The role of benefits in sustaining HRM outcomes

Abstract

Beneficije su oblik indirektnih kompenzacija, koji pokušava postići mnoge ciljeve. Međutim, poduzeća primarno pružaju beneficije, kako bi dokazala da brinu za osobne potrebe zaposlenika, ili žele ponuditi atraktivan i konkurentan ukupni paket kompenzacija. S obzirom da beneficije predstavljaju rastući dio ukupnih troškova kompenzacija te uzevši u obzir da se odnedavno propituje njihov motivacijski potencijal, potrebno je analizirati ulogu beneficija u postizanju primarnih ciljeva upravljanja ljudskim potencijalima (privlačenju, zadržavanju i angažmanu zaposlenika) u hrvatskim poduzećima. Stoga je provedena empirijska studija na uzorku hrvatskih poduzeća, koja pokazuje da su sigurnost te mirovinske i zdravstvene beneficije nedovoljno zastupljene u hrvatskim poduzećima, iako ih zaposlenici obično visoko cijene. Kod administrativnih i proizvodnih radnika, socijalne aktivnosti, dobrovoljno zdravstveno i mirovinsko osiguranje te mogućnost rada od kuće su pozitivno povezani sa zadržavanjem zaposlenika. Međutim, statistički značajne povezanosti između beneficija, uglavnom orijentiranih na održavanje ravnoteže između radnog i osobnog života, te ishoda upravljanja ljudskim resursima, za eksperte su bile gotovo uvijek negativno. Samo se dobrovoljno zdravstveno osiguranje pokazalo kao potencijalno korisno za angažiranje i zadržavanje eksperata. Stoga bi poslodavci trebali redizajnirati strategiju beneficija i promisliti o opcionalnoj ponudi fleksibilnog sustava beneficija.

Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19

“…There is a negative association across all age groups, but it is stronger amongst individuals aged 55 years and older) was not confirmed. This contradicts earlier studies that indicated lower absenteeism and turnover rates in organisations providing non-mandatory health and pension insurance (Galeti c and Klind zi c, 2020;O'Brien, 2003;Lee et al, 2006;Daley, 2008). We believe that our results highlight the importance of contextual factors.…”

“…Regardless of the pandemic, (health)insurance-type benefits were less effective than the former. Researchers (Daley, 2008;de la Torre-Ruiz et al, 2017;Galeti c and Klind zi c, 2020) suggest that cafeteria systems should be considered to increase the efficiency of benefits, where people can choose what they would like the best. The findings of available studies (Rabin, 1994;Vidal-Salazar et al, 2016) show that companies allowing greater freedom to workers in selecting perks and benefits are more successful in their attraction and retention efforts than firms offering fixed benefits systems.…”

“…Age implications for the outcomes of employer benefits Previous research (Daley, 2008;Galeti c and Klind zi c, 2020) has shown that fringe benefits amount to 20 to 40% of the total compensation, depending on context. So, the effects of the fringe benefits on workers' satisfaction, well-being and retention are studied intensively.…”

“…Since 2020, many traditionally used benefits have ceased to function and broader reorienting in compensation policy may be on the way. Employer-provided benefits, also referred to as fringe benefits, are an essential component of employees' total compensation package (Daley, 2008;DeGenzo et al, 2013;Xavier, 2014;Galeti c and Klind zi c, 2020). Employer benefits are conceptualised as non-wage job amenities (Dale-Olsen, 2006) or indirect financial rewards (Milkovich et al, 2016) that are voluntarily provided and sponsored by the employer to attract and keep employees (DeGenzo et al, 2013, p. 301).…”

Managing Millennials as Outsourced Information Technology Professionals: A Systematic Review

“…They also value the opportunity to be part of a team, to have a manager who gives constructive feedback, where the work environment is dynamic, fun and allows for constant social interaction. Galetić (2015) reveals that millennials give more importance to non-material rewards and shows that millennials are not necessarily a homogeneous group, recommending that human resource managers should adapt reward strategies to individual characteristics, emphasizing that young millennials with work experience greatly favor job training, teamwork and participation in decision-making.…”