The Mechanism Research Of Team Compensation For Knowledge Sharing

Knowledge sharing refers to explicit and tacit knowledge through a variety of ways within the organization consists of all members of the organization share in the behavior, so as to organize to create rising wealth of knowledge. In the 21st century, knowledge sharing has become the core competitiveness of enterprises to maintain a top priority. Essence of competition among enterprises is the competition at this stage of innovation, but the key factor is the size of the knowledge innovation capacity. How to encourage knowledge sharing within the team to improve organizational performance becomes a hot issue managers and academics are concerned, in the incentives of material incentives is the most direct and effective, mostly due to the sharing of knowledge within the team, so the team salary It has become the most important incentives, how to make good use of this tool for knowledge sharing within the team will be the key issues in business management practice concerned.This paper focuses on team salaries for knowledge sharing mechanism. First, review the relevant theory, summarized and analyzed. Then, on the basis of theoretical analysis hypotheses, and build the model, the model assumptions is mainly composed of two parts, the first part of the study of the mechanism of compensation between the two teams and knowledge-sharing, and the second part is the sense of pay equity team Mediating Role of testing. Finally, the study by empirical research methods, using spss19.0 validate the model assumptions. And got the following conclusions(1) team salary has a significant positive impact which the team salary levels affect the contribution of knowledge is not significant for knowledge sharing, knowledge acquisition to have a significant positive effect on team salary redistribution contribution to knowledge and knowledge acquisition had a significant positive impact on two dimensions (2) team reward system have a significant positive impact on the sense of fairness salary, (3) equitable remuneration for knowledge sharing a sense of two dimensions were significant positive impact, (4) pay equity a significant intermediary role sense, (5) demographic variables were significantly different for the three variables that affect each dimension, the larger grades of employees and female employees in knowledge sharing with other groups because the variables were significantly different. According to the results of the empirical results of this study made the following specific management practice recommendations:(1) the establishment of a sound team salary system, (2) focus on pay equity sense intermediary role, (3) to strengthen older employees’ knowledge sharing.