This research explores the determinants of executive compensation in South African state-owned enterprises (SOEs). A quantitative research approach wasfollowed and secondary data analysis was carried out. The target population consisted of 222 executives in 21 SOEs. This research has shown that the size of the organisation, type of industry and job function can be considered significant and positive determinants of executive compensation in South African SOEs. The findings of the present research also show that demographic characteristics are not significant determinants of executive compensation and should therefore not be taken into consideration when determining executive compensation in South African SOEs.

Orientation: Research on executive remuneration should be able to indicate the necessary elements and dimensions at work when deciding on an executive’s package.Research purpose: The purpose of this article was to review a correlation of elements as determinants of executive remuneration.Motivation for the study: The limited research on executive remuneration tends to focus on how executive pay varies with performance and less on the determinants of executive remuneration.Research design and method: A quantitative research method was used. The target population consisted of executives from 21 South African state-owned enterprises (SOEs). The research design was a cross-sectional study. A categorical multiple regression analysis was performed.Main findings: The research results seem to suggest that there is a significant statistical correlation between organisation size and type of industry; job function and type of industry; organisation size and job function; and the level of education and job function as a determinant of executive remuneration within the context of South African SOEs. However, the extent of the correlations between the determinants of executive remuneration is not the same.Practical/managerial implications: The research results create awareness amongst human resources practitioners and consultants of the extent to which some of the determinants of remuneration may apply in practice.Contribution/value-add: This study highlights the importance of probing further with the effect of size correlation in quantitative research in the context of executive remuneration.

Failures in land reform projects in South Africa are linked to many factors including lack of skills, markets, etc. Hence, there has been growing interest to implement joint-ventures between established and new farmers. It is argued that the ventures would not only allow new farmers access to useful capital and skills but also to existing business networks of partners. Nevertheless, some projects continue to fail including some in joint-ventures, mainly due to management conflicts. This study argues that conflicts stem largely from limited information flows which raise transactional costs. An illustration of how diversifying production and marketing strategies in 2018 by smallholders in the Kilifi county, a coastal and tourist destination region of Kenya, limit these costs and lead to high income returns to farmers is presented. Lessons are drawn for general South Africa smallholders in similar tourist areas. Mixed research methods were used to gather data, first from semi-structured interviews with farmers who use online marketing platforms. The information was used to construct a questionnaire for a 2018 field survey conducted in Kilifi. Descriptive patterns and probabilities of farmer attributes were analysed using a multinomial logistic model on Stata. The variables explored included land sizes under cultivation and marketing strategies for buyers, including hotels and restaurants for tourists, against income returns per land size. It was found that farmers on land below 4 acres were more likely to diversify their products, and marketing strategies for different types of buyers than groups on bigger pieces of land. The relative income returns per acre to 'smaller' farmers were the highest of the sample. The income returns were also associated with clearly defined land ownership rights.

Orientation: The generational diversity of employees evident in today’s workforce and the important role of reward in meeting a wide variety of needs to attract, motivate and retain employees for the organisation are a key strategic contribution.Research purpose: The purpose of this study was to explore how, whether and to what degree employees from different generational groups differ about preferences on total reward components in the fast-moving consumer goods industry, for purposes of attraction, retention and motivation.Motivation for the study: The rationale for this study was to explore and improve the understanding of reward preferences of different generation groups.Research design and method: The research was a quantitative, empirical and descriptive study of reward preferences in an industry-specific context. A self-administered survey instrument was used and analysed using tests for internal consistency and scale reliability, various measures for factor analysis and a general linear model, involving a multivariate analysis of variance (MANOVA), to test for significant differences between independent and dependent variables.Main findings: Baby Boomers, Xers and Millennials did not differ significantly about preferences regarding financial and non-financial rewards. Millennials do not prefer non-financial rewards to financial rewards. The variance, however, was not large.Practical or managerial implications: The research results provide management with informed knowledge of the types of rewards that can be administered to employees of different generational groups to attract, retain and motivate them.Contribution and value add: The research has added insight into the reward preferences of generational groups and made recommendations for improving reward strategy for the attraction, retention and motivation of employees in the fast-moving consumer goods industry.

This research explores the distribution of executive remuneration based on the type of industry and job family in South African state-owned enterprises. A regression analysis of secondary data collected on 222 executives was conducted. The overall results based on pairwise comparison suggest that the distribution of executive remuneration across various categories of industry was the same except between forestry-defense, forestry-telecommunications, defense-telecommunications, and energy-development funding. However, the results also indicated that there was no difference in the distribution of remuneration across various categories of job families in South African state-owned enterprises.