Trends and tensions: an overview

Corby, Susan; Palmer, S. G.; Lindop, Esmond

doi:10.1007/978-1-137-21747-9_1

Cited by 3 publications

(2 citation statements)

References 4 publications

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“…Thus, it is useful to provide employees with flexibility in choice regarding the different reward categories available, allowing for the design of 'different, employee-initiated reward profiles' (Nienaber & Bussin, 2011, p. 2). This can also be referred to as the individualisation of rewards packages (Corby, Palmer & Lindop, 2009), where choices are built into the reward system (Swanepoel et al, 2008).…”

Section: Research Purposementioning

confidence: 99%

An empirical study of the reward preferences of South African employees

Snelgar

Renard

Venter

2013

SA j. hum. resour. manag.

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Orientation: Adapting traditional reward systems to focus on employee preferences has become a necessity as companies strive to attract, motivate and retain a skilled and high performing workforce.Research purpose: The aim of the study was to identify certain categories of rewards that employees consider to be most important, including base pay, contingency pay, benefits, performance and career management, quality work environment, and work-home integration. The impact of these reward categories on an organisation's ability to attract, motivate and retain employees was explored, together with the influence of demographic variables on reward preferences.Motivation for the study: There is much debate over whether reward packages should be tailor-made to suit individual employees. It has been argued that a 'one-size-fits-all' approach with regard to rewards is no longer effective.Research design, approach and method: A structured questionnaire, based on the total rewards model, was used to achieve the objectives of the study. A sample of 250 employees from 11 medium-sized to large-sized organisations participated in the study. Main findings:The results showed that base pay is deemed to be the most preferred reward component amongst respondents; however, they are most dissatisfied with the level at which this reward is provided by their current employers. Base pay is also the most important reward when attracting and retaining employees. Differences between reward preferences and demographic variables, including age, gender and job level, were found. Practical/managerial implications:Organisations should design their reward systems according to the preferences of their employees by focusing on base pay and contingency or variable pay. These rewards will also serve to retain them; although, to motivate employees, non-cash awards and recognition should be emphasised. Contribution/value-add:This study contributes to literature on reward preferences, which is lacking in a South African context. It also provides support for segmentation of rewards based on certain demographic variables.

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Section: Research Purposementioning

confidence: 99%

An empirical study of the reward preferences of South African employees

Snelgar

Renard

Venter

2013

SA j. hum. resour. manag.

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“…Döckel's (2003) and Van Dyk and Coetzee's (2012) South African studies revealed six vital retention factors, whilst Bussin and Fletcher (2008) and Van Rooy (2010) as well as Deloitte (2011) found that different generations favour different rewards. Thus, organisations need to investigate their reward schemes and their ability to address the requirements and expectations of these employees, since the costs of major benefits are on the increase (Arnold & Venter, 2008;Breihan, 2007;Chiang, 2005;Corby, Palmer & Lindop, 2009;Costello, 2010;De Lange, 2010;Dencker, Joshi & Martocchio, 2007;Dulebohn, Molly, Pichler & Murray, 2009;Giancola, 2007;Gray, 2008;Gross & Friedman, 2004;Heneman, 2007;Hill & Tande, 2006;Longenecker & Scazzero, 2003;Muteswa & Ortlepp, 2011;Nienaber et al, 2011;Sung & Todd, 2004;Swanepoel, Erasmus & Schenk 2008).…”

Section: What Will Followmentioning

confidence: 99%

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Smit

Stanz

Bussin

2015

SA j. hum. resour. manag.

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Orientation: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation.Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support.Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management.Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations.Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found.Practical/managerial implications: Organisations should design their reward packages by taking employees preferences into account. More specifically, organisations should focus on remuneration, performance management and development opportunities in order to retain scarce skills.Contribution/value additions: The results of the study can assist managers to design effective retention strategies, whilst also providing crucial information for the retention and motivation of employees.

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Employees of Greatness: Signifying Values in Performance Appraisal Criteria

Eriksson

Larsson

Adolfsson

2020

NJWLS

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The spread of performance-based and variable pay systems has affected expectations on employee contributions and remuneration, which have become increasingly personalized and individualized. Based on a theoretical valuation studies approach, this study of performance-based pay systems in Sweden shows that performance appraisals are (e)valuations of employees’ yearly performance in which they are prized and (ap)praised at the same time. Through a document analysis of performance criteria from four organizations, the study analyzes how values expressed refer to Boltanski and Thévenot’s six orders of worth. The analysis resulted in a theoretical construction of a joint ideal of Employees of Greatness, against which employees are measured and remunerated. The existence of the ideal of employee greatness is explained by the increasing congruence of organizational ideals in private and public sectors, as principles from emotional and cognitive forms of capitalist organization are superimposed on traditional industrial capitalist organizational ideals.

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Trends and tensions: an overview

Cited by 3 publications

References 4 publications

An empirical study of the reward preferences of South African employees

An empirical study of the reward preferences of South African employees

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Employees of Greatness: Signifying Values in Performance Appraisal Criteria

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