Effects Of Merit Pay On Employees’ Job Performance In Major Sports Venue

The current implementation of performance pay system in Chinese major sports venues is still at the primary stage. This paper, through questionnaires, interviews and other research surveys, takes employee perception of performance pay, Job performance and pay Satisfaction in Hongshan Sports Center as a research object. The result shows that:The number ratio of employees who is not satisfied with the welfare level is 83.9%;The number ratio of employees who is not satisfied with the salary level is 80.6%;The external employees’number ratio of people who is not satisfied with the pay level, welfare level and salary increases is higher than the full-time employees’; The highest number ratio of people who is not satisfied with the salary increases, salary management and welfare level is professional and technical employees; The highest number ratio of people who is not satisfied with the salary level is ground workers.;The employees’perception of performance pay system and pay satisfaction is not high, but their perception of job performance is high; The perception of performance pay positively impact pay level satisfaction and negatively impact learning performance; Their salary increases satisfaction positively impact job performance, welfare level satisfaction negatively impact contextual performance and task performance; Level position positively impact leaning performance and age positively impact innovation performance.The reason why performance pay system in Chinese major sports venues is ineffective is because that:personal management’s rights and responsibilities is blur, the design of performance-based pay system is unscientific, salary distribution does not match with job performance, management level is not high, their organizational culture is hard to change. On the basis of analyzing the problems,it puts forward some advices such as improving venues’ legal environment, confirming government and venues’ contractual relationship , transferring government’s responsibities of performance evaluation to the non-profit organizations, implementing employee ID’s double track system and hiring a professional institutions to establish performance appraisal system.