Evaluation of remuneration preferences of knowledge workers

Abstract

Orientation: This research evaluates the remuneration preferences of knowledge workers as a retention strategy in an integrated international energy and chemical company, using the WorldatWork Total Rewards Model.Research purpose: Organisations may benefit from understanding their employees’ preferential remuneration benefits, in particular, knowledge workers as a scare skill requiring specific retention strategies.Motivation for the study: To understand the remuneration preferences for the retention of a group of knowledge workers within a large organisation based in South Africa. The research is necessary within organisations in South Africa impacted by scarce skills and a need to attract and retain knowledge workers. If remuneration preferences are not considered as part of retention, there is a risk knowledge workers may leave for preferential opportunities.Research approach/design and method: A total of 199 employees from a group of 1229 voluntarily participated in the survey. An electronic-based questionnaire was developed from the WorldatWork rewards model. The results from the surveys were analysed with descriptive statistics and inferential statistics.Main findings: No significance in reward strategies was found for age, level of performance or number of years of service. There was also no significant difference between the knowledge workers number of years of service and their intention to remain with the organisation. There was a significance in gender for benefits, flexibility and performance development preferences.Practical/managerial implications: The development of retention strategies should consider reward preferences of male and female employees.Contribution/value-add: Knowledge workers’ reward preferences do not differ on demographic variables, except gender. This contradicts some literature in the area.

Understanding intention to quit amongst artisans and engineers: The facilitating role of commitment

“…Satisfaction with pay is conceptualised as consisting of four dimensions, that is, satisfaction with pay level, benefits, pay rise, and pay structure and administration. Pay satisfaction is maximised when these match employees' personal preferences (Bussin & Brigman, 2019). Previous research has shown that related remuneration and benefits as well as non-monetary incentives play an important role in enhancing an employee's affective commitment (Coetzee et al, 2014;Kuvaas, 2006;Lumley et al, 2011;Nujjoo & Meyer, 2012;Schlechter et al, 2014).…”

Predictors of affective commitment at municipalities in the Nkangala district, Mpumalanga

“…This suggests that the other variables contributed 32% of the variance in affective commitment. One South African research found that workplace spirituality (Kokt & Palmer, 2019), work-life balance and friendship (Coetzee, Ferreira, & Potgieter, 2019) and remuneration (Bussin & Brigman, 2019) were predictors of affective commitment. Another South African study established that perceived organisational support was a predictor of affective commitment (Satardien, Jano, & Mahembe, 2019).…”

Institutional culture and academic career progression: Perceptions and experiences of academic staff

“…With remuneration practices as another controversial topic in higher education, the university might benefit from understanding the remuneration preferences of their knowledge workers (Bussin & Brigman, 2019) and intricacies of institutional context. Literature identifies an institutional model of academic salary that emphasises remuneration as an expression of institutional norms and values, regardless of institutional missions, and that institutional forces can dictate academic salary levels (Kwiek, 2018).…”