Impact of Fringe Benefits on Employee Performance and Job Satisfaction in a Select Supermarket in Guangdong, China

While existing researches acknowledge the positive correlation between fringe benefits and employee outcomes, there remains a gap in understanding the specific effects of different fringe benefit components within the unique context of the Chinese supermarket industry. This study addresses this gap by exploring the fringe benefits, employee performance, and job satisfaction of 300 employees from Aeon supermarket in Guangdong, China. Employing a mixed-methods approach, the study combined quantitative surveys with qualitative interviews to explore the relationships between the above stated variables. Due to non-normal data distributions, non-parametric statistical analyses were employed. Findings revealed moderate satisfaction with fringe benefits; Accommodation Allowance and Bonus were rated slightly higher (M = 3.28, SD = 1.09) compared to Medical Aid, Educational Assistance (both M = 3.07, SD = 1.07), and Vehicle Allowance (M = 2.85, SD = 1.17). Employee performance was generally favorable, with notable variability (M = 2.85–3.89; SD = 1.02–1.41). Job satisfaction was moderate, with scores ranging from 2.17 to 3.51 (SD = 1.15–1.45), highlighting diverse individual experiences. Kruskal-Wallis tests indicated that age and educational level significantly influenced employee performance, while years of service impacted performance, job satisfaction, and fringe benefit perceptions. No significant differences were observed based on sex. Correlational analysis revealed a moderately strong positive relationship between perceived fringe benefits and employee performance (Spearman’s rho = .444, p < .001), but no significant relationship between fringe benefits and job satisfaction (Spearman’s rho = .031, p = .599). A weak, positive association emerged between job satisfaction and performance (Spearman’s rho = .104, p = .072). The results suggest that while positive perceptions of fringe benefits enhance performance, they do not necessarily translate into greater job satisfaction. The findings emphasize the importance of considering demographic factors and employee perceptions in developing effective human resource strategies.