The Effect Of Total Compensation Factors' Satisfaction To The Subjective Well-being Of The Knowledge Staff

In the era of knowledge-based economy, the management of knowledge staff becomes the trend of the field of human resource management. The motivation of the knowledge staff is the most important part. The concept Subjective Well-being is more and more involved in management and becomes an effective index of predict performance and demission tendency. This essay begins from Subjective Well-being and discussed the factor which can promote the SWB of knowledge staff in the perspective of total compensation, trying to find out the factors which can positively support SWB from the 16 dimension of total compensation and provide reference for the human resource management practice.In the past researches, the researches of total compensation mostly focus on the development of the concept and the function of it, and in the human resource management practice mostly focuses on the foreign companies, while the Chinese companies are just looking on it. The researches of SWB firstly come from psychology; measure the SWB of citizens for example. This concept is more and more involved in the field of management. Many researches explained the function of SWB in promoting performance, organization commitment and reducing the demission rate and analyze the possible factor which can promote the SWB of employees academically. There are some empirical studies, analyze from the perspective of salary or organization environment respectively, but there are few empirical studies on the base of total compensation. This essay bases on total compensation, trying to find out the compensation factors of promoting the knowledge staffs comprehensively.This paper compounded theoretical analysis and empirical research, using questionnaire survey in Beijing Saiang Corporation, Ltd and Institute of Computer Technology of Chinese Academy of Science. Effective questionnaire is 240 and analyze the data by SPSS, get the following conclusion on this basis: Firstly, from the perspective of the employee attributes, on the different level of gender, age, working age, degree and position, there are no distinctive differences of the knowledge staffs'SWB;Secondly, among the 16 dimensions, there are 12 dimensions positively related to SWB, the 12 dimensions are variable pay, recognition, retirement, savings, time off, career development, performance management, succession plan, training, leadership, performance support, work/life balance; there are 4 dimensions which shows no distinct relation, they are base pay, stock, health care and organization climate;Thirdly, among those 12 dimensions, there are 5 dimensions can noticeably affect SWB, rank them from high to low on the base of affective degree: leadership, succession plan, career development, recognition, variable pay.Based on those analytic results, there are such following management advices: Firstly, according to the selection of the leader, we should select those crackerjack, wide-minded leaders and be propitious to the organization's goal. To the leaders, we can promote their ability by training.Secondly, create more develop room for the employees. On one hand we can create dummy position to develop the promotion space, on the other hand we can broader the career ladder and perfect the qualification ladder, trying to enable the employees see their ability promotion foreground and the ability promotion space which can reach after his or her hard work.Thirdly: value adequately and practice recognition.Fourthly: value the function of variable pay. Do not limit the variable pay and provide the employees reward spaces which can predict. The fare variable pay is based on the evaluation of performances. So we should establish appropriate and fare performance evaluation system and motivate them effectively.