The Structure Of Compensation Fairness Of Chinese Enterprise Staff And The Correlative Study

The problem of compensation fairness is a more sensitive question in human resources management. And is an important research subject in theoretic and practical fields of human resources management and organizational behavior. How to realize the compensation system design fairly, enhance staff's compensation fair feeling, play the true driver role to the staff, which are important problems in human resources management practice.The research adopts many kinds of methods such as, literature search and analysis, interview, questionnaire investigation, etc., collecting the questionnaire items, work out the initial questionnaire. After pr-trying, revise the questionnaire further, work out into a formal questionnaire. In the whole research process, in Guangdong province and Shandong province, we investigate nearly 800 people. Through statistical testing, the results of the reliability and credibility of the inspection. The results showed:(1)The compensation fairness structure of Chinese staffs presents four-dimension structure, namely allocation results fairness, description of procedure fairness, leader evaluation fairness and offer information fairness.(2)The compensation fairness and emotional commitment and performance were significantly related. Leader evaluation fairness and offer information fairness can significantly predict emotional commitment, and the former has more influence than the latter. Leader evaluation fairness can significantly predict performance.(3)The staffs of different gender, age, unit type, duty levels and unit scale show significant difference in some dimensions of compensation fairness. However, the staffs of different marital status, education level and different trades show no significant differences in compensation fairness.The staffs of different gender show very significant difference in "description of procedure fairness"; The staffs of different duty levels show significant difference in "allocation results fairness" and "offer information fairness"; The staffs of different unit type show very significant difference in "description of procedure fairness"; The staffs of different company's nature show significant difference in "allocation results fairness" and "description of procedure fairness"; The staffs of different Unit scale show very significant difference in "description of procedure fairness".The above-mentioned conclusions have offered the theoretical foundation for enterprise's human resources management practice.