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It is equally worthwhile that unscientific salary management system is very unfavorable to the improvement of employee satisfaction. Cooke, Wu, Zhou, Zhong, Wang (2018) figured that in reality, many Chinese companies have not established a complete and scientific salary management system, the chaotic management of compensation is reflected in the fact that some business owners determine the compensation of their employees based on their personal experience and preferences, and their non-standard remuneration standards, which may cause the employees to feel unfair, employees of some of the companies are not paid on time, and the rewards promised to outstanding employees cannot all be paid (Osibanjo, Igbinoba, Falola, & Awe, 2018). The incomplete remuneration management system not only has a detrimental effect on the enthusiasm of the employees, but also causes the core employees to lose trust in the management of the companies and the satisfaction of the employees has been greatly reduced. Zhu, Cooper, Fan and Cieri (2013) analyzed the problems of salary management in the development process of small and medium-sized private enterprises. Jacobs, Yu and Chavez (2016) pointed out that the design of some companies' compensation systems does not closely link with the performance of employees, but rather link more with the staff's working life, educational background, etc., employees who work hard cannot obtain proper returns, resulting in a decrease in employee satisfaction and causing a loss of talents. In addition, Cooke and Wang (2014) discussed that in the process of the design of the salary system, some companies follow the principle of equalitarianism, employees with excellent performance are paid the same with employees with general performance, this is also unfavorable to inspire employees' enthusiasm for work and improve employee satisfaction.
2.3 Corporate culture
Corporate culture is spiritual values of corporate sense of worth, corporate mission, corporate vision, and corporate management philosophy with distinctive corporate characteristics (Navimipour & Zareie, 2015). The connotation of corporate culture is very rich, and its core content is the value concept that a company and its employees hold in the process of production and management. The importance of corporate culture is that it helps to build a harmonious, progressive working atmosphere and unite employees in order to achieve common goals and efforts.
The importance of corporate culture to modern enterprises is increasingly valued by corporate managers and related scholars. A large number of facts also prove that successful companies often have excellent corporate culture (Cheng &Yang, 2018).
Alegre, Mas-Machuca and Berbegal-Mirabent (2016) discussed that the primary task of corporate culture construction is to build the corporate values, once a company's core values are recognized by its management personnel and ordinary employees, it can form centripetal force and cohesion within the company, and the employees' enthusiasm and satisfaction will be greatly improved. Kang and Busser (2018) found that employees of enterprises have different world views, different family and education backgrounds, and different living habits, the existence of these differences can easily lead to friction and conflict among employees, and then affect the normal work atmosphere and work order of enterprises. Lacy (2018) thought that the construction of corporate culture helps to create a harmonious atmosphere within a company, the trust and cooperation between employees of the company is continuously enhanced, the overall efficiency of the company can be greatly improved, and the employees can also have a higher degree of satisfaction. Cheng and Yang (2018) were from the perspective of Maslow's need hierarchy theory to analyze that material incentives belong to employees' low-demand level incentives, their effectiveness is diminishing at the margin, and spiritual incentives belong to employees' high-demand level incentives, and the utility is more stable and lasting. They further analyzed that enterprise human resource management must pay attention to the use of spiritual incentives to motivate employees, through corporate culture construction, employees are motivated to jointly fulfill their responsibilities in order to realize and complete the common goals of the enterprise, thus employees’ dedication and teamwork spirit are cultivated, thereby greatly improving employee satisfaction.
However, it is worth noting that many Chinese companies still do not recognize the importance of corporate culture, resulting in the lack of substantive content in the formalization of corporate culture, and its corporate culture has not brought about the expected results for the companies (Navimipour & Zareie, 2015). The lack of corporate culture construction results in employees’ lacking a sense of mission, a sense of belonging, responsibility, and sense of accomplishment, a decrease in employee satisfaction, and a decline in work enthusiasm. Hatane (2015) pointed out that a mature corporate culture is conducive to the stable development of an enterprise, but for a strategic transformation of the enterprise, a mature corporate culture may not only promote the successful completion of the strategic transformation of the enterprise, but may also hinder the strategic transformation of the enterprise, the corporate culture does not match the corporate strategy will restrict the enthusiasm and creativity of employees and reduced employee satisfaction and enthusiasm.
2.4 Staff training
Employee training refers to a series of educational activities organized by a company to improve employees' skills, abilities and efficiencies, as well as employee loyalty and satisfaction (Hanaysha & Tahir, 2016). Companies improve employees’ skills and efficiency through training, which in turn drives the efficiency of the entire companies. Employee training can help to improve employee satisfaction, enthusiasm, creativity and sense of belonging. More and more companies regard training as an important way to motivate employees.
Staff training in an enterprise is an important factor affecting employee satisfaction. Shen and Tang (2018) found that in many enterprises, employees did not receive retraining and education after they joined in the companies, due to neglect of employee training, the employees would feel that the development of their future was limited, the level of technology and capabilities were not sufficiently improved, and the employees' satisfaction was objectively reduced, which in turn led to the idea that employees have decided to change jobs (Shen & Tang, 2018). Effective employee training can help employees to improve their own abilities, which is very beneficial for the future development of individual employees. Therefore, effective training is helpful for the improvement of employee satisfaction. In addition, a company's emphasis on employee training can make employees feel that they are valued by the company and are respected by the company (Ozturan, & Kutlu, 2010). Therefore, employee training is helpful to improve employee satisfaction. Targeted corporate training can help employees to better solve problems in their work, thereby improving employee performance and income, and gaining opportunities for promotion. Employees will be more satisfied because they are provided with good training opportunities. A large number of empirical studies have also supported the above scholars' viewpoints through data analysis. Ozturan and Kutlu (2010) surveyed 242 employees in public universities in northern Malaysia. The survey results showed that employee training has a significant positive effect on job satisfaction.
However, Shen and Tang (2018) also found that not all training can improve employee satisfaction. If companies provide training that does not meet the needs of employees and it fails to improve employees’ capacity, income, and positions, such training will increase employees’ burden and increase employee dissatisfaction. Ozturan and Kutlu (2010) was from the perspective of training effectiveness to find that the expenditures on training of Chinese enterprises were seriously insufficient then it was compared with that in Western companies. The expenditure on training for employees accounted for about 1% of employees' wages and was lower than that of in developed countries. Hanaysha and Tahir (2016) pointed out that at present, most enterprises in China, especially small and medium-sized enterprises, have not established a scientific and reasonable training system, and the companies failed to understand the training needs of employees, there were no unified plans for issues such as objectives of training, content of training, training methods, and training time, and their training programs were highly random. The content of the training was not forward-looking, which was out of touch with the needs of employees and enterprises, and it was of little significance for the improvement of employees, therefore, such training not only failed to receive the understanding and support of employees, but also aroused the disgust of employees and did not contribute to the improvement of employee satisfaction. Shen and Tang (2018) analyzed that the lack of corporate training incentive system is one of the reasons that led to poor corporate training. Some corporate training results have not been linked to employee performance, salary management, and personnel promotion, making employees lack the motivation to participate in training and are unwilling to invest a great deal of time and energy in improving their professional quality and ability. At the same time, after training, employees' abilities and skills have been improved. However, the companies do not have corresponding incentive measures to affirm the employees’ performance, the employees feel that their abilities are not recognized and their employees' satisfaction is reduced (Hanaysha & Tahir, 2016). |
