| 摘要 | 第8-9页 |
| Abstract | 第9页 |
| 1. Introduction | 第10-16页 |
| 1.1. Research Background | 第10-12页 |
| 1.2. Significance of the Research | 第12-14页 |
| 1.3. Research Scope and Methodology | 第14-16页 |
| 2. Literature Review | 第16-54页 |
| 2.1. Performance-based Compensation | 第16-31页 |
| 2.1.1. Definition of Performance-based Compensation Structure | 第16-17页 |
| 2.1.2. Objectives of Performance-based Compensation | 第17-18页 |
| 2.1.3. Basic Theories of Performance-based Compensation:Theories of Motivation | 第18-22页 |
| 2.1.3.1. Vroom's Expectancy Theory | 第19页 |
| 2.1.3.2. Adams's Equity Theory | 第19-20页 |
| 2.1.3.3. Locke's Goal Setting Theory | 第20-21页 |
| 2.1.3.4. Agent Theory | 第21页 |
| 2.1.3.5. Signal Theory | 第21-22页 |
| 2.1.4. Types of Performance-based Compensation | 第22-28页 |
| 2.1.4.1. Individual Performance-based Compensation | 第22-26页 |
| 2.1.4.2. Group Performance-based Compensation Structure | 第26-28页 |
| 2.1.5. Criteria for Performance-based Compensation System | 第28-29页 |
| 2.1.6. Strengths and Weaknesses of Performance-based Compensation System | 第29-31页 |
| 2.1.6.1. Strengths of Performance-based Compensation System | 第29-30页 |
| 2.1.6.2. Weaknesses of Performance-based Compensation System | 第30页 |
| 2.1.6.3. Limitations to Implementing a Performance-based Compensation System | 第30-31页 |
| 2.2. Organizational Support | 第31-40页 |
| 2.2.1. The Concepts of Organizational Support | 第31-33页 |
| 2.2.2. Preceding Studies Related to Organizational Support | 第33-40页 |
| 2.3. Leader-Member Exchange Relationship | 第40-44页 |
| 2.3.1. Conceptual Framework of Leader-Member Exchange | 第40-42页 |
| 2.3.2. The Quality of Leader-Member Exchange Relationship | 第42-44页 |
| 2.4. Innovative Actions | 第44-54页 |
| 2.4.1. The Concept and Significance of Innovative Actions | 第44-47页 |
| 2.4.2. Preceding Factors for Innovative Actions | 第47-51页 |
| 2.4.3. Organizational Support and Innovative Actions | 第51-52页 |
| 2.4.4. Leader-member Exchange Relationship and Innovative Actions | 第52页 |
| 2.4.5. Performance-based Compensation System and Innovative Actions | 第52-54页 |
| 3. Research Design | 第54-73页 |
| 3.1. Design of Research Model and Hypothesis Setting | 第54-57页 |
| 3.1.1. Design of Research Model | 第54-55页 |
| 3.1.2. Setting the Hypothesis | 第55-57页 |
| 3.1.2.1. Hypothesis over Organizational Support and Innovative Actions of the Organizational Members | 第55-56页 |
| 3.1.2.2. Hypothesis over Leader-member Exchange Relationship and Organizational Members' Innovative Actions | 第56页 |
| 3.1.2.3. Hypothesis over Performance-based Compensation and Innovative Actions by Organizational Members | 第56-57页 |
| 3.1.2.4. Hypothesis over the Influence of Social Exchange Relationship and Economic Exchange Relationship | 第57页 |
| 3.2. Operational Definition of the Variables | 第57-63页 |
| 3.2.1. The Dependent Variable | 第58-59页 |
| 3.2.2. Independent Variables | 第59-62页 |
| 3.2.2.1. Organizational Support | 第59-60页 |
| 3.2.2.2. Leader-Member Exchange Relationship | 第60-61页 |
| 3.2.2.3. Performance-based Compensation System | 第61-62页 |
| 3.2.3. Survey Questionnaire Composition | 第62-63页 |
| 3.3. Analysis Method | 第63-65页 |
| 3.3.1. Research Subjects and Data Collection Methods | 第63页 |
| 3.3.2. Analysis Method by Stage | 第63-65页 |
| 3.4. Reliability and Reasonableness of Measurement Tools | 第65-73页 |
| 3.4.1. Organizational Support | 第65-67页 |
| 3.4.2. Leader-Member Exchange Relationship | 第67-69页 |
| 3.4.3. Performance-based Compensation System | 第69-71页 |
| 3.4.4. Innovative Actions | 第71-73页 |
| 4. Analysis Results | 第73-94页 |
| 4.1. Population Characteristics of the Respondents | 第73-82页 |
| 4.1.1. Frequency Analysis | 第73-75页 |
| 4.1.2. Analysis per Population Characteristics Composition | 第75-82页 |
| 4.1.2.1. Leader-member Exchange Relationship According to Gender | 第75-76页 |
| 4.1.2.2. Differences in Perception for Innovative Actions Depending on Gender | 第76-77页 |
| 4.1.2.3. Organizational Support Not Related to Tasks Depending on Age | 第77-78页 |
| 4.1.2.4. Leader-member Exchange Relationship Related to Tasks Depending on Age | 第78-79页 |
| 4.1.2.5. Organizational Support Not Related to Tasks Depending on Employment Duration | 第79-80页 |
| 4.1.2.6. Leader-member Exchange Relationship Not Related to Tasks Depending on Employment Duration | 第80-81页 |
| 4.1.2.7. Leader-member Exchange Relationship Not Related to Work Depending on Task Type | 第81-82页 |
| 4.2. Correlation Analyses and Tests of Hypotheses | 第82-88页 |
| 4.2.1. Correlation between Organizational Support and Innovative Actions | 第82-83页 |
| 4.2.2. Correlation between Leader-member Exchange Relationship and Innovative Actions | 第83-85页 |
| 4.2.3. Correlation of Performance-based Compensation System and Innovative Actions | 第85-88页 |
| 4.2.3.1. Correlation between Level of Perception over Wages and Innovative Actions | 第85-87页 |
| 4.2.3.2. Correlation between Perception of Performance-based Compensation System and Innovative Actions | 第87-88页 |
| 4.3. Tests of Hypotheses | 第88-94页 |
| 5. Conclusion | 第94-102页 |
| 5.1. Summary of Research Results | 第94-98页 |
| 5.2. Implications and Limitations of the Research | 第98-102页 |
| REFERENCE | 第102-106页 |
