How The Pay Structure And Pay Inequality Affects Job Satisfaction & Performance In Chinese Organizations (Paper #2) (Dissertation Sample)

HOW THE PAY STRUCTURE AND PAY INEQUITY AFFECT JOB SATISFACTION AND PERFORMANCE IN CHINESE ORGANIZATIONS?
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Fall: 2014
Executive Summary
The purpose of the study is to determine how pay structure and pay inequity affect job satisfaction and performance in Chinese organizations. However, this would be based on consideration of ten entrepreneurship organisations in China. It is important to state that employee job satisfaction and rewards are essential considerations in the service delivery sector globally. The main factors that could be viewed differently are based on cultural consideration and a country’s level of economic development. It would be imperative that satisfied employees would strive hard to realise customer satisfaction as well. However, when employees are less motivated, there would be chances that they work towards a common goal. This implies that organisations should strive to enhance employee motivation in the quest to accomplish predetermined objectives. Rewards and job satisfaction are inseparable; research indicated that, for employees to satisfactorily accomplish the organisation’s objectives, goals and aims, it is important to motivate them. Ten entrepreneurship organisations were interviewed so that a realistic perception would be achieved. According to employee responses, research paper indicated that motivated employees were easily detected through interview responses. The same could also happen to the consumers and potential organization’s customers. When employees serve the clients with unwilling hearts, the same unmotivated picture would be inevitable.
According to study findings and hypotheses, it was evident that job rewards positively impacted employee performance. The different organisations have distinct approaches to award their employees, based on employee behavior and determination of respective approaches that could enhance employee motivation, organisations are supposed to derive the best approach to deal with its employees. Conversely, it is not supposed to taken for granted as a general term that employees have to be remunerated. To some extent, research indicated that payment of considerable salaries and within specific time frames could be used as motivating facts. Many people work with mindset on the exact paydays so that they would be able to solve their issues within their households accordingly. Delays or unpredictable may process was evidenced to cause employee demoralization. However, the report entails introductory part that is concerned with derivation of the meaning and importance of compensation, employee motivation, research rationale and objectives respectively. In addition, the second part of the report; literature review illustrates the main back group of the research subject, its contents and how well it would be investigated. In our case, the second chapter, much information about employee motivation would be handled. For example, the consideration and definition of base salary, how the salary impacts employee work output. Overtime payments (OT) will also be covered. There are many employees who often derive pleasure to work for overtime pays, such employees should be well monitored by the organisation so that surety may be derived on what could be done to enhance their positive perception towards their jobs.
Other motivational factors include bonus pays. But, bonus pay does not consider cost of achieving the same. Hence it would be considered in the report that organisations are supposed to invest much in the motivational aspects of employee satisfaction so that they achieve much. Conversely, benefits would also be included in the motivational facets. The report would elucidate on the types of benefits which are mainly divided into two; allowances and work-life balance. However, allowances refer to monetary incentives while the work-life balance include but not limited to time-offs and leaves. Some organisations accord employees paid work-life balance while others do not. But it is important that organisations should embrace perception of work-life balance. It enhances employee success since allocated time could be used effectively to settle domestic issues.
The report would indicate the reasons as to why the research study considered qualitative techniques in rather than quantitative techniques although in many cases the two could be applicable at the same time. This is the third chapter of the report. Sampling process involved were limited to random sampling (stratified random sampling method) and non-probabilistic random sampling (Convenience Sampling). SPSS (Statistical Package for Social Science (SPSS) was used in effectively analysing collected data to derive prudent and realistic research outcome. It was appreciable to learn that research outcome conformed to electronic and online information on similar research subject within Chinese organisations. However, report illustrate that data collection processes were accomplished through individual interviews; this process entailed interview questions design so that realistic and direct employee reactions could be monitored to derive an overall view about their perception in regard to pay structure and equality in enhancing employee motivation among ten selected entrepreneurship organisations in China.
The fourth chapter of the report contains findings and analysis on how pay structure and pay inequity affect job satisfaction and performance in Chinese organizations. This created a better perception of cultural consideration of the Chinese entrepreneurial organisations and how their respective pay structures and pay inequality affect employee performance and job satisfaction respectively in the Chinese organisations. Finally, a conclusion and recommendations about the research subject wind up the report. This vehemently predicts and recommends approaches that could be adopted to increase employee job satisfaction which corresponds to work output passé. It would be recommended that Chinese based entrepreneurship organisations take the research outcome positively so that they would devise a method of correcting their mistakes so that organisations would achieve their best leading to positive economic growth in the East.
Acknowledgement
I thank God for the gift of life during the accomplishment of the reports. However, much appreciation goes to my parents and entire family for moral, psychological, physical and financial support during the process. I appreciate efforts and guidance from my lecturers and supervisors, and finally to any other person who participated in one way or the other towards the noble goal, be blessed.
Declaration
I declare that this dissertation report is my original work and has not been presented to any other examination body or University for any other award. No part of this dissertation report should be reproduced without my consent or that of the ………….. University.
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This work has been submitted by the review with my approval as University supervisor.
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Table of Contents
 TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc396155015"
Executive Summary  PAGEREF _Toc396155015 \h
i
 HYPERLINK \l "_Toc396155019"
Acknowledgement  PAGEREF _Toc396155019 \h
v
 HYPERLINK \l "_Toc396155020"
Declaration  PAGEREF _Toc396155020 \h
vi
1.0  HYPERLINK \l "_Toc396155022"
CHAPTER ONE  PAGEREF _Toc396155022 \h
1
 HYPERLINK \l "_Toc396155023"
Introduction  PAGEREF _Toc396155023 \h
1
 HYPERLINK \l "_Toc396155024"
Background  PAGEREF _Toc396155024 \h
1
 HYPERLINK \l "_Toc396155025"
Research Rationale  PAGEREF _Toc396155025 \h
3
 HYPERLINK \l "_Toc396155026"
Research Aims  PAGEREF _Toc396155026 \h
4
 HYPERLINK \l "_Toc396155027"
Research Objectives  PAGEREF _Toc396155027 \h
4
 HYPERLINK \l "_Toc396155028"
Research Questions  PAGEREF _Toc396155028 \h
5
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Structure of the Dissertation  PAGEREF _Toc396155029 \h
5
 HYPERLINK \l "_Toc396155030"
2.0 CHAPTER TWO  PAGEREF _Toc396155030 \h
7
 HYPERLINK \l "_Toc396155031"
2.1 Literature Review  PAGEREF _Toc396155031 \h
7
 HYPERLINK \l "_Toc396155032"
Definition of Job Satisfaction  PAGEREF _Toc396155032 \h
8
 HYPERLINK \l "_Toc396155033"
Importance of Job Satisfaction in an Organization  PAGEREF _Toc396155033 \h
9
 HYPERLINK \l "_Toc396155036"
Definition of Compensation  PAGEREF _Toc396155036 \h
11
 HYPERLINK \l "_Toc396155040"
Base-Salary  PAGEREF _Toc396155040 \h
12
 HYPERLINK \l "_Toc396155041"
Overtime Pay (OT)  PAGEREF _Toc396155041 \h
13
 HYPERLINK \l "_Toc396155044"
Bonus  PAGEREF _Toc396155044 \h
14
 HYPERLINK \l "_Toc396155045"
Definition of Benefits  PAGEREF _Toc396155045 \h
14
 HYPERLINK \l "_Toc396155046"
The t...