The Effect Of Non-economic Rewards On Employees’ Subjective Well-being And Work Performance

Modern human resource management theories believes that only when theemployees are well understood and recognized can they be effectively motivated, theirperformance be improved, their subject well-being be enhanced, and the sustainabledevelopment of the enterprises be promoted. This research aims to identify theinfluential non-economic rewards factors on the subjective well-being and workperformance for different generations of employees through comparative studies, andthereby to improve the employees’ subjective well-being and work performanceaccordingly. In the meantime, our research shows the different needs of differentgenerations of employees, which provides theoretical guidance for employee classifiedmanagement and contributes to the development of enterprises.The main contents of the research are as follows:Firstly, the study sorted out the literatures related to non-economic rewards,subjective well-being and job performance, and set different generations of employeesas the objects for comparison and the corresponding hypotheses were made. Thenqualitative research methods of grounded theory were used to explore variousinfluential factors on non-economic rewards, a theoretical model was built. Next,reliability tests were performed on the collected662sample questionnaires and theeffect of demographic variables on subjective well-being and work performance wasanalyzed in SPSS22using statistical methods. Also, the study tested the difference ininfluence path of non-economic rewards on subjective well-being and workperformance for different generations of employees using AMOS22.The main conclusions of the research are as follows:1.The factors of non-economic rewards can be classified as four dimensions,9categories: self-development (profession development, personal development),organization itself (corporate culture, glamour of the organization, sense of belonging),job itself (people-post matching, job characteristics), work environment (hardenvironment, soft environment).2.The demographic variable, gender, has a significant impact on the fear of healthproblems, also has a significant impact on innovation; generation, education, years of work, type of enterprises and nature of the industry have a significant impact on all thesix dimensions of subjective well-being and all the four dimensions of workperformance.3.Four dimensions of non-economic rewards have significant effect on thesubjective well-being and work performance simultaneously4.This study compared the influence paths of the four dimensions of non-economicrewards on work performance and subjective well-being for different generations ofemployees, and reached the following conclusions:(1)Organization itself and job itself are the two dimensions that have significanteffect on the subjective well-being and work performance simultaneously of the90sgeneration, among which, the effect of organization itself is more remarkable than theother. Work environment and self development do no show significant effect on thesubjective well-being and work performance simultaneously of the90s generation.(2)Job itself and work environment are the two dimensions that have significanteffect on the subjective well-being and work performance simultaneously of the80sgeneration, among which, the effect of job itself is more remarkable than the other. Selfdevelopment does not show significant effect on the subjective well-being of the80sgeneration. Organization itself does not show significant effect on the workperformance of the80s generation.(3)Job itself, work environment and self development are the dimensions that havesignificant effect on the subjective well-being and work performance simultaneously ofthe70s generation, among which, the effect of job itself and work environment is moreremarkable than the other. Organization itself does not show significant effect on thework performance of the70s generation.(4)Job itself, work environment and organization itself are the dimensions thathave significant effect on the subjective well-being and work performancesimultaneously of the60s generation, among which, the effect of job itself is moreremarkable than the other two. Self development does not show significant effect on thework performance of the60s generation.This dissertation stresses that high performance and high subjective well-being ofemployees is not only an important goal of a enterprise, but also the corecompetitiveness of the sustainable development of the following enterprises. Non-economic rewards factor has different effects on different intergenerational employees’performance and subjective well-being，the implementation of non-economic rewards management can be cost-effectively improve the efficiency of human resource manage-ment, improve employees’ performance and subjective well-being, so as to improvetheir capacity for sustainable development.