes a comprehensive analysis for the effects of demographicstatistic characteristics of the employees in non-state-owned enterprises toward the jobsatisfaction, employee engagement, total reward perception, work performance.(1) Whatperception of the rural household registration staff on the benefits and working conditionsexhibits the engagement was significantly lower than that of city household registration staff.(2) Task performance and learning performance of female was higher than male.(3)Unmarried staff learning performance is significantly higher than married employees.(4) Thecompensation perception, benefits perception, occupation development perception, and theperson-job feature matching, job satisfaction, engagement and learning performance foremployees in non-state-owned enterprises will show the trend from rise to decline, theaverage value will be on the top during the age from25to29.(5)Benefits perception,working conditions perception, learning performance will increase according to educationaldegree and occupation career perception, person-job feature matching and job satisfactionwill show the trend from rise to fall, undergraduate employees are the top;(6) Externalreward perceptions such as compensation perception, benefit perception and workingconditions perception will increase with the prolongation of working years, engagement,relationship performance show the trend from rise to fall, employees working for5to10years are the top. These conclusions provide the theory basis for non-state-owned enterprisesto implement people-oriented self-help type elastic compensation system and flexible humanresources policy.Third, the paper explores the conduct system of engagement to total rewards perception,job satisfaction and job performance. Engagement plays full intermediary role between thetotal rewards perception, job satisfaction and job performance. This conclusion reveals thetotal rewards perception and job satisfaction through the conduction mechanism engagementaffecting work performance, not only provides a new approach to the mechanism of reward, also has the theoretical construction of meaning about deepening of process of rewardeffectiveness, and opened black box on the satisfaction and engagement of the secondgeneration of total rewards model in the mechanism in the WorldatWork, makes clear theformation of causal relations of the "happy employees is the staff of the high efficiency ",provides the strongest evidence to solve the argument on the relationship between satisfactionand performance of the existing literature. At the same time that, in China’s situation, jobsatisfaction is the basis of employee engagement, job satisfaction transforming to the jobperformance also depends on the catalytic of professional behavior.Fourth, the paper demonstrates the effective mechanism of total rewards perception tojob satisfaction, engagement and job performance. the six dimensions of total rewards foremployee job satisfaction, engagement and job performance have significant positivecorrelation, but there are different functional degrees.(1) The significant factors influencingsatisfaction first is compensation perception, then in turn, is autonomous&recognitionperception, working relationships perception, career development perception and workingconditions perception. But benefits perception has no significant positive influence. Thisindicates that in terms of the staff of non-state-owned enterprises in China, motivating factorsinclude high-level needs, also lower needs.(2) Working relationships perception and careerdevelopment perception have significant impact on engagement and working performance.Four elements of compensation perception, benefits perception, working conditionsperception and autonomy&recognition perception are significantly positively related to jobperformance and engagement, and but the effect is not significant. These show that only thosewhich meet the internal demands of employees, the reward will form the intrinsic motivation,facilitate work behavior and performance.(3) Comprehensively considering the influence ofdemographic variables and total rewards of various factors on employee attitudes andbehavior, found that employee engagement, to a large extent by the acquired training.Non-state-owned enterprises, in constrained situation of the labor cost, not only byoptimizing the combination of various payment factors, at the same time, improves employee satisfaction, employee engagement and job performance, but also can fully play the role ofintrinsic motivation through occupation development perception and working relationshipperception between two kinds of rewards, promotion satisfaction into engagement, achieves aharmonious and win-win both sides of labor and capital. The above conclusions fromattention and meeting the demands of staff from the perspective of comprehensiveconsideration of the incentive effect of compensate factors, not only develop thecross-cultural application of Herzberg’s two-factor theory, and further expand the researchcategory of total rewards, engagement, and job performance.Fifth, the paper identifies the adjustment functions of person-job feature matchingtoward total rewards perception to job satisfaction and total rewards perception toengagement. Person-job feature matching not only has a significant positive effect onemployee attitudes, behavior and outcome variables, but also have a regulatory role in theoverall relationships between the total rewards and satisfaction, total rewards and engagement.That is, as person-job feature matching degree of the staff increases, the positiveeffectiveness of four kinds of reward factors of benefits perception, working conditionsperception, occupation development perception and working relationship perception onemployee job satisfaction is stronger. Positive effectiveness of three kinds of compensatefactors of the compensation perception, working conditions perception and the workingrelationship perception on employee engagement is stronger. This research focuses on thecontext of total rewards study, dialyzes on boundary conditions of the relationships amongthe various factors of job satisfaction and engagement; also reveals the employee’s behaviorinfluenced by the surrounding environment and personal interactions with the environmentfactors, which, to a large extent, makes up for the lack of testing study on moderation effectof human and environment.