Total rewards and its effects on organisational commitment in higher education institutions

Mabaso, Calvin M.; Dlamini, Bongani Innocent

doi:10.4102/sajhrm.v16i0.913

Cited by 40 publications

(51 citation statements)

References 24 publications

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“…The reward system is central to the hiring and retention of employees in an organization. Obicci (as cited in Mabaso and Dlamini, 2018) observed that for any employer to be able to attract and retain committed employees, there is the need to put in place appropriate total reward, due to its vital role in enhancing employees' commitment to the organization.…”

Section: Introduction and Background To The Studymentioning

confidence: 99%

Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions

Adekunle

2018

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This study investigated the relationship between reward system and job involvement of academic staff in Ogun State tertiary educational institutions. The study was guided by a research question and two null hypotheses. The descriptive survey design was adopted for the study. The population comprised all the 3055 academic staff in all the eight Ogun state government owned tertiary educational institutions. The sample comprised 305 academic staff (10% of the population) selected from four tertiary educational institutions using multi-stage sampling technique. Two instruments were used for data collection, these were: a researcher designed, validated and reliable instrument (r=.86) entitled “Reward System Questionnaire” (RSQ) and a standardised Job Involvement Scale (JIS) adapted from Kanungo (1982). Data obtained was analysed using Mean and Standard Deviation to answer the research question, while, Pearson Product Moment Correlation was used to test the hypotheses at 0.05 level of significance. Findings showed that the reward system for academic staff in the institutions was inadequate (weighted mean = 1.44); that a significant relationship existed between financial rewards and job involvement of academic staff (r=.503;P<.05; df=303) and that there was a significant relationship between non-financial rewards and job involvement of academic staff (r=.712;P<.05;df= 303). It was recommended among others that the state government should increase financial allocations to its higher educational institutions and ensure that subventions are released on time to the institutions.

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Section: Introduction and Background To The Studymentioning

confidence: 99%

Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions

Adekunle

2018

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“…Reward and performance are symbiotic, and basic pay holds a primary relationship with performance (Abosede & Adekunle, 2012;Ejumudo, 2014;Mabaso & Dlamini, 2018), and salary has a positive relationship with employee performance (Anumudu et al, 2016). Unfortunately, employee performance and motivation are not given proper consideration in policymaking; hence Nigerian universities employees are facing challenges like non-availability of bonuses, overtime, and necessary allowances on the one hand and inadequate training, poor working conditions on the other (Bello, 2014).…”

Section: Discussionmentioning

confidence: 99%

Motivational Strategy and Ethical Regime in Adekunle Ajasin University, Akungba Akoko, Ondo State, Nigeria

Arowolo

2020

UER

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Public service is regarded as the working hand of government, but it has recorded downward trends in its onerous responsibility of delivering services to the people in recent times. The performance crisis of public service perhaps explains the proliferation of literature on how to address the seeming impasse in the sector. However, there has to date been little systematic evaluation of the prevalence of X or Y theory as a motivational strategy, whereas X is assumed to enforce ethics while Y calls for participation. This study assessed the effect of the application of motivational strategies suggested by theory X and Y and its outcomes on employees’ performance at Adekunle Ajasin University (AAUA) by using mixed-method techniques. The study found critical evidence that there was a concomitant relationship between ethics, motivation, and employees’ performance and that the AAUA applied more of X than Y strategies for the motivation of its employees. Consequently, strained relationships have been witnessed between the unions and the university management, thereby impelling employees’ performance. Therefore, it is recommended that the university must apply more participative Y type techniques than X type ethical codification as a strategy towards enhancing employee performance. The findings are relevant for understanding the dynamic role of ethics and motivation in the performance analysis of any public organization and for providing the necessary strategies for performance enhancement of public organizations.

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“…Basic compensation was second only to work–life balance for tradespeople, and performance‐based bonuses were third (Schlechter et al, ). A South African study of university academics showed basic compensation and fringe benefits correlate positively with organisational commitment (Mabasso & Dlamini, ). According to Mabasso and Dlamini (), “competitive wages and benefits have repeatedly been listed as a means of attracting and retaining employees” (p. 3).…”

Section: Rewards and Incentives To Secure Human Capitalmentioning

confidence: 99%

“…A South African study of university academics showed basic compensation and fringe benefits correlate positively with organisational commitment (Mabasso & Dlamini, ). According to Mabasso and Dlamini (), “competitive wages and benefits have repeatedly been listed as a means of attracting and retaining employees” (p. 3). The importance that workers place on compensation in their jobs challenges health authorities to provide incentives such as pay, benefits and bonuses, to meet their demand for RNs.…”

Section: Rewards and Incentives To Secure Human Capitalmentioning

confidence: 99%

The economic case for meeting employees' needs

Henderson

2020

J Nurs Manag

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Aim:The purpose of this article was to demonstrate that health care organisations stand to benefit financially by accommodating the needs of nursing staff.Background: Nurse turnover results in major financial losses in health care, and inadequate staffing resulting from turnover negatively affects patient outcomes, which further drives up health care costs. Strategies to limit nurse turnover are available and crucial in the quest for health care sustainability.Evaluation: Economic theory was presented to underpin evidence from business, education, and health disciplines literature, and from case studies of industry best practices in employee retention. This multidisciplinary analysis was applied to the retention of nurses in health care organisations.Conclusion: Significant reductions in nurse turnover lead to considerable financial benefit to employers. Reductions can be achieved when employers accommodate the needs of their staff. Further investigation of specific incentive models, and the transferability of those models, is needed. Implications for Nursing Management:Nursing leaders have the opportunity to discover the unique need of their workforces and invest in incentive programmes to fulfil those needs. Incentive programmes may be matched to specific nurse needs to decrease turnover. K E Y W O R D Scompensation, Human Capital Theory, nursing turnover, supply/demand, wellness, work-life balance attrition of new RN graduates (Silvestre, Ulrich, Johnson, Spector, & Blegen, 2017). The exodus of experienced RN's could be assumed to make this price tag even more astounding.While replacing nurses is costly, operating with inadequate staffing also burdens health care institutions. Shortages of RNs results in high rates of postoperative complications, as well as hospital acquired infections such as pneumonia, urinary tract infections and Clostridium difficile, which are expensive to treat and result in longer hospital stays (Snavely, 2016). In addition, poor RN staffing results in more hospital readmissions, which further drive up hospital operating costs (Snavely, 2016). As the population ages, health care costs are poised to increase dramatically (Juraschek, Zhang, Ranganathan, & Lin, 2012). Health authorities can ill-afford complacency in the face of high nurse attrition rates, nor can they afford to ignore the issues behind attrition, or pretend these issues are only for individual employees to deal with. It is important for employers to acknowledge that employee well-being is strongly intertwined with organisational success.

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Total rewards and its effects on organisational commitment in higher education institutions

Cited by 40 publications

References 24 publications

Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions

Reward System and Academic Staff Job Involvement in Ogun State Tertiary Educational Institutions

Motivational Strategy and Ethical Regime in Adekunle Ajasin University, Akungba Akoko, Ondo State, Nigeria

The economic case for meeting employees' needs

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