Abstract Most enterprises acknowledge that technology and experience accumulated by the employees are the most important assets. In order to make regular employees dedicate their efforts on work, reduce employees¡¦ turnover, and enhance their motivations as well as hard-work attitudes, it¡¦s popular for the corporate to assess the job satisfaction of the employees¡¦. According to the equity theory, the corporate employees would be frustrated and maybe reduce their satisfactions on jobs in case they aware of unfair treatment from the organization, no matter what is caused by the distribution or the procedure. Also, incentive pay and benefits system in salary management could motivate and enhance employee¡¦s morale, and moreover help strengthen the overall competitiveness of organizations. Are all of the above mentioned dimensions there significant influences on the job satisfaction? A number of documents reveal confusion regarding relationships among constructs of pay and benefits satisfaction and distributive and procedural justice. The purpose of this study is to measure and verify the relevance among them, and to further clarify the differential effects resulted from these dimensions on the job satisfaction. The study was conducted in a large Taiwan company and carried out via the questionnaire approach as well as SPSS analysis to show the differential effect of the four dimensions- procedural justice, distributive justice, pay satisfaction, and benefits satisfaction, distributive justice, and procedural justice- on job satisfaction. Results showed some important findings as below: 1. Procedural/ distributive justice and pay/ benefits satisfaction are significantly associated with each other. Particularly distributive justice plays more positive effect on pay than procedural one; however, procedural justice does more positive effect on benefits than distributive one. 2. There are positive relationships between both procedural/ distributive justice with job satisfaction. So are both pay/ benefits satisfaction with job satisfaction. It implies that raising the procedural/ distributive justice through improving the system of an organization to increase the job satisfaction of the employees¡¦ is another good way except improving pay/ benefits for the employees. 3. Each of procedural / distributive justice and pay/ benefits satisfaction influences job satisfaction positively. The priority of the effect extent is distributive justice most, procedural justice the second, pay the third, and benefits the last. 4. If we assess the effects of the four dimensions together-procedural justice/ distributive justice/ pay/ benefits satisfaction on job satisfaction, the result shows that distributive justice is with the maximum effect, followed by pay satisfaction, and then followed procedural justice, and benefits satisfaction the minimum. Therefore as the study results showed, if the enterprises attempt to retain talent, reduce employee turnover, and further expect employees to perform better and to take more responsibilities, they can motivate employees with procedural justice and distributive one to achieve organizational goals in addition to with pay and benefits system. specially when some business units in a firm hire outsourced workers in future and then the phenomenon of unequal pay for equal work happens under the situation that the pay system could not be adjusted, it may be a solution for the corporate that it reinforces the "justice" in the system by enhancing the potential of employees perceptual experience to retain high ¡Vquality employees as well as to maintain good efficiency.

Employee assistance program (EAP) is a counseling benefit that claims to address any personal concerns and improve workplace productivity. Starting with alcoholism and substance abuse issues, past studies always put their emphasis on the effectiveness of healing or the financial returns, not considering the impact on employee behavior. We tried to take a different point of view on EAP, examined the linkage between EAP and organizational commitment, using benefit satisfaction and perceived organizational support as intermediate variables, to see if EAP has more effects than curing. Using survey data from 103 employees, a series of path analyses supported a mediated model in which EAP usage and EAP knowledge both exert indirect effects on affective, continuance and normative commitment, while all of these effects are totally mediated by perceived organizational support and some are partially mediated by benefit system satisfaction. Our findings suggest that EAP is a good benefit that not only deals with personal problems but also helps remaining talented employee. The differences between EAP usage and EAP knowledge benefit shows that maybe what employees really care is the feeling that their company cares about them, not financial gains from benefits.

The present research is aimed at understanding the current situation of the fringe benefits demand and satisfaction of the R&D engineers. It investigates the effects of the fringe benefits satisfaction in regard to two aspects: the commitments of the organizations and the intention to quit of the employees. The population of our survey is confined to the R&D engineers of High-tech Industry. Of totally 255 distributed questionnaires, there are 176 effective. The results of our study are concluded as follows: 1.Among 38 kinds of fringe benefits surveyed, 7 of them, namely, group-term insurance, festivities gifts or coupons, birthday gifts or coupons, wedding and funeral money, regular medical check, domestic and foreign trips and interest clubs, have the highest occurrence; over 90% of the companies offer them. Besides, more than 50% of the companies offer 21 kinds of fringe benefits. Hence it shows that the companies from the high-tech industry stress on employees¡¦ benefit. 2.As regard to the fringe benefits which R&D engineers value, they are for the most part also the one which R&D engineers satisfy, e.g. regular medical check, group-term insurance, emergency financial assistance, free parking lots, additional vacations beside those specified by the Labor Standards Law, flexible working hours, etc. So it is obvious that high-tech industry companies do take the expectations of the R&D engineers into consideration when they plan their fringe benefits offer. 3.Individual attributes and company variables have the different influences on employee benefit demand and benefit satisfaction. 4.Employee benefit satisfaction is positively related to organizational commitment; Employee benefit satisfaction is negatively related to intention to quit.