企業(yè)員工福利外文翻譯文獻(xiàn)

企業(yè)員工福利外文翻譯文獻(xiàn)(文檔含中英文對(duì)照即英文原文和中文翻譯)譯文：西方企業(yè)員工福利滿意度研究述評(píng)摘要：近年來，西方企業(yè)管理學(xué)界越來越重視員X-福利滿意度理論研究，因?yàn)閱T工的福利滿意度會(huì)直接影響他們的工作態(tài)度、工作行為與企業(yè)經(jīng)營(yíng)管理工作的效果。本文概述了西方企業(yè)員工福利滿意度理論研究的現(xiàn)狀，并根據(jù)組織公平理論和雙因素理論，探討福利管理決策公平與不同類型的福利對(duì)員工滿意度的影響，最后為我國(guó)企業(yè)加強(qiáng)福利管理工作提出了若干建議。關(guān)鍵詞：福利；滿意度；組織公平；雙因素理論一、企業(yè)福利政策的發(fā)展趨勢(shì)福利是員工薪酬的一個(gè)重要組成部分。近年來，越來越多的企業(yè)為員工提供良好的福利待遇，以便吸引、激勵(lì)并留住優(yōu)秀員工。企業(yè)的福利政策出現(xiàn)了以下發(fā)展趨勢(shì)：(1)福利在員工薪酬組合中的比重增大，企業(yè)支付的福利費(fèi)用大幅增加。員工也必須承擔(dān)部分福利費(fèi)用。企業(yè)以往為員工免費(fèi)提供所有福利。目前，許多員工必須承擔(dān)部分醫(yī)療保險(xiǎn)、養(yǎng)老保險(xiǎn)費(fèi)用。(3)企業(yè)的福利制度越來越復(fù)雜，福利形式越來越多樣化，管理人員需要花費(fèi)更多的時(shí)間與精力來從事員工福利制度設(shè)計(jì)與管理工作。許多企業(yè)在制定與實(shí)施福利制度時(shí)較少考慮員工的反應(yīng)。例如，有些企業(yè)為了降低福利費(fèi)用，采用靈活的福利制度，或?qū)⒉糠指＠芾砉ぷ魍獍o其他公司，而不考慮員工是否滿意。許多歐美學(xué)者認(rèn)為，企業(yè)管理人員在制定與實(shí)施福利制度時(shí)必須考慮員工的反應(yīng)。他們的實(shí)證研究表明，員工對(duì)福利的滿意度會(huì)直接影響企業(yè)福利制度的效果。二、員工福利滿意度理論研究概述20世紀(jì)60年代以來，西方企業(yè)管理學(xué)界對(duì)員工薪酬理論進(jìn)行了大量的研究。然而，企業(yè)管理學(xué)者卻較少研究員工福利理論。在現(xiàn)有文獻(xiàn)中，歐美學(xué)者主要從福利的激勵(lì)作用、員工對(duì)福利計(jì)劃的理解和偏好、福利與員工薪酬滿意度的關(guān)系、員工的福利滿意度等方面研究員工福利理論。美國(guó)學(xué)者威盛頓(BartonI。.Weathington)和坦切克(I。oisE.Tetrick)指出，企業(yè)管理學(xué)界在員工福利這個(gè)領(lǐng)域的研究成果存在以下不足：(1)許多學(xué)者實(shí)際上是研究員工的薪酬滿意度或工作滿意度，而不是研究員工的福利；(2)大多數(shù)學(xué)者只研究福利對(duì)員工的影響，卻忽視各類福利對(duì)員工工作態(tài)度和工作行為的影響；(3)企業(yè)管理理論研究人員主要從企業(yè)的角度來研究福利制度，卻很少考慮員工對(duì)福利的態(tài)度。近年來，西方企業(yè)管理學(xué)界逐漸加強(qiáng)了對(duì)員工福利滿意度的研究。I.員工福利滿意度的計(jì)量1985年，美國(guó)學(xué)者赫尼曼(HerbertG.Heneman)和希沃布(DonaldP.Schwab)編制了一個(gè)由18個(gè)計(jì)量項(xiàng)目組成的“員工薪酬滿意度"量表(paysatisfactionquestionnaire,簡(jiǎn)稱PSQ)。他們采用以下四個(gè)項(xiàng)目來計(jì)量員工的"福利滿意度”：?jiǎn)T工對(duì)整套福利的滿意度；員工對(duì)企業(yè)支付的福利費(fèi)用數(shù)額的滿意度；員工對(duì)福利價(jià)值的滿意度；員工對(duì)福利類別的滿意度。許多歐美企業(yè)管理學(xué)者在實(shí)證研究中把員工的福利滿意度作為薪酬滿意度的一個(gè)組成成分，采用PSQ量表計(jì)量員工的福利滿意度?，F(xiàn)在,許多歐美學(xué)者對(duì)員工的福利滿意度進(jìn)行更深入的研究。不少學(xué)者認(rèn)為員工福利滿意度是一個(gè)多維概念。美國(guó)學(xué)者戴恩霍(CarolDanehower)與勒斯特(JohnA.I.ust)指出，員工的福利滿意度應(yīng)包括員工對(duì)企業(yè)支付的福利費(fèi)用與企業(yè)為他們提供的整套福利的質(zhì)量的滿意度。他們?cè)O(shè)計(jì)了一個(gè)由11個(gè)項(xiàng)目組成的員工福利滿意度量表(benefitsatisfactionques一tionnaire,簡(jiǎn)稱BSQ),從上述兩個(gè)方面來計(jì)量員工的福利滿意度。他們的一系列實(shí)證研究支持員工的福利滿意度是一個(gè)二維概念的結(jié)論。然而，他們也發(fā)現(xiàn)BSQ量表中的某些項(xiàng)目不能很好地計(jì)量員工對(duì)福利質(zhì)量的滿意度。因此，他們對(duì)BSQ量表進(jìn)行了適當(dāng)?shù)男薷?，又增加了兩個(gè)項(xiàng)目，并于1995年對(duì)美國(guó)某大學(xué)的2815位員工進(jìn)行了問卷調(diào)查。他們的數(shù)據(jù)分析結(jié)果表明，新的BSQ量表中的13個(gè)項(xiàng)目分別屬于員工對(duì)福利質(zhì)量的滿意度、對(duì)福利費(fèi)用的滿意度、對(duì)福利信息的滿意度三個(gè)維度。他們根據(jù)數(shù)據(jù)分析結(jié)果，指出員工的福利滿意度是一個(gè)復(fù)雜的多維概念。但是，加拿大學(xué)者特蘭布雷(MichelTremblay)等人的實(shí)證研究結(jié)果并不支持戴恩霍和勒斯特的觀點(diǎn)。他們發(fā)現(xiàn)，員工的福利滿意度是一個(gè)單維概念。美國(guó)學(xué)者米塞利(MarciaP.Miceli)和雷恩(MatthewC.Lane)把員工福利滿意度分為兩類：一類是員工對(duì)福利水平的滿意度，它受員工感覺中“應(yīng)該得到”與“實(shí)際得到”的福利之差的影響；另一類是員工對(duì)福利制度的滿意度。這種滿意度不僅受到員工對(duì)企業(yè)“應(yīng)該實(shí)施”和“實(shí)際實(shí)施”的福利制度的看法的影響，而且受到員工個(gè)人偏好、企業(yè)福利制度靈活性、福利管理程序、管理人員和員工之間的溝通的影響。此外，有些歐美學(xué)者根據(jù)企業(yè)為員工提供的福利項(xiàng)目來研究員工對(duì)某類福利的滿意度，如員工對(duì)醫(yī)療保險(xiǎn)、養(yǎng)老金的滿意度?！翱傊?，迄今為止，歐美企業(yè)管理學(xué)界對(duì)員工福利滿意度的組成成分及其計(jì)量方法尚未達(dá)成共識(shí)。2．員工福利滿意度對(duì)員工工作態(tài)度與行為的影響許多歐美學(xué)者的實(shí)證研究結(jié)果表明，員工福利滿意度會(huì)直接影響他們的工作態(tài)度和工作行為。員工對(duì)自己享受到的福利感到滿意，會(huì)增強(qiáng)他們的工作滿意度、企業(yè)歸屬感和對(duì)管理人員的信任感，并且降低他們的離職意向。三、福利決策公平對(duì)福利滿意度的影響歐美學(xué)者從不同的角度研究員工福利滿意度的影響因素。有些學(xué)者主要研究員工的個(gè)人特征、心理特征對(duì)員工福利滿意度的影響，另一些學(xué)者主要研究公平對(duì)員工福利滿意度的影響。他們的實(shí)證研究結(jié)果表明，福利決策公平是影響員工福利滿意度的重要因素。根據(jù)組織公平理論，福利管理公平包括結(jié)果公平、程序公平和交往公平。1．福利管理工作中的結(jié)果公平員工從企業(yè)享受的福利水平通常是影響他們福利滿意度的重要因素。根據(jù)美國(guó)學(xué)者亞當(dāng)斯(StacyAdams)的公平理論，員工會(huì)對(duì)自己與他人的得失之比進(jìn)行比較，判斷分配結(jié)果的公平性。“得”指企業(yè)為員工提供的各種福利，包括醫(yī)療保險(xiǎn)、養(yǎng)老保險(xiǎn)、失業(yè)保險(xiǎn)和假期等；“失”指員工在工作中投入的各種資源，包括自己的工作經(jīng)歷、受教育水平和技能等。員工會(huì)對(duì)自己和參照對(duì)象享受的福利進(jìn)行比較。參照對(duì)象包括同事或其他企業(yè)同類員工的福利、自己過去的福利、自己需要或希望得到的福利等。員工比較的結(jié)果會(huì)直接影響他們對(duì)福利水平的滿意度。如果員工認(rèn)為自己的得失之比低于參照對(duì)象．就會(huì)感到不滿；反之，他們就更可能會(huì)對(duì)企業(yè)的福利分配結(jié)果感到滿意。員工的個(gè)人特征、工作環(huán)境、享受的福利水平不同，他們判斷結(jié)果公平的標(biāo)準(zhǔn)也可能不同。2．福利管理工作中的程序公平福利管理工作中的程序公平主要指企業(yè)福利決策過程是否公平。許多歐美學(xué)者的研究成果表明，員工參與企業(yè)決策過程，可增強(qiáng)他們的公平感與滿意度。如果員工有機(jī)會(huì)表達(dá)自己對(duì)企業(yè)福利制度的看法，參與企業(yè)福利制度的制定與實(shí)施過程，就會(huì)顯著提高他們對(duì)福利水平和福利制度的滿意度。加拿大學(xué)者車布雷等人對(duì)加拿大企業(yè)員工的福利滿意度進(jìn)行了兩次實(shí)證研究。他們發(fā)現(xiàn)，與結(jié)果公平相比，程序公平對(duì)員工的福利滿意度產(chǎn)生更大的影響。3．福利管理工作中的交往公平福利管理工作中的交往公平是指管理人員在福利管理工作中與一般員工交往的公平性。員工通常不必經(jīng)管理人員審批，就可按照他們的工種、工齡、級(jí)別，或根據(jù)聘任合同獲得大部分福利。然而，他們必須得到管理人員的同意，才可享受另一些福利。例如，管理人員對(duì)員工的休假時(shí)問、病假、事假、補(bǔ)休等福利擁有直接的決定權(quán)。因此，在福利管理工作中，管理人員對(duì)待員工的態(tài)度和方式也會(huì)影響員工對(duì)福利的滿意度。交往公平包括：(1)人際交往公平，指管理人員在制定與實(shí)施福利制度的過程中尊重員工、關(guān)心員工的利益；(2)信息公平，指管理人員向員工傳遞有關(guān)福利制度的信息，解釋福利分配的過程與結(jié)果。管理人員與員工之間的溝通是影響員工福利滿意度的重要因素。_2］員工認(rèn)為管理人員與自己的交往比較公平，就會(huì)對(duì)企業(yè)的福利水平和福利制度感到比較滿意。四、員工看重的福利形式對(duì)其福利滿意度的影響員工對(duì)各類福利的重視程度和偏好程度不同。因此，企業(yè)提供的各類福利對(duì)員工的福利滿意度會(huì)產(chǎn)生不同的影響。美國(guó)學(xué)者布勞(GaryBlau)等認(rèn)為，員工福利滿意度包括員工對(duì)基本福利的滿意度和員工對(duì)職業(yè)發(fā)展型福利的滿意度?；靖＠倨凇⒉〖?、事假、工傷保險(xiǎn)、醫(yī)療保險(xiǎn)、人壽保險(xiǎn)、退休計(jì)劃等滿足員工安全、生活保障等基本需要的福利。職業(yè)發(fā)展型福利指企業(yè)滿足員工提高就業(yè)能力、工作技能等需要的福利，包括企業(yè)為員工提供繼續(xù)學(xué)習(xí)、在職培訓(xùn)機(jī)會(huì)，資助員工學(xué)費(fèi)，靈活安排員工工作和學(xué)習(xí)時(shí)間，根據(jù)員工獲得的學(xué)歷證書和學(xué)位證書來獎(jiǎng)勵(lì)員工等。布勞等人指出，隨著員工職業(yè)觀念的變化，員工越來越重視職業(yè)發(fā)展型福利。根據(jù)傳統(tǒng)的職業(yè)觀念，企業(yè)為員工提供工作保障和員工有權(quán)獲得的各種福利，換取員工的忠誠(chéng)，并負(fù)責(zé)員工的職業(yè)發(fā)展管理工作。20世紀(jì)80年代以來，在許多企業(yè)里，“多變的職業(yè)”觀念逐漸取代了傳統(tǒng)的職業(yè)觀念。根據(jù)多變的職業(yè)觀念，員工負(fù)責(zé)自己的職業(yè)發(fā)展管理工作，員工保持良好的工作業(yè)績(jī)，才能繼續(xù)就業(yè)，企業(yè)的責(zé)任是為員工提供更多職業(yè)發(fā)展機(jī)會(huì)。美國(guó)波士頓大學(xué)管理學(xué)院教授霍爾(DonglsaT.Hall)指出，21世紀(jì)員工的職業(yè)是多變的職業(yè)。員工不斷地提高自己的工作能力，才能提高自己的任職能力，增大自己的就職可能性。因此，許多員工越來越重視“職業(yè)發(fā)展型”福利項(xiàng)目，希望企業(yè)為自己提供更多的職業(yè)發(fā)展機(jī)會(huì)。根據(jù)美國(guó)學(xué)者赫茨伯格(FrederickHerzberg)的雙因素理論，企業(yè)缺乏保健因素，會(huì)引起員工的不滿，但保健因素并不能調(diào)動(dòng)員工的工作積極性。激勵(lì)因素能增強(qiáng)員工工作滿意度，調(diào)動(dòng)員工的工作積極性。布勞等人認(rèn)為，基本福利是保健因素，職業(yè)發(fā)展型福利是激勵(lì)因素。企業(yè)為員工提供基本福利，有助于穩(wěn)定員工隊(duì)伍，防止員工“跳槽”；企業(yè)為員工提供職業(yè)發(fā)展型福利，才能增強(qiáng)員工對(duì)企業(yè)的歸屬感。布勞等人的實(shí)證研究結(jié)果表明，員工通常更重視基本福利，員工對(duì)基本福利的滿意度可增強(qiáng)他們對(duì)福利的總體滿意度，降低他們的離職意向；員工對(duì)職業(yè)發(fā)展型福利的滿意度會(huì)增強(qiáng)他們對(duì)企業(yè)的情感性歸屬感。不同的員工有可能會(huì)重視不同的福利。例如，專業(yè)人員可能更重視職業(yè)發(fā)展型福利。他們更可能認(rèn)為這類福利可表明企業(yè)關(guān)心員工的職業(yè)發(fā)展前途。美國(guó)學(xué)者威盛頓和坦切克的實(shí)證研究結(jié)果也支持這個(gè)觀點(diǎn)。他們指出，大多數(shù)員工認(rèn)為自己有權(quán)得到某些基本福利。企業(yè)提供這些福利，并不一定能提高員工的滿意程度，但企業(yè)不提供這些福利，可能會(huì)引起員工不滿。除員工實(shí)際使用的福利之外，員工有權(quán)享受的福利也會(huì)影響員工的滿意度。例如，許多員工可能不會(huì)使用企業(yè)提供的工傷保險(xiǎn)。但是，如果員工了解他們有權(quán)享受這類福利，那么也會(huì)感到比較滿意。五、對(duì)企業(yè)管理工作的啟示如果企業(yè)花費(fèi)大量費(fèi)用，為員工提供各種福利，卻不能做好福利管理工作，那么也就無法增強(qiáng)員工的滿意度和歸屬感。筆者認(rèn)為，企業(yè)可采取以下措施，加強(qiáng)員工福利管理工作，提高員工的滿意程度，進(jìn)而增強(qiáng)員工對(duì)企業(yè)的歸屬感。1.提供員工所重視的福利企業(yè)提供員工所重視的福利，才能提高員工的滿意程度。因此，企業(yè)應(yīng)深入了解員工對(duì)各類福利的重視程度。如果員工不需要某種福利，企業(yè)就可取消這種福利，以便節(jié)省福利費(fèi)用。如果員工高度重視安全、生活保障等基本福利，企業(yè)就應(yīng)盡量提高員工對(duì)基本福利的滿意程度。如果員工高度重視自己的職業(yè)發(fā)展前途，企業(yè)就應(yīng)為員工提供職業(yè)發(fā)展型福利，為員工創(chuàng)造更多的學(xué)習(xí)和發(fā)展機(jī)會(huì)，以便提高員工的滿意度。企業(yè)提供員工所重視的福利，可表明企業(yè)關(guān)心員工的利益，增強(qiáng)員工對(duì)企業(yè)的情感性歸屬感。目前，美國(guó)一些高新科技企業(yè)根據(jù)信息技術(shù)人才的需要，為他們提供免費(fèi)洗衣、泊車、洗車、牙醫(yī)服務(wù)等“個(gè)人舒適型”福利，以便吸引并留住緊缺的信息技術(shù)人才。總之，除法定的福利項(xiàng)目之外，企業(yè)可根據(jù)員工的需要，提供員工所重視的其他福利項(xiàng)目，才能使員工相信企業(yè)真心實(shí)意地在關(guān)心他們的利益。2．尊重員工，關(guān)心員工的需要在福利管理工作中，管理人員如何對(duì)待員工，會(huì)極大地影響員工的福利滿意度。管理人員堅(jiān)持組織公平原則，設(shè)身處地為員工著想，防止個(gè)人偏見影響自己的管理決策，對(duì)所有員工一視同仁，在不同的時(shí)間和不同的場(chǎng)合始終采用相同的決策程序，認(rèn)真考慮員工的意見和要求，及時(shí)向員工提供反饋信息，解釋自己的決定，允許員工對(duì)自己的決策提出異議，糾正自己的錯(cuò)誤決策，都可表明管理人員對(duì)員工的尊重和關(guān)心，提高員工感知的公平性，增強(qiáng)員工的滿意度。管理人員在員工福利管理工作中堅(jiān)持組織公平原則，可使員工相信企業(yè)為員工提供福利的動(dòng)機(jī)是真心實(shí)意地關(guān)心員工的身心健康，而不是被動(dòng)地執(zhí)行相關(guān)法律規(guī)定。3．提供準(zhǔn)確信息，幫助員工使用福利項(xiàng)目許多員工不了解企業(yè)為他們提供了哪些福利，不知道自己應(yīng)如何使用這些福利項(xiàng)目。因此，要提高員工的福利滿意程度，企業(yè)應(yīng)向員工提供充分的信息，使廣大員工了解他們可享受的各種福利項(xiàng)目，并幫助員工使用這些福利項(xiàng)目。企業(yè)可設(shè)置員工福利管理辦公室或安排專職福利管理人員，回答員工的問題，為員工提供精確的信息，指導(dǎo)員工更好地使用企業(yè)提供的各種福利項(xiàng)目。員工如何選擇自己的比較標(biāo)準(zhǔn)，判斷企業(yè)是否為自己提供了公平的福利組合(結(jié)果公平)，是一個(gè)復(fù)雜的過程。不同員工的個(gè)人特點(diǎn)、工作環(huán)境、可享受的福利項(xiàng)目都各不相同。他們往往會(huì)選擇不同的比較標(biāo)準(zhǔn)。企業(yè)無法決定員工的比較標(biāo)準(zhǔn)，但企業(yè)可收集同類企業(yè)的信息，并通過內(nèi)部溝通活動(dòng)，讓員工了解其他企業(yè)為員工提供的福利組合，以便影響員工的比較過程，進(jìn)而影響員工的福利滿意度。此外，管理人員還應(yīng)根據(jù)企業(yè)的福利制度，盡快補(bǔ)償員工支付的費(fèi)用，或幫助員工盡快獲得補(bǔ)償。企業(yè)盡快為員工報(bào)銷醫(yī)療費(fèi)用，不僅可減少員工花費(fèi)的時(shí)間和精力，而且可降低員工的不安和焦慮情緒，進(jìn)而提高員工對(duì)企業(yè)福利制度的滿意程度。4．向員工提供參與福利管理工作的機(jī)會(huì)在福利制度制定與實(shí)施過程中，企業(yè)可采用內(nèi)部調(diào)查、專題座談會(huì)、建議信箱或熱線電話等方式，廣泛聽取員工的意見，了解員工對(duì)福利制度的看法。管理人員在福利制度設(shè)計(jì)過程中認(rèn)真聽取員工的意見，深入了解員工重視哪些福利項(xiàng)目，并根據(jù)員工的需要來確定福利組合，或允許員工選擇福利組合，可明顯地增強(qiáng)員工的福利滿意度。六、未來的研究方向目前，西方企業(yè)管理學(xué)界對(duì)員工福利滿意度的研究還不夠深入。我們認(rèn)為企業(yè)管理學(xué)界應(yīng)從以下幾方面加強(qiáng)員工福利滿意度的理論研究：(1)員工福利滿意度的維度(單維或多維)及其計(jì)量方法；(2)企業(yè)的福利制度、決策公平性與員工福利滿意度的關(guān)系，例如靈活的福利制度對(duì)員工福利滿意度的影響、哪類公平性對(duì)員工福利滿意度的影響更大；(3)員工對(duì)福利的需要、對(duì)福利的重視程度等對(duì)員工福利滿意度的影響；(4)對(duì)不同文化背景下員工福利滿意度進(jìn)行比較研究。現(xiàn)有的員工福利滿意度研究成果大部分是歐美學(xué)者在西方文化背景下完成的，我國(guó)企業(yè)管理學(xué)者在員工福利滿意度這個(gè)領(lǐng)域的理論研究成果比較少見，實(shí)證研究成果更為少見。今后，我國(guó)企業(yè)管理學(xué)界應(yīng)加強(qiáng)員工福利滿意度的研究，以便指導(dǎo)企業(yè)管理人員制定并實(shí)施公平、有效的福利制度，從而提高員工的福利滿意度。Westernenterpriseemployeebenefitssatisfactionresearch

commentaryAbstract:inrecentyears,thewesternenterprisemanagementscholarspaymoreandmoreattentiontoX-welfaresatisfactiontheoryresearch,becauseofemployeebenefitssatisfactionwilldirectlyaffecttheirworkattitudes,behaviorsandenterprisemanagementwork.Thisarticleprovidesanoverviewofthewesternenterpriseemployeebenefitssatisfactiontheoryresearchpresentsituation,andbasedonthetheoryoforganizationaljusticeandthedoublefactortheory,toexplorethewelfaremanagementdecisionjusticeanddifferentkindsofbenefitstotheemployeesatisfactioneffect,finallytoChina'senterprisestostrengthenwelfaremanagementandputsforwardsomeproposals.Keywords:welfare;satisfaction;organizationaljustice;doublefactortheoryOne,thedevelopmenttrendofenterprisewelfarepolicyEmployeesalarywelfareisanimportantpartofthe.Inrecentyears,moreandmoreenterprisestoprovidegoodbenefits,inordertoattract,motivateandretainexcellentemployees.Corporatewelfarepoliciesappearedthefollowingtrends:(1)thewelfareinemployeecompensationcombinationintheproportionincreases,businessespaywelfarecostincreasedsubstantially.(2)thestaffmustalsobearpartofthecostofwelfare.Enterpriseemployeestoprovideallthebenefitsofthepast.Atpresent,manyemployeesmustbearpartofmedicalinsurance,endowmentinsurancecharge.(3)enterprisewelfaresystembecomesmoreandmorecomplex,morediverseformsofwelfare,managersneedtospendmoretimeandenergytoengageemployeeswelfaresystemdesignandmanagement.Manyenterprisesintheformulationandimplementationofwelfaresystemlessconsidertheemployee'sreaction.Forexample,someenterprisesinordertoreducewelfarecosts,usingflexiblebenefitssystem,orbepartofwelfaremanagementoutsourcingworktoothercompanies,withoutconsideringtheemployeesatisfaction.Manyscholarsthink,enterprisemanagementpersonnelintheformulationandimplementationofwelfaresystemmustbeconsideredwhentheresponsesofemployees.Theempiricalstudyshowsthat,thestaffofwelfaresatisfactionwilldirectlyaffectthewelfareeffect.Two,employeebenefitssatisfactiontheoryresearchoverviewSincethenineteensixties,westernenterprisemanagementacademiaonemployeecompensationtheoryhasdonealotofresearch.However,enterprisemanagementscholarshavelessresearchstaffwelfaretheory.Intheexistingliterature,EuropeanandAmericanscholarsmainlyfromwelfareincentiveeffect,employeewelfareprogramcomprehensionandpreferences,welfareandsalarysatisfaction,employeebenefitssatisfactionofemployeewelfaretheory.TheUnitedStatesofAmericascholarviameal(BartonI..Weathington(I)andTanqieke.OISE.Tetrick)pointsout,theenterprisemanagementscienceinthewelfareofthestaffoftheresearchresultshavethefollowingdrawbacks:(1)manyscholarsactuallyisthestudyoftheemployeessalarysatisfactionorjobsatisfaction,insteadoftheemployeebenefits;(2)themajorityofscholarsonlyonthewelfareeffectonemployees,butignorevariouswelfareforemployeesworkattitudeandworkbehavior;(3)enterprisemanagementtheoryresearchersmainlyfromenterprise'sangletostudythewelfaresystem,butrarelyconsidertheemployeeattitudestowardswelfare.Inrecentyears,thewesternenterprisemanagementacademiagraduallystrengthenedtothewelfareofthestaffdegreeofsatisfactionresearch.employeebenefitssatisfactionmeasurementIn1985,AmericanscholarHeneman(HerbertG.Heneman)andXiwobu(DonaldP.Schwab)compiledaconsistsof18measuringcomponentsofthe"employeesatisfaction"scale(paysatisfactionquestionnaire,PSQ).Theyusedthefollowingfouritemstomeasureemployeebenefitssatisfaction"":thecompletesetofemployeebenefitssatisfaction;thestaffoftheenterprisespaywelfareexpensesamountofsatisfaction;employeewelfarevaluesatisfaction;employeewelfareclasssatisfaction.ManyEuropeanandAmericanbusinessmanagementscholarsintheempiricalstudytothewelfareoftheemployeessalarysatisfactionsatisfactionasacomponent,thePSQscaleofemployeebenefitssatisfactionmeasurement.Now,manywesternscholarsonemployeebenefitssatisfactionweremorein-depthstudy.Manyscholarsbelievethatthewelfareofthestaffsatisfactionisamulti-dimensionalconcept.AmericanscholarDenho(CarolDanehower)andLust(JohnA.I.ust)pointsout,employeebenefitssatisfactionshouldincludeemployeepaywelfarecostandenterpriseprovidedthemwiththewelfareofacompletesetofqualitysatisfaction.Theydesignedacomposedof11itemsofemployeebenefitssatisfactionscale(benefitsatisfactionques,tionnaire,BSQ),fromthetwoaspectsofemployeebenefitssatisfactionmeasurement.Theyareaseriesofempiricalstudiessupportthewelfareofemployees'satisfactionisaconcept.However,theyalsofoundsomeoftheitemsinBSQscalecanbeagoodmeasureofsatisfactionwiththequalityofemployeewelfare.Therefore,theirimpactonBSQscaleweremodified,andtwoitemswereaddedtotheUnitedStates,andin19952815auniversityemployeequestionnaire.Thedataanalysisresultsshowthat,thenewBSQscaleof13itemsbelongingtothestaffonthewelfareandsatisfactionwiththequality,thewelfarecostsofsatisfaction,satisfactionofwelfareinformationinthreedimensions.Accordingtotheirresultsofthedataanalysis,pointedoutthewelfareofemployees'satisfactionisamulti-dimensionalconcept.However,theCanadianscholarTranBray(MichelTremblay)etal.TheempiricalresultsdonotsupportDenhoandLestat'spointofview.Theyfound,employeebenefitssatisfactionisasingledimensionalconcept.AmericanscholarMiceli(MarciaP.Miceli)andRyan(MatthewC.Lane)putthewelfareofthestaffsatisfactionisdividedintotwocategories:onecategoryisthestaffonthewelfarelevelofsatisfaction,itisemployeefeeling"shouldbe"and"get"thewelfareeffectofdifferential;anotherkindisthestaffonthewelfaresystemsatisfaction.Thiskindofsatisfactionnotonlybythestaffoftheenterprises"shouldbe"and"practical"welfaresysteminviewoftheimpact,butalsobyindividualpreferences,enterprisewelfaresystemflexibility,benefitmanagementprogram,betweenmanagementandstaffcommunicationeffects.Inaddition,someEuropeanandAmericanscholarsaccordingtotheprovidedforemployeestostudystaffwelfareprojectsforacertainclassofwelfaresatisfaction,suchasemployeemedicalinsurance,pensionsatisfaction."Inshort,sofar,EuropeandtheUnitedStatesbusinessmanagementofemployeebenefitssatisfactioncomponentsanditsmeasurementmethodhasyettoreachaconsensus.2employeebenefitssatisfactiononemployeeworkattitudesandbehaviorsareaffectedbymanyscholarsoftheempiricalresultsshowthat,thewelfareofthestaffsatisfactionwilldirectlyaffecttheirworkattitudeandworkbehavior.Thestaffofhistoenjoythewelfaresatisfaction,willincreasetheirjobsatisfaction,asenseofbelongingandenterprisemanagementofthetrust,andreducetheirturnoverintention.Three,welfaredecisionjusticeonwelfareeffectofsatisfactionScholarsfromdifferentanglesofthewelfareofthestaffsatisfactionfactors.Somescholarsmainlystudytheemployee'spersonalcharacteristics,psychologicalcharacteristicsonemployeebenefitssatisfaction,someotherscholarsmainlystudythejusticeonemployeebenefitssatisfactioneffect.Theempiricalresultsshowthat,thewelfaredecisionjusticeistheimpactofemployeebenefitssatisfactionareimportantfactors.Accordingtothetheoryoforganizationaljustice,welfaremanagementfairnessincludesresultfairness,proceduraljusticeandinteractivejustice.1welfaremanagementoftheresultfairnessEmployeesfromenterprisesenjoywelfarelevelisusuallyaffectingtheirwelfaresatisfactionareimportantfactors.AccordingtotheAmericanscholarAdams(StacyAdams)ofthefairtheory,employeeswillbeforyourselfandothersgainratiowerecompared,determinethedistributionoffairresults.""referstotheenterprisetoprovideavarietyofbenefits,includingmedicalinsurance,endowmentinsurance,unemploymentinsuranceandholidays;"lost"referstothestaffatworktoinputavarietyofresources,includingourownworkexperience,levelofeducationandskills.Employeeswillbeontheirownandenjoythebenefitsofthereferenceobjectofcomparison.Referenceobjectincludingcolleaguesorothersimilarenterpriseemployeewelfare,hispastwelfare,heneedsorwantstogetwelfare.Employeecomparisonresultswilldirectlyaffecttheirlevelofsatisfactionofwelfare.Ifemployeesfeelthattheirlossisbelowthereferenceobject.Theywillbeunhappy;instead,theyaremorelikelytobesatisfiedwiththeresultofthedistributionofwelfareenterprises.Staff'spersonalcharacteristics,workenvironment,enjoythebenefitsofdifferentlevels,theyjudgetheresultfairnesscriteriamayalsobedifferent.2benefitsinthemanagementofprocedurejusticeWelfaremanagementoftheproceduraljusticereferstothewelfareenterprisesdecision-makingprocessisfair.Manywesternscholarsresearchresultsindicate,employeeparticipationincorporatedecision-makingprocess,canstrengthentheirsenseoffairnessandsatisfaction.Ifemployeeshavetheopportunitytoexpresstheirviewsonenterprisewelfaresystem,toparticipateintheformulationandimplementationofcorporatewelfaresystemprocess,willimprovethewelfareandwelfaresystemsatisfaction.CanadianscholarssuchasChebreofCanadaemployeebenefitssatisfactionconductedtwoempiricalstudy.Theyfoundthat,comparedwithresultfairness,proceduraljusticeonemployeebenefitssatisfactionhaveagreaterimpact.3benefitsinthemanagementofinterpersonaljusticeWelfaremanagementofinterpersonaljusticereferstothemanagementstaffinthewelfaremanagementandgeneralstaffcommunicationfairness.Employeesareusuallynotnecessarymanagementapproval,canaccordingtotheirtypes,age,rank,oraccordingtotheemploymentcontracttoobtainthemajorityofwelfare.However,theymustgetmanagementapproval,canenjoysomebenefits.Forexample,managersonthestaffofthevacationtime,sickleave,personalleave,vacationbenefitshaveadirectdecision.Therefore,thewelfaremanagement,managerstreatemployeesattitudeandcanalsoaffectemployeesatisfactionofwelfare.Interpersonaljusticeinclude:(1)interpersonaljustice,referstothemanagerialpersonnelintheformulationandimplementationofthewelfaresystemintheprocessofrespectforemployees,concernedabouttheinterestsofemployees;(2)theinformationfairness,referstothemanagementstafftotransferthewelfaresysteminformation,interpretationofwelfaredistributionprocessandresult.Managementandcommunicationbetweenthestaffistheimportantfactoraffectingthewelfareofthestaffsatisfaction._2]staffthatmanagersandtheircontactsafaircomparison,thebusinesswillbewelfareandwelfaresystemsatisfiedwith.Four,employeevaluewelfareonthewelfareeffectofsatisfactionStaffofthevariouswelfareattentiondegreeanddifferentpreferences.Therefore,enterprisestoprovidevarioustypesofwelfarebenefitstotheemployeesatisfactionwillhavedifferenteffects.AmericanscholarBlau(GaryBlau),think,employeebenefitssatisfactionincludeemployeesofbasicwelfaresatisfactionandemployeeonoccupationdevelopingwelfaresatisfaction.Basicwelfareincludingvacation,sickleave,personalleave,workinjuryinsurance,medicalinsurance,lifeinsurance,retirementplansandotherstafftomeetthesafety,securityandotherbasicneedsofwelfare.Occupationdevelopingwelfarereferstotheenterprisetomeetthestaffandimprovingemploymentability,workingskillneededwelfare,includingforemployeestocontinuelearning,trainingopportunities,aidemployeetuition,flexibleemployees'workingandlearningtime,accordingtothestaffofthediplomaanddegreecertificatestorewardemployeesetc..Blaupointedoutthat,alongwiththechangeoftheconceptofemployeeoccupation,employeespaymoreandmoreattentiontotheDevelopmentalWelfareoccupation.Accordingtothetraditionalconceptofoccupation,enterprisesprovidejobsecurityandemployeehastherighttoobtainvariousbenefits,inexchangeforloyalty,andisresponsiblefortheemployee'soccupationdevelopmentmanagement.Sincethenineteeneighties,inmanyenterprises,"changingoccupation"conceptgraduallyreplacedthetraditionaloccupationconcept.Accordingtothechangefuloccupationidea,thestaffresponsiblefortheirownoccupationdevelopmentmanagement,employeestomaintaingoodworkingperformance,cancontinuetoobtainemployment,enterpriseresponsibilityistoprovidemoreopportunitiesforthedevelopmentofoccupation.TheUnitedStatesBostonUniversitySchoolofmanagementprofessorHolzer(DonglsaT.Hall)pointsout,twenty-firstCenturyischangeableemployeeoccupationoccupation.Stafftoconstantlyimprovetheirabilitytowork,toimprovetheirworkability,increasetheirinauguralpossibility.Therefore,manypeopleattachmoreandmoreimportanceto"occupationdevelopment"welfareproject,hopefortheirownenterprisestoprovidemoreopportunitiesforthedevelopmentofoccupation.AccordingtotheAmericanscholarHerzberg(FrederickHerzberg)ofthedoublefactortheory,enterpriseslackofhygienefactors,causesofemployeedissatisfaction,buthealthfactorscannotarousetheenthusiasmofthestaff.Motivationalfactorscanenhanceemployees'jobsatisfaction,arousetheenthusiasmofthestaff.Blauandothers,thebasicwelfarehealthfactors,occupationdevelopingwelfareisthemotivatingfactor.Enterprisesprovidebasicwelfare,contributetothestabilityofstaff,topreventemployeeto"findnewjob";enterprisesprovideoccupationdevelopingwelfare,canstrengthentheemployeesasenseofbelongingtotheenterprise.Blauetal.Theempiricalresultsshowthat,employeesusuallypaymoreattentiontothebasicwelfare,staffofthebasicwelfaresatisfactioncanenhancetheirwelfaresatisfaction,reducetheirturnoverintention;employeeonoccupationdevelopingwelfaresatisfactionwillenhancetheirsenseofbelongingtotheenterpriseofemotion.Differentpeoplemaybeattachedtodifferentwelfare.Forexample,professionalsmaypaymoreattentiontothedevelopmentofoccupationofwelfare.Theyaremorelikelytothinkthatthiskindofwelfarethatenterprisescareemployeeoccupationcareerdevelopment.TheUnitedStatesofAmericascholarviamealandTanqiekeempiricalfindingsalsosupporttheidea.Theypointedoutthat,mostofthestaffconsidershimselftobeentitledtocertainfundamentalwelfare.Enterprisestoprovidethesebenefits,notnecessarilycanimproveemployeesatisfaction,buttheenterprisedoesnotprovidethesebenefits,maycauseemployeedissatisfaction.Inadditiontotheactualuseofthewelfareofemployees,employeeshavetherighttoenjoythebenefitswillalsoaffectemployeesatisfaction.Forexample,manyemployeesmaynotbeusedtoprovidethework-relatedinjuryinsurance.However,iftheemployeeknowtheyareentitledtothebenefits,soitwouldbemoresatisfactory.Five,totheenterprisemanagementIfthecompanyspentalotofcost,provideavarietyofbenefits,butcannotdowelfaremanagement,thenitcanenhanceemployeesatisfactionandasenseofbelonging.Theauthorthinks,theenterprisemaytakethefollowingmeasures,strengthentheemployeebenefitsmanagement,improveemployeesatisfaction,andthenenhancethestaffasenseofbelongingtotheenterprise.1toprovidestafftoprovidethewelfareenterpriseemployeewelfare,canimprovetheemployeesatisfactiondegree.Therefore,enterprisesshouldunderstandtheimportanceofvarioustypesofemployeewelfare.Iftheemployeedoesnotrequiresomebenefits,enterprisescancancelthewelfarebenefits,inordertosavecost.Iftheemployeepaygreatattentiontosafety,securityandotherbasicbenefits,enterprisesshouldtrytoincreaseemployeesatisfactionofbasicwelfare.Ifemployeesattachgreatimportancetotheiroccupationcareerdevelopment,theenterpriseshouldprovideoccupationdevelopmentandwelfare,tocreatemorestafflearninganddevelopmentopportunities,soastoimproveemployeesatisfaction.Companiestoprovidestafftowelfare,thatenterprisesconcernedabouttheinterestsofemployees,toenhanceasenseofemotionalsenseofbelonging.Atpresent,theUnitedStatesofAmericasomehigh-techenterprisesbasedontheinformationtechnologytalentedperson'sneed,toprovidethemwithfreeparking,carwashing,washing,dentalservicessuchas"personalcomfort"welfare,toattractandretaintheshortageofinformationtechnologytalents.Inconclusion,inadditiontothestatutorywelfareprojects,enterprisescanaccordingtotheneedsofemployees,toprovidestafftootherwelfareitems,tomakeemployeesbelievethatenterpriseshaveagenuineandsinceredesiretocareabouttheirinterests.respectforemployees,thestaffconcernedabouttheneedsofInthewelfaremanagement,managerstreatemployees,willgreatlyaffectthebenefitsofthestaffsatisfaction.Managementorganizationsadheretotheprincipleoffairness,placeoneselfinothers'positionforthesakeofemployees,topreventindividualbiasesinfluencetheirownmanagementdecisions,toallthestafftomakenoexception,indifferenttimeanddifferentoccasionsalwaysadoptthesamedecisionprocedure,carefulconsiderationoftheopinionsanddemandsofstaff,timelytoprovidefeedbackinformation,explaininghisdecision,allowingemployeestohisdecisionraisedobjections,tocorrectitserroneousdecision,canshowmanagersonthestaffoftherespectandcare,improveemployees'perceptionoffairness,improveemployeesatisfaction.Managersinthemanagementofemployeewelfareworkorganizationsadheretofairprinciple,canmaketheemployeesbelievethatenterprisesprovidewelfaremotiveistohaveagenuineandsinceredesiretocarefortheirhealth,ratherthanpassiveimplementationofrelevantlawsandregulations.3toprovideaccurateinformation,helpemployeewelfareprojectManyemployeesdonotunderstandtheenterpriseprovidedthemwithwhatbenefit,donotknowhowtousethesewelfareproject.Therefore,toimproveemployeebenefitssatisfaction,enterprisesshouldprovidesufficientinformation,sothatthemajorityofemployeestoknowtheycanenjoyvariouswelfareprograms,andhelpthestafftousethebenefitsoftheproject.Enterprisescansetupemployeebenefitsmanagementofficeorarrangefull-timewelfaremanagement,answerthequestions,provideaccurateinformation,guideemployeetomakebetteruseofenterprisestoprovideavarietyofbenefitsprograms.Thestaffhowtochoosetheirownstandardofcomparison,judgewhethertheenterprisetoprovidefortheirownfairwelfareportfolio(Justice),isacomplexprocess.Differentindividualcharacter