臺灣博碩士論文加值系統

企業為了提升組織績效，常設計多元化之薪資制度激勵員工。以往有許多學者針對薪資制度設計所產生之影響進行探討，但過去文獻僅注重於薪資制度對組織文化、組織績效等單面向之影響，並未由較完整的角度一探薪資制度對於組織內外所產生的各種直接或間接的影響。
再者，過去常被其他產業廣泛使用的分類研究方式，在薪資制度領域中卻極少被使用過，本研究為了能以較策略性之觀點探討企業薪資制度設計所帶來之影響，選擇以兩軸、四分類構面的方式，將保險業以及多層次傳銷/直銷兩產業進行切割，探討在不同的薪資制度設計下，組織內外的發展會如何產生差異。
在實務運作上，薪資制度的複雜度極高，組織不斷設計新的獎勵制度以刺激員工的銷售業績。經過本研究之分析探討，可知不同的底薪與變動薪結構、有無發展組織，事實上的確會對組織結構、員工特性、組織文化、產品類型、市場與顧客特性之發展產生不同的影響。然而，儘管這些影響有顯著差異，但各家公司織整體發放成本仍維持一定比例，看似複雜的薪資制度設計，其實僅是將同樣比例的成本以不同方式分配於不同處而已。
總結而論，企業應視其組織目標，設計合適的薪資制度，若能將薪資制度與組織內外各面向進行適配，其薪資制度的效果將會越高，對於組織銷售績效、員工滿意度、顧客滿意度等，都會有更多的正面影響。

In order to improve organizational performance and motivate their employees, firms often design incentive-based compensation schemes. In the literature, researchers always focus on the effect of compensation scheme on organizational culture, organizational performance, or other single dimension analysis, few of them addresses the issues from a more integrated viewpoint.
Besides, the method of classification, which is broadly used in other research field, is seldom being used in compensation domain. In order to discuss the effect of compensation policy design from a more integrated, strategic viewpoint, this research divide the compensation policy into four types, and discuss the differences between them.
It is complicated in real operation of compensation policy design. Firms continue to design new reward policies to stimulate employee’s sales performance. Our research find that both the mix of fixed and variable pay and the level of organization development have significant impact on organizational structure, employee characteristic, organizational culture, product type, market and customer type.
In sum, firms should design an optimal compensation policy depending on their organization’s goal. The better the compensation scheme fit in the organization and market structure, the more the positive impacts on performance.

口試委員會審定書 Ⅰ
謝辭 Ⅱ
中文摘要 Ⅲ
英文摘要 Ⅳ
目錄 Ⅴ
圖表目錄 Ⅶ

第一章 緒論 1
第一節 研究動機與目的 1
第二節 研究流程 2
第二章 文獻探討 4
第一節 保險業、多層次傳銷事業/直銷業之概述 4
1.1 保險業之簡介 4
1.2 直銷業之簡介 8
1.3 多層次傳銷事業之簡介 8
1.4 保險業與多層次傳銷事業相似之處 11
第二節 薪資策略 13
2.1 薪資制度概述 13
2.2 底薪與變動薪之組合 14
第三節 薪資制度與情境因素之關聯 16
第三章 研究架構與方法 19
第一節 研究架構 19
1.1 部隊操練 21
1.2 傭兵招攬 21
1.3 支援前線 21
1.4 單兵作戰 21
第二節 變數衡量 22
2.1 組織構面 22
2.2 產品構面 25
2.3 市場/顧客構面 25
第三節 資料蒐集 26
第四節 個案簡介 26
4.1 新光人壽 26
4.2 友邦人壽 29
4.3 南山人壽 30
4.4 保險經紀人 33
4.5 如新集團 33
4.6 雅芳 35
第四章 研究結果 36
第一節 保險業之個案探討 36
1.1 部隊操練－新光人壽 37
1.2 傭兵招攬－友邦人壽 38
1.3 支援前線－南山人壽 40
1.4 單兵作戰－保險經紀人 41
1.5 保險業薪資制度影響之綜合比較分析 42
1.6 四家公司之薪資成本試算分析 44
第二節 多層次傳銷與直銷產業之個案探討 47
2.1 支援前線－如新集團 47
2.2 單兵作戰－雅芳 49
2.3 多層次傳銷與直銷產業之個案探討小結 49
第五章 結論與建議 51
第一節 研究結論 51
第二節 研究限制 53
第三節 未來研究方向 53
附錄 54
參考文獻 55

圖目錄

圖一 研究流程 3
圖二 薪資制度分類架構 20
圖三 組織文化的分類 24
圖四 如新集團自立直銷主任獎金 34


表目錄

表一 壽險業2009年1-5月初年度保費收入來源別統計表 8
表二 2008年多層次傳銷業佣（獎）金支付比率 11
表三 薪資制度影響分析架構 25
表四 新光人壽基本薪級數支給表 27
表五 新光人壽之責任津貼發放表 28
表六 新光人壽每月業績津貼核發表 28
表七 新光人壽業績津貼核發率 29
表八 新光人壽輔導津貼表 29
表九 友邦人壽業務佣金計算表 30
表十 南山人壽業務主任獎金與津貼制度 31
表十一 南山人壽業務襄理獎金與津貼制度 32
表十二 南山人壽區經理獎金與津貼制度 32
表十三 如新集團業績獎金方案制度 34
表十四 如新集團代數獎金方案制度 34
表十五 個案分析結果整理表 43
表十六 四家個案公司成本支出試算比較表 46

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