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IIIIIIIIVAenpiricalstudyontherelationshipbetweentheperceptionofCompensationSystem,LeadershipStyleandtheOrganizationalCommitmenttotheChinaemployeesworkingintheTaiwanenterprisesinChina.AbstractItisatrendthatmoreandmoreTaiwanbusinessmentoinvestinMainlandChinaforthereasonofthelow-paylaborforceandopenpolicyfromtheChinagovernment.ThedegreeofperceptionofcompensationsystemandtheleadershipstyletotheChinaemployeesworkingintheTaiwanenterprisesinChinahasgreatinfluencetotheenhancementoftheretentionrateandthemoraleofthewellperformedemployeesinacompany,andtheincrementofthequalityoftheperformance.Thisresearchisbasedonthe327copiesofthequestionnairescollectedfromtheTaiwanenterprises,focusedonthevariablesoftheperceptionofthe“CompensationSystem”andthe“LeadershipStyle”,anddidthestatisticalanalysistogettheresultfromtheenpiricalstudy.Thefollowingarethesummaryoftheresearch:1.Theemployeeswithdifferentgenericswillhavesignificantdifferenceineachdimensionoftheperceptionofthe“CompensationSystem”,“LeadershipStyle”andthe“OrganizationalCommitment”.2.Ithassignificantlyaffecttothe“OrganizationalCommitment”indifferentdegreeofeachdimensionoftheperceptionofthe“CompensationSystem”.3.Different“PerceptionofLeadershipStyle”hasthesignificantlyaffecttothedegreeof“OrganizationalCommitment”.4.Thevariableofdifferentbackgroundoftheemployeehasthesignificantlyaffectinthe“PerceptionofCompensationSystem”andthe“PerceptionofLeadershipStyle”tothedegreeof“OrganizationalCommitment”.VBasedontheaboveresult,theresearcherhasthefollowingsuggestionstoABCCompany:1.Paycloseattentiontothedegreeoftheperceptionofthecompensationsystemthattheemployeeshave,anddesignthecompletecompensationsystem.2.Setupfairandreasonablepromotionsystemthatshouldbeevaluatedbydynamicperformanceevaluation.3.Providethereasonablerewardtotheemployeesthroughperformanceevaluationsysteminadditionofreasonablecompensationsystem,andbuildupthecorrectconcepttotheemployeesthatthemoreeffortthemoregain.4.Motivemanagementtoadjustleadershipstylebasedondifferentmissionsandworkenvironment.5.Setupretentionplanandthecareerplanfortheemployees.6.Astothehigh-educatedemployees,thedesignoftheirjobsshouldbemorechallenging,flexibleandself-decisive.7.Setuptheeducationandtrainingplanforthepurposeofreinforcingtheteamcohesivenessandawareness.8.TheTaiwanstaffshouldbepositivelytogetinvolvedinthedailylifeoftheChinacolleagues,forthepurposeofmaintainingthehealthyorganizationalatmosphere.Ingeneral,theyneedtoenhancethedegreeofChinaemployees’organizationalcommitment,inordertogetthebestmanagementeffectivenessandachievethegoalofthebusinessmanagement.Keywords:Chinaemployees,compensationsystem,theperceptionofcompensationsystem,leadershipstyle,theperceptionofleadershipstyle,theorganizationalcommitment.VIVIIVIIIMilk&Newman1197023456789v10111213141516171819(b)(a)a=babab202122232425262728293031323334351.2.3.4.3637383940414243444546ÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛ47ÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛÛ48495051525354555657585960616263646566676869707172737475767778793.ABC8081828384858687881.Adams,J.S.(1988).Amesicancompensationassociationposition,PaperonprinciplesofExecutivepayprogram,InC.H.Fay&R.W.Beatty(eds.),TheCompensationSourcesbook,pp.317-315.,Amherst,Mass.:HumanResourcedevelopmentPress.2.Anthony,Ryden.W,p.,PerrewePamelaL.&KacmarKMichele(1993),StrategicHumanResourceManagement,TheDrydenPress.3.Angle,H.L.&Perry,J.L.(1981).Anemoiricalassessmentoforganizationalcommitmentandorganizationaleffectiveness,AdministrativeScienceQuarterly,26,pp.1-14.4.Blake,R,R.,&Mouton,J.S.(1964).ThemanagerialGrid.Houston:Gulf.5.Etzioni,A(1961),BasicHumanNeeds:AlienationandInauthenticity.AmericanSociologicalReview.Vol.33,pp.870-885.6.Dessler,Grav(1988),PersonnelManagement(4thed.),EnglewoodCliffs,N.L:PrenticeHall,INC.7.Fiedler,F.E.(1967).ATheoryofleadershipeffectiveness.NewYork:McGraw-Hill.8.Ferris,K.R.&Aranya,N.A(1983),ComparisonoftwoOrganizationalCommitmentScales.PersonnelPsychology.Vol.36,pp.87-99.9.GomezMejia&L.R.BalkinD,B.,(1992),CompensationOrganizationStrategy,AndFirmPerformace,Ohio:SouthWesternPublishingCo.10.Hersey,P.,&Blanchard,K.H.(1969).Lifecycletheoryofleadship.TrainingandDevelopmentJournal,23(2),pp.26-34.11.Hellriegel,Slocum&Woodman,(1989),OrganizationBehavior,5th,St.Paul:WestPublishingCompany,pp.63.12.House,R.J.(1971).Apath-goaltheoryofleadereffectiveness.Apath-goaltheoryofleadereffectiveness.AdministrativeScienceQuarterly,16,pp.321-339.13.HofstedeG(1980)Cultur’sconsequences:Internationaldifferencesinwork-relatedvalues.BusinessAnnualMeeting.SanFrancisco.8914.Hughes,RobertJ.&Kapoor,Jack.R.,(1989),Business,HoughtonMifflinCompany.15.Hulin,C.L.&Smith,P.C.(1964).Sexdifferencesinjobsatisfaction,JournalofAppliedpsychology,48,pp.88-92.16.Koh,W.L.,Richard,M.&Terberg,J.R.(1995),TheEffectsofTransformationalLeadershiponTeacherAttitudesandStudentPerformanceinSingapore.JournalofOrganizationalBehavior,16.17.KatzD.&R.L.Kahn,(1978)TheSocialPsychologyOfOrganization.18.Lawer,E.E.&Porter,D.W.(1967).Theeffectofperformanceonsatisfaction,IndustrialRelations,7,23.19.Lawler,EdwardE.III.(1