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1.0 Introduction介绍
1.1 Background背景
中国是一个巨大的制造国。其成功的原因之一是其数亿愿意服从管理的熟练工人和低工资制造业员工（Chin和Rowley，2018年）。然而，自2015年以来，中国制造业出现了员工招聘不足的现象，企业甚至连愿意提供三倍工资的合适人选都找不到，这给中国制造业带来了极大的挑战。CTuring公司（张、万、王，2017年）。一是劳动力成本大幅度增加，消耗了企业原有利润不高的部分。第二，企业必须降低对工人的标准，使一些不合格工人进入企业，导致生产效率和产品质量可能出现问题（_ech等人，2016）。对于中国制造企业来说，如何留住员工，让他们愿意在公司里长期积极工作，是一项具有挑战性和重要意义的任务。
China is a huge manufacture country. One of the reasons for its success is its hundreds of millions of skilled workers who are willing to obey the management, and low-wage manufacturing employees (Chin and Rowley, 2018). However, since 2015, there has been a phenomenon of insufficient recruitment of employees in China's manufacturing industry, and the companies have even failed to find enough suitable people even they were willing to offer triple wages, such problems have brought extreme challenge to Chinese manufacturing companies (Zhang, Wan and Wang, 2017). First, the cost of labor has been greatly increased, which has consumed the enterprises’ profits which were not high original. Second, the enterprises have to reduce the standards for workers, making some unqualified workers enter the companies, resulting in possible problems in production efficiency and product quality (Čech et al., 2016). For Chinese manufacturing companies, how to retain employees and make them willing to work actively in the companies for a long time is a challenging and important task.
1.2 Motivation动机
为了使员工能够长期积极地为公司工作，提高员工的满意度是非常重要的。大量研究表明，高满意度的员工更热情、更专注，能够为客户提供更好、更优质的服务，这实际上为公司带来了更大的回报（Milliman，Gatling&Kim，2018；Lacy，2018；Alegre，Mas MachuCA和Berbegal Mirabent，2016年）。但是，如果员工的满意度较低，他们没有工作的热情或动机，他们的消极情绪也会影响到客户，从而影响公司的业绩，并导致公司遭受损失（Lacy，2018；Alegre，Mas Machuca和Berbegal Mirabent，2016）。提高工人的工资和福利是提高员工满意度的一个好途径。然而，大量的研究表明，工资激励显示出边际递减效应。当达到一定水平时，提高工资不仅不能提高员工的满意度，而且会增加企业成本，使员工更加松懈（张、万、王，2017），这就是为什么中国企业将工资提高了三倍，仍然找不到合适的员工的原因。锿。因此，对于中国企业来说，如何采取全面的措施来提高员工满意度是一个亟待解决的问题。
To make employees willing to work actively for a company for a long time, it is very important to pay attention to improving employee satisfaction. A large number of studies have shown that employees with high satisfaction are more enthusiastic and committed, and they can provide customers with better and higher quality services, which virtually brings greater returns to the company (Milliman, Gatling & Kim, 2018; Lacy, 2018; Alegre, Mas-Machuca and Berbegal-Mirabent, 2016). However, if employees have low satisfaction, they do not have a passion or motivation to work, their negative emotions will also affect their customers, thus affecting the company's performance and causing the company to suffer losses (Lacy, 2018; Alegre, Mas-Machuca and Berbegal-Mirabent, 2016). Raising the wages and benefits of workers is a good way to improve employee satisfaction. However, a large number of studies have shown that wage incentives show a marginal diminishing effect. When a certain level is reached, raising wages will not only fail to improve employee satisfaction, but also increase corporate costs and make employees more slack (Zhang, Wan and Wang, 2017), which is why Chinese companies have increased their wages threefold and still cannot find suitable employees. Therefore, for Chinese companies, how to adopt comprehensive measures to improve employee satisfaction is an issue they urgently need to solve.
富士康科技集团成立于1974年，是一家全球领先的原始设备制造商公司，专门从事计算机、通信、消费电子、数字内容、汽车部件和通道（Enderwick和Buckley，2017年）。它拥有一百多万名员工，富士康的成功与其自身严格有效的员工管理息息相关。然而，进入2010年后，越来越多的富士康员工都是1990年后一代的年轻人。与前任相比，他们更清楚自己的个性和权利，但在努力工作方面也很薄弱。因此，富士康过去严格的管理模式和方法证明是有效的，但对1990年后的员工却没有那么有效，对员工产生了负面影响。例如，自2010年1月23日以来，富士康共发生14起自杀事件，引起了社会各界甚至全世界的关注（Christos，2015）。自杀事件频发表明，富士康目前员工满意度水平相对较低，员工满意度较低不仅影响企业管理、工作效率和收入，而且对企业形象产生负面影响。富士康作为中国最好的制造企业，员工满意度很低。可以想象，中国当前制造业的平均员工满意度可能更低。制造业对中国经济的稳定发展起着重要作用。因此，研究如何提高我国制造业员工的满意度具有重要的现实意义。
Founded in 1974, Foxconn Technology Group is a leading global OEM company specializing in computers, communications, consumer electronics, digital content, automotive components, and access roads (Enderwick and Buckley, 2017). It has more than one million employees, the success of Foxconn is closely related to its own strict and effective employee management. However, after entering 2010, more and more employees of Foxconn are young people of post-1990 generation. Compared with their predecessors, they are more aware of their personalities and rights, but they are also weak in terms of hard work. Therefore, Foxconn’s past strict management models and methods that proved to be effective are not as effective for post-1990 employees and it has negatively impacted on the employees. For example, since January 23, 2010, it has seen 14 suicides in Foxconn, which has aroused concern from all walks of life and even the world (Christos, 2015). Frequent suicide events indicate that the current level of employee satisfaction of Foxconn s is relatively low, and the low employee satisfaction not only affects corporate management, work efficiency and income, but also has a negative impact on corporate image. Foxconn, as the best manufacturing company in China, has a low degree of employee satisfaction. It can be imagined that the average employee satisfaction rate in China's current manufacturing industry may be lower. The manufacturing industry plays a major role in the steady development of the Chinese economy. Therefore, it is of great practical significance to study how to improve the employee satisfaction of Chinese manufacturing industry.
1.3 Aims and objectives
The research aim of this paper is to understand the employee satisfaction in Chinese manufacturing companies, and what the factors affecting the employee satisfaction? Based on the research aim of this article and the literatures from Čech et al. (2016), Zhang, Wan and Wang (2017), Chin and Rowley (2018), the following research objectives were formed:
Research objective 1: To understand the impact of performance appraisal system on the employee satisfaction in China's manufacturing industry;
Research objective 2: To understand the impact of compensation management system on the employee satisfaction in China's manufacturing industry;
Research objective 3: To understand the impact of staff training on the employee satisfaction in China's manufacturing industry;
Research objective 4: To understand the impact of corporate culture on the employee satisfaction in China's manufacturing industry;
Research objective 5: To recommend on improving the employee satisfaction for Chinese manufacturing enterprises.
1.4 Research question
Research question 1: What are the characteristics of the current performance appraisal system of Chinese manufacturing companies? What are the deficiencies of the current performance appraisal system for improving employee satisfaction, and what improvements it should make to better improve employee satisfaction?
Research question 2: What are the characteristics of the current compensation management system in Chinese manufacturing companies? What are the shortcomings of the current salary management system for improving employee satisfaction? What improvements should be made in current compensation management to better improve employee satisfaction?
Research question 3: What are the characteristics of the current staff training in Chinese manufacturing companies? What are the deficiencies of the current employee training system in improving employee satisfaction? What improvements the current employee training system should make to better improve employee satisfaction?
Research question 4: What are the characteristics of the current corporate culture of Chinese manufacturing companies? What are the shortcomings of the current corporate culture for improving employee satisfaction? What changes the current corporate culture should make to better improve employee satisfaction?
