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1
Laundon, Melinda K. "Just rewards: Perceived fairness, transparency and employee reward systems." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/122617/1/Melinda_Laundon_Thesis.pdf.
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In this thesis by published papers, the dimensions of a reward system in a large Australian financial and insurance services organisation are examined. Across four studies, insights relevant to employees, managers and organisations are provided about how the design and management of reward systems influence the fairness perceptions of employees at different levels.
2
Javed, Basit, and Muhammad Jaffar. "Impact of Succession Planning on Employee Retention." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43902.
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The rise in the employee turnover rates is increasing the concerns amongst the organizations in retaining the employees in the workplace. The higher turnover rates are threatening the business capability in earning higher profits. Grounded by the leadership and motivational theories, the following study aims explore that how the succession planning strategies could help in retaining the employees in the organization. Swedish organizations are chosen as the area of the study. In order to fulfill the purpose of the research, the data has been gathered from primary and secondary tools. The secondary tools used in the study are past papers related to succession planning and employee retention as well as information collected through SHRM/Globoforce employee recognition survey and OECD statistical data. The primary tools used in the study are semi-structured questionnaire and face to face interviews. The data analysis involved the evaluation of the secondary data, face to face interview and classification of themes on the basis of semi-structured questionnaire. By means of the thematic analysis, four main themes were emerged. The findings showed that in order to retain the employees fruitfully, Swedish organizations should work on planning career development programs, identify and develop the talent pool and offer non-monetary rewards to the employees. This will enable them to be committed with the company and stay with it for a longer time. The implications for the study is that it will bring a positive social change by adapting the effective succession planning practices which will as a result help to increase the morale of employee and enhance the business profits by retaining the talented employees in the organization. The study has some limitations on the basis of which, it is suggested to the future scholars to conduct a quantitative study by taking a longitudinal approach in order to validate the findings on the statistical grounds as well.
3
Bobi, Lungiswa. "Remuneration and rewards strategies at the Nelson Mandela Metropolitan University." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1021232.
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To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
4
Thumbran, Rene S. "Utilizing non-financial rewards as a competitive advantage in attracting and retaining employees." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/26360.
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Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges.Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
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Němcová, Tereza. "Využití konceptu celkové odměny v systému odměňování vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377410.
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This master thesis focuses on usage of the concept of total reward in selected company. The theoretical part summarizes concepts and knowledge related to remuneration of employees and the concept of total reward. The analytical part focuses on detailed description of current state of the company and defined issue. The last part includes proposals for changes in the remuneration system focusing on balancing this system of selected company according to the concept of total reward.
6
Warneke, Kirsten Ruth. "Perceptions of internal rewards equity, equity sensitivity, psychological capital and work engagement." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/4193.
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Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
7
Lovick-McDaniel, Tawana. "Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7553.
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Nonprofit organizations' managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations' managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg's theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and work-from-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community.
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Jeremiah, Andrew. "The effect of employee rewards on staff morale in Western Cape public TVET colleges." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2861.
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Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2018.The purpose of this study was to investigate the impact of intrinsic and extrinsic rewards on the job satisfaction and morale of educators in Western Cape Public Technical Vocational Education and Training (TVET) institutions. The study endeavoured to determine factors that contributed to public TVET educators’ dissatisfaction with intrinsic and extrinsic rewards offered by public TVET institutions in the Western Cape. In addition, the study investigated the job satisfaction of public TVET educators as well as the resultant morale, attrition and absenteeism brought about by educators’ dissatisfaction with rewards offered. The study was also expected to present findings and make recommendations to public TVET institutions and the Department Higher Education and Training (DHET). Recommendations were supposed to be made to bring about an improvement in the job satisfaction and morale of public TVET educators in the Western Cape. A stratified purposive sampling procedure was utilised in drawing up the sample from some population of 1535 educators in the Western in 2013. The Research Advisors (2006) and Krejcie and Morgan (1970) Sample Size Tables were utilised. However, out of 308 JDI questionnaires that were initially distributed 265 were returned duly completed. The two hundred and sixty-five JDI questionnaires were processed using SPSS Version 23. As suggested by statistical analysis, the overall conclusion drawn from the research was that extrinsic and intrinsic rewards significantly predicted the job satisfaction and morale of educators in a sample of 308 derived from some population of 1535 educators in Western Cape public TVET institutions. This study revealed that extrinsic and intrinsic rewards had a significant influence or impact on the job satisfaction and morale of public TVET educators in the Western Cape. It was discovered that beside extrinsic rewards such as pay and bonuses, intrinsic rewards such as the job itself were important in the job satisfaction and morale of educators. Beside the above it was also discovered that supervision, career progression opportunities and relationships among principals and staff, and among educators and learners were instrumental in enhancing the job satisfaction and morale of educators. Beside the above mentioned, it was discovered that learners’ grades after assessments also played a major role in the motivation of public TVET educators. It was confirmed that extrinsic and intrinsic rewards complimented each other in fostering and enhancing the job satisfaction and morale of public TVET educators in the Western Cape. The results of this study showed that job satisfaction among public TVET educators in the Western Cape could be explained by the type of rewards (extrinsic and intrinsic) offered by public TVET institutions as previously indicated. In other studies, mentioned in this study it was confirmed that beside extrinsic rewards, intrinsic rewards such as the job itself and the educational institution enhanced the educator’s job satisfaction and morale. When an employer fulfils the educator’s intrinsic and extrinsic reward expectations, an educator’s affective commitment, job satisfaction and morale is enhanced.
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Geiger, Thomas M. "Effort for Payment in Organizations: Rewards, Labor Markets, and Interpersonal Citizenship Behaviors." Xavier University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1395247264.
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Roberts, Roshan Levina. "The relationship between rewards, recognition and motivation at an insurance company in the Western Cape." Thesis, University of the Western Cape, 2005. http://etd.uwc.ac.za/index.php?module=etd&.
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Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquos contribution to the organisation and the organisation&rsquo
s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.
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Maglieri, Kristen A. "Assessing preference for and reinforcer value of employee- and manager-selected rewards in an organizational setting." abstract and full text PDF (free order & download UNR users only), 2005. http://0-gateway.proquest.com.innopac.library.unr.edu/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1433395.
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Osborne, Schrita. "Employee Engagement and Organizational Profitability." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3194.
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Disengaged employees typically cost U.S. corporations $350 billion annually. The purpose of this case study was to explore strategies that some communication business leaders used to engage their employees that resulted in increased profits. The target population consisted of 4 communication business leaders located in Jackson, Mississippi who possessed at least 1 year of successful employee engagement experience. The self-determination theory served as the study's conceptual framework. Semistructured interviews were conducted and the participating company's archived documents were gathered. Patterns were identified through a rigorous process of data familiarization, data coding, and theme development and revision. Interpretations from the data were subjected to member-checking to ensure trustworthiness of the findings. Based on the methodological triangulation of the data collected, prominent themes emerged from thematically analyzing the data: rewards and recognition, empowering employees, and building a bond between leaders and employees. The implications for positive social change include the potential to improve employee engagement. Enhanced employee engagement could create social innovation and foster goodwill among employees, customers, and community members.
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Makoni, Eric. "Employee Engagement Strategies That Healthcare Managers Use to Increase Organizational Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6730.
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The annual cost of low employee engagement in Australian workplaces was $18.7 billion in 2015. Healthcare managers who adopt employee engagement strategies have the potential to achieve robust clinical, operational, and financial results that benefit both the organization and the community as a whole. The purpose of this single case study was to explore effective employee engagement strategies that some healthcare managers used to increase organizational performance. Social exchange theory was the conceptual framework for the study. Data were collected through semi structured interviews with 8 healthcare managers in Queensland, Australia. Participants who implemented successful employee engagement strategies were selected using a snowball sampling technique. Data analysis consisted of generating themes through coding using a deductive approach and reporting emergent themes. Five key themes that emerged from the data analysis were psychological ownership, job resources, leadership, training and development, and rewards and recognition. The process of member checking ensured that findings accurately represented participants' views. Recommendations from the study highlight the need for healthcare managers to implement employee engagement strategies that motivate discretionary efforts, resulting in improved quality patient care and organizational performance. The implications for positive social change include providing healthcare managers with effective employee engagement strategies that could improve patient experiences, operational efficiencies, and quality healthcare provisions in the healthcare industry.
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Shelton, Stacy Ann. "The relationship between intrinsic rewards, personality and emotional intelligence within the education sector." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20440.
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The primary objective of this dissertation was to investigate the relationship between intrinsic rewards, personality and emotional intelligence within the education sector within South Africa. In order to achieve this objective, the researcher tested a theoretical model using regression analysis, and made use of Pearson’s Product Moment Correlations. A further aim was to investigate whether differences existed according to teaching sector and teaching level with regards to these constructs. This was done using t-tests and analysis of variance tests. Moreover, the researcher aimed to further validate the Intrinsic Work Rewards Scale within the South African context. This was done via the use of confirmatory factor analysis. The questionnaire was completed by a total of 269 educators spanning across eleven educational institutions, including institutions within the private and public sector, and primary, secondary and tertiary educational institutions within the Eastern Cape. Data analysis was conducted using descriptive statistics which included frequency tables, and pie charts, and the aforementioned inferential statistics. The findings revealed a number of correlations between the three constructs, and significant differences between private and public sector institutions, and between primary, secondary and tertiary institutions with regards to intrinsic rewards, personality factors and emotional intelligence. The proposed theoretical model could be partly accepted as it showed that a correlation does exist between Extraversion, Neuroticism, Agreeableness and Conscientiousness (Openness was not correlated) and intrinsic rewards, and between intrinsic rewards and emotional intelligence. Moreover, the model showed that emotional intelligence acted as a mediator and partial mediator in predicting one’s level of intrinsic rewards via Extraversion, Neuroticism, Agreeableness and Conscientiousness, but no mediation could be shown with regards to Openness. Finally, the results of confirmatory factor analysis confirmed that the Intrinsic Work Rewards Scale showed acceptable fit and thus provided evidence for this instrument holding construct validity within the South African context. These results theoretically contribute to the area of intrinsic rewards, and have uncovered a new area whereby intrinsic rewards are shown to be related to personality factors and emotional intelligence. The findings of this study hold important implications for the effective management of educators in the South African context.
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Renard, Michelle. "An international study on the influence of intrinsic rewards on the intrinsic motivation, work engagement and retention of employees in non-profit organisations." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/5148.
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The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.
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Ladson, Deniqua Arshay. "Strategies for Increasing Employee Morale and Mitigating Turnover in the Banking Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7689.
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Bank leaders who fail to implement effective leadership strategies experience low employee morale and high employee turnover. The estimated failure rate of bank industry leadership to attain some organizational targets such as desired levels of employee morale, employee retention, and profitability is as high as 60%. The purpose of this single case study was to explore strategies bank leaders implemented to improve employee morale and mitigate employee turnover. The population for this study included 4 bank leaders in the United States who successfully applied effective leadership to improve morale and mitigate employee turnover for more than 5 years. Data were collected from semistructured interviews with bank leaders and from artifacts such as the company website. The transformational leadership theory guided this research as the conceptual framework. Data triangulation was employed. Data were analyzed using Yin’s 5 steps of data analysis. Three themes emerged from analysis of the data: adopting motivational leadership techniques, applying open and transparent communication skills, and applying recognition or rewards. The application of findings from this study could contribute to positive social change because society may benefit from an improved banking intermediation system to support employment retention and the improvement of citizens’ livelihoods.
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Morris, Robyn Joy. "Employee work motivation and discretionary work effort." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf.
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The focus of this thesis is discretionary work effort, that is, work effort that is voluntary, is above and beyond what is minimally required or normally expected to avoid reprimand or dismissal, and is organisationally functional. Discretionary work effort is an important construct because it is known to affect individual performance as well as organisational efficiency and effectiveness. To optimise organisational performance and ensure their long term competitiveness and sustainability, firms need to be able to induce their employees to work at or near their peak level. To work at or near their peak level, individuals must be willing to supply discretionary work effort. Thus, managers need to understand the determinants of discretionary work effort. Nonetheless, despite many years of scholarly investigation across multiple disciplines, considerable debate still exists concerning why some individuals supply only minimal work effort whilst others expend effort well above and beyond what is minimally required of them (Le. they supply discretionary work effort). Even though it is well recognised that discretionary work effort is important for promoting organisational performance and effectiveness, many authors claim that too little is being done by managers to increase the discretionary work effort of their employees. In this research, I have adopted a multi-disciplinary approach towards investigating the role of monetary and non-monetary work environment characteristics in determining discretionary work effort. My central research questions were "What non-monetary work environment characteristics do employees perceive as perks (perquisites) and irks (irksome work environment characteristics)?" and "How do perks, irks and monetary rewards relate to an employee's level of discretionary work effort?" My research took a unique approach in addressing these research questions. By bringing together the economics and organisational behaviour (OB) literatures, I identified problems with the current definition and conceptualisations of the discretionary work effort construct. I then developed and empirically tested a more concise and theoretically-based definition and conceptualisation of this construct. In doing so, I disaggregated discretionary work effort to include three facets - time, intensity and direction - and empirically assessed if different classes of work environment characteristics have a differential pattern of relationships with these facets. This analysis involved a new application of a multi-disciplinary framework of human behaviour as a tool for classifying work environment characteristics and the facets of discretionary work effort. To test my model of discretionary work effort, I used a public sector context in which there has been limited systematic empirical research into work motivation. The program of research undertaken involved three separate but interrelated studies using mixed methods. Data on perks, irks, monetary rewards and discretionary work effort were gathered from employees in 12 organisations in the local government sector in Western Australia. Non-monetary work environment characteristics that should be associated with discretionary work effort were initially identified through a review of the literature. Then, a qualitative study explored what work behaviours public sector employees perceive as discretionary and what perks and irks were associated with high and low levels of discretionary work effort. Next, a quantitative study developed measures of these perks and irks. A Q-sorttype procedure and exploratory factor analysis were used to develop the perks and irks measures. Finally, a second quantitative study tested the relationships amongst perks, irks, monetary rewards and discretionary work effort. Confirmatory factor analysis was firstly used to confirm the factor structure of the measurement models. Correlation analysis, regression analysis and effect-size correlation analysis were used to test the hypothesised relationships in the proposed model of discretionary work effort. The findings confirmed five hypothesised non-monetary work environment characteristics as common perks and two of three hypothesised non-monetary work environment characteristics as common irks. Importantly, they showed that perks, irks and monetary rewards are differentially related to the different facets of discretionary work effort. The convergent and discriminant validities of the perks and irks constructs as well as the time, intensity and direction facets of discretionary work effort were generally confirmed by the research findings. This research advances the literature in several ways: (i) it draws on the Economics and OB literatures to redefine and reconceptualise the discretionary work effort construct to provide greater definitional clarity and a more complete conceptualisation of this important construct; (ii) it builds on prior research to create a more comprehensive set of perks and irks for which measures are developed; (iii) it develops and empirically tests a new motivational model of discretionary work effort that enhances our understanding of the nature and functioning of perks and irks and advances our ability to predict discretionary work effort; and (iv) it fills a substantial gap in the literature on public sector work motivation by revealing what work behaviours public sector employees perceive as discretionary and what work environment characteristics are associated with their supply of discretionary work effort. Importantly, by disaggregating discretionary work effort this research provides greater detail on how perks, irks and monetary rewards are related to the different facets of discretionary work effort. Thus, from a theoretical perspective this research also demonstrates the conceptual meaningfulness and empirical utility of investigating the different facets of discretionary work effort separately. From a practical perspective, identifying work environment factors that are associated with discretionary work effort enhances managers' capacity to tap this valuable resource. This research indicates that to maximise the potential of their human resources, managers need to address perks, irks and monetary rewards. It suggests three different mechanisms through which managers might influence discretionary work effort and points to the importance of training for both managers and non-managers in cultivating positive interpersonal relationships.
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Walker, Tonia Ann. "Strategies for Increasing Employee Engagement in the Service Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2904.
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The annual loss to U.S. organizations consequential to a lack of employee engagement was approximately $300 billion in 2013. Employee engagement is vital to the business sustainability of an organization. The purpose of this qualitative single case study was to explore successful strategies that business leaders of a service organization used to increase employee engagement. The conceptual framework guiding this study was the behavior engineering model theory developed by Gilbert. A purposeful sample of 6 engineering managers was selected based on their success in creating strategies resulting in increased employee workplace engagement in a monopoly service organization in Connecticut. Semistructured interviews were employed to elicit detailed information from participants and their experiences with employee engagement. A review of company documents and website data was used to enhance the credibility of the findings. Using Yin's 5-step method assisted in identifying themes. Two themes emerged with a focus on communication and rewards, benefits, and compensation. Communication through a variety of platforms and an attractive, rewards, benefits, and compensation package appealed to employees with unique skill sets and talents that fostered an environment for increased engagement. The findings of the study may contribute to positive social change by providing business leaders with tools to enhance greater employee job satisfaction and engagement in the service industry, which may in turn lead to a more productive and engaged workforce.
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Brands, Raina. "Perceptions of organisational citizenship behaviour & allocation of organisational rewards : the impact of employee gender, leave taking & benevolent sexism /." [St. Lucia, Qld.], 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18511.pdf.
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Creaby-Attwood, Nick. "Rewarding relationships : a study of the interaction of employment relationships and employee rewards systems in two unionised private sector organisations." Thesis, Northumbria University, 2010. http://nrl.northumbria.ac.uk/4415/.
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This study investigates the interactions between the employment relationship and the employee rewards system. There is an implied and broadly accepted connection between these aspects of organisational life, yet the connection has not been clearly developed within either the employment relations or employee rewards literature. Employment relations research commonly prioritises certain features: organisational context; parties’ ideologies; processes concerning the interaction of the parties; and outcomes of the relationship. This study attempts to be located in this tradition: it regards rewards as an outcome of the employment relationship. However, whilst many studies of this type have tended to emphasise the interaction of isolated features, this study attempts to theorise the nature of the interactions between the reward outcomes and the other features of the relationship in a holistic manner. The study begins from an ontologically realist view of the employment relationship and employee rewards; however, it also acknowledges that these social facts are interpreted by parties, and that these interpretations are significant. The study adopts many of the features of mainstream employment relations research, reflected in a pluralist theoretical perspective. A predominantly inductive, multi-method, case study research strategy is utilised, focussing upon two unionised, private sector, manufacturing organisations. Data is collected from the parties to the employment relationship using research instruments derived from two primary conceptual models: Walton & McKersie’s (1965) behavioural bargaining framework, and Gomez-Mejia and Balkin’s (1992) algorithmic-experiential model of rewards. Analysis of this data indicates substantial commonality between the cases and suggests a complex set of interactions between the features of the employment relationship and employee reward outcomes. Key findings indicate the importance of understanding parties’ reward preferences as they provide insight regarding: the formulation of parties’ ideologies; the effectiveness of processes; and the interpretation of reward outcomes.
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Malhotra, Neeru. "Analysing relationships among frontline employee perceptions of rewards, attitudes and service quality in banking call centres : an internal marketing perspective." Thesis, University of Bradford, 2004. http://hdl.handle.net/10454/3465.
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The basic purpose of the research is to understand the significance of internal marketing in influencing frontline employees'job-related attitudes and service quality. Since rewards are considered to be an important compqnent of internal marketing, this research investigates relationships among frontline employee perceptions of rewards (extrinsic and intrinsic), attitudes (three components of organisational commitment viz. affective, normative and continuance, and job satisfaction), and service quality, in banking call centres. In this context, a conceptual model is presented comprising rewards as the antecedentsa, ttitudes as the mediating variables, and service quality of the frontline employees as the outcome variable. The model is empirically tested through a large sample study that is conducted among 4 call centres of a major retail bank in the UK. Following certain qualitative in-depth interviews at the exploratory stage, structural equation modelling (using AMOS) is carried out on 342 useable questionnaires (response rate of more than 50%), to empirically test the proposed framework for the study. The measurement and structural models, after validation and purification, provided satisfactory fit estimates across absolute, incremental and parsimonious measures. The results highlight the importance of rewards, as part of internal marketing, in maintaining employee attitudes, and improving service quality. Intrinsic rewards (like role clarity, training and skill variety) emerged as the most significant of all, as they were found to impact on service quality directly. Extrinsic social rewards (like supervision and team support) were not found to be significant, while the finding regarding extrinsic organisational rewards-service quality relationship was surprising. Although assumed important for perfon-nance, some had no direct effect (pay, and benefits satisfaction, extrinsic exchange), while others (working conditions and promotional opportunities) exerted a negative direct effect on service quality, although the indirect effect of most of these rewards was found to be positive. However, these rewards were considered important for influencing employee attitudes, which in turn influence service quality. In this context, the importance of employee attitudes like affective commitment and job satisfaction is emphasisedfor service quality. The empirical results of the study also reveal that it is the nature of commitment that matters in commitment-service quality relationship. Affective commitment emerged as the only attitude variable to bear a significant positive relationship with service quality. Job satisfaction was not found to impact on service quality directly, although the indirect effect was found to be positive. Normative commitment impacted on service quality indirectly, while continuance commitment was not found to be effective at all. Besides theoretical and methodological contributions, the thesis also provides strong managerial implications and directions for future research in applying internal marketing for improving service quality of frontline employees in call centres. Keywords: internal marketing, rewards, service quality, commitment, job satisfaction, UK banks, call centres, frontline employees.
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Oliveira, Daniela Filipa Ramos de. "O efeito das recompensas na satisfação do trabalho e na retenção de talentos : o caso do setor imobiliário." Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/16523.
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Mestrado em Gestão de Recursos HumanosNo atual contexto do mercado de trabalho, as organizações sentem a necessidade de reter o seu capital humano. No setor imobiliário em particular, devido ao elevado crescimento dos últimos anos associado a uma elevada rotatividade dos seus recursos humanos, a questão da retenção de talentos torna-se particularmente relevante. A significativa escassez de investigações sobre o tema no setor motivou a realização deste estudo, cujo principal objetivo é avaliar o papel das recompensas na satisfação no trabalho e na intenção de saída dos colaboradores. O estudo empírico, suportado num inquérito por questionário envolveu uma amostra de 220 colaboradores de três mediadoras imobiliárias. Os inquiridos manifestam um elevado nível de satisfação no trabalho e com as recompensas auferidas e uma baixa intenção de saída. Conclui-se que a satisfação com as recompensas está positivamente relacionada com a satisfação no trabalho, sendo que a satisfação com as recompensas extrínsecas impacta mais na satisfação no trabalho do que a satisfação com as recompensas intrínsecas. Por outro lado, a satisfação com ambos os tipos de recompensas está negativamente relacionada com a intenção de saída, sendo que as recompensas intrínsecas têm um impacto superior na intenção de saída. Os homens mostram-se mais satisfeitos no trabalho do que as mulheres. Os mais jovens são os menos satisfeitos, quer com as recompensas auferidas, quer com o trabalho, revelando maior intenção de sair das respetivas organizações.
In the current context of the global job market, organizations feel the need to retain their human capital. In the real estate industry in particular, due to the high growth of recent years associated with a high turnover of its human resources, retention of talent becomes a particularly relevant issue. The significant lack of research on the subject in the industry motivated the realization of this study, whose main objective is to evaluate the role of rewards in job satisfaction and in the collaborators' intention of leaving. The empirical study, supported by an inquiry, involved a sample of 220 employees of three real estate agents. The respondents manifest a high level of satisfaction at work, they agree with the obtained rewards and have a low desire to leave. In conclusion, satisfaction with rewards is positively related with job satisfaction, being that satisfaction with extrinsic rewards impacts more the job satisfaction than satisfaction with intrinsic rewards. On the other hand, satisfaction with rewards is negatively related with the desire of leaving, being that satisfaction with intrinsic rewards has a greater impact than satisfaction with extrinsic rewards. Men appear more satisfied at work than women. The younger ones are the least satisfied, both with the obtained rewards and with work, revealing a greater intention to leave their organizations.
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Chanza, Alfred Witness Dzanja. "An assessment of the motivational value of rewards among health professionals in Malawi's Ministry of Health." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1020330.
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The assessment of the motivational value of rewards in the world of work is interesting but difficult to understand. Variations in research reports and inadequate comprehension of the efficiency and motivational value of rewards have brought about confusions, controversies and contradictions among authors, researchers, consultants and practitioners in the field of Industrial and Organisational Psychology (Mangham, 2007; Muula, 2006; Muula & Maseko, 2005; Palmer, 2006; World Bank, 2004). As a consequence, organisations are applying theories and models of motivation selectively depending on their beliefs, ideological framework of values and assumptions (Dzimbiri, 2009). The study was therefore carried out as a positive contribution to the existing knowledge and debate on the motivational value of rewards for health professionals in the public health sectors of the developing countries. Through a systematic sampling method, 571 health professionals were sampled for the study. Data were collected through the use of a self-administered questionnaire which was composed based on the data collected from desk research/literature review, focus group discussions and interviews. The findings of the study revealed that the Malawi‟s Ministry of Health (MoH) is failing to attract, motivate and retain health professionals; there is perception of inequity of the rewards among the health professionals; health professionals develop coping strategies to supplement their monthly financial rewards; health professionals engage in corrupt practices to supplement their monthly financial rewards; and there is erosion of industrial democracy in the Malawi‟s Public Health Sector. While the statistical testing of the hypothesized model proved a lack of fit between the variables, the statistical testing of the re-specified model suggests that there is a positive relationship between financial rewards and reward-related problems being faced by health professionals in the Malawi‟s MoH. Through the Structural Equation Modeling (SEM) exercise, an inverse (negative) relationship between financial and non-financial rewards was deduced, and scientifically and graphically demonstrated. Both the re-specified and graphical models symbolize a pragmatic departure from the theoretical model whose authors (Franco, Bennett, Kanfer & Stubblebine, 2004) are largely inclined to the use of non-financial rewards and suggest that financial rewards should be used with caution. These findings also reject the Herzberg‟s two factor theory (Herzberg, 1960) which claims that financial rewards (salaries) are not a motivator. The major recommendations of the study are that the Franco et al.‟s (2004) model should be adopted and adapted in the Malawi‟s MoH with the view that the value of both financial and non-financial rewards (as motivators) varies from individual to individual due to individual differences and prevailing factors/forces in both the work environment and wider society in which the MoH operates; a hybrid reward system combining the strengths of time-based, performance-based and competence-based reward systems should be developed and implemented; the results of scientifically testing the re-specified model and the inverse (causal) relationship established between financial and non-financial rewards (as demonstrated in a graphic model) should be re-tested with other samples in the public health sectors of the developing countries; and the motivational value of non-financial rewards should be scientifically established and compared with the motivational value of financial rewards used independent of each other in business organisations to make an objective conclusion on the rewards-motivation debate.
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Van, der Merwe Izak Wilhelmus. "A critical analysis of factors that influence employee work performance." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/829.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2008.ENGLISH ABSTRACT: The modern world of business has accepted the fact that true organisational competitive ability lies hidden in the depths of individual human beings and their commitment to deliver super standard outputs. The secret to outperforming competitors has become increasingly dependent on the levels of performance delivered by an organisation’s employees, and an age old burning question has yet again risen to the fore: What are the factors that influence employee work performance? This study presents the background to this question by clearly defining the problem and the relevant definitions of concepts and terms generally used in the arena of employee work performance. An overview of employee work performance is introduced by applying a suitable model to explain job performance where after the measurement of employee work performance is investigated. Consideration is given to the different types of performance measurement, the people responsible for measuring employee work performance as well as the reasons for measuring performance. Upon clearly establishing a proper frame of reference with regard to employee work performance, the factors influencing performance are discussed under the topics of motivation and rewards. Motivation and its influence on employee work performance is approached from a top down perspective considering in the first place the different groupings or categorisation of motivational theories, where after those motivational theories under consideration are discussed in more detail. Rewards, as a factor influencing employee work performance, is considered to be applied in the form of remunerative compensation and relational rewards, while constantly applying the concept of total rewards and it’s ability to influence employee work performance as a more recent approach to reward management. Remunerative compensation is first considered as applied by three theories of motivation upon which follows a more detailed discussion on the details of remunerative compensation rewards. Relational rewards are considered in different categories or groups with special emphasis on their role as applied to the total rewards approach. The study concludes by summarising the findings with regard to employee performance, employee motivation and rewards, and finally presents a discussion on different trends pertaining to reward management.
AFRIKAANSE OPSOMMING: Die moderne besigheidswêreld het reeds aanvaar dat die ware vermoë van ‘n maatskappy om te kompeteer in die diepte van individuele mense en hul toewyding tot bo-gemiddelde uitsette rus. ‘n Maatskappy se vermoë om suksesvol te kompeteer word meer-en-meer afhanklik van die vlakke van prestasie van die maatskappy se werknemers, en die oer-oue vraag kom daagliks weer na vore: Watter faktore beϊnvloed ‘n werknemer se werksprestasie? Die studie lewer die agtergrond tot hierdie vraag deur die probleem duidelik te identifiseer asook die relevante definisies van algemeen gebruikte konsepte en terme wat betrekking het op werknemer werksprestasie. ‘n Oorsig van werknemer werksprestasie word voorgestel deur die toepassing van ‘n gepaste model om werksprestasie te verduidelik waarna die meting van werksprestasie ondersoek word. Verskillende tipes prestasie-meting, die mense wat verantwoordelik is vir die meting van werknemer werksprestasie asook die redes vir die meting van werksprestasie word oorweeg. Nadat ‘n duidelike verwysingsraamwerk met betrekking tot werknemer werksprestasie daargestel is, word die faktore wat werksprestasie beϊnvloed onder die hoofde van motivering en vergoeding bespreek. Die invloed van motivering op werknemer werksprestasie word benader vanuit ‘n oorhoofse perspektief deur eers die verskillende groeperings en kategorieë van motiveringsteorieë te oorweeg, waarna die spesifieke motiveringsteorieë wat betrekking het op hierdie studie in meer detail bespreek word. Vergoeding, as ‘n faktor wat werknemer werksprestasie beϊnvloed, word beskou in die vorm van geldelike vergoeding asook verhoudings-vergoeding, terwyl die konsep van totale of algehele vergoeding en die invloed wat dit op werknemer werksprestasie het, deurentyd toegepas word as ‘n meer moderne benadering tot vergoedingsbestuur. Geldelike vergoeding word eerstens beskou uit die standpunt waar drie motiveringsteorieë respektiewelik daarop toegepas word, waarna ‘n meer gedetaileerde bepreking aangaande geldelike vergoeding volg. Verhoudingsvergoeding word beskou soos toegepas in verskillende groepe of kategorieë met spesiale fokus op die rol wat gespeel word in die totale of algehele vergoedingsbenadering. Die studie volstrek deur die bevindinge met betrekking tot werknemer werksprestasie, werknemers motivering en vergoeding op te som, waarna met ‘n finale bespreking van verskillende toekomspatrone met betrekking tot vergoedingsbestuur afgesluit word.
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Vuik, Fabian, and den broeck Ro Van. "Low-Skilled Employee RetentionPractices in the Fast Food Industry : A study of retention practices within the Verhage FastFood franchise." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-76208.
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Employee turnover can cost an organization a significant amount of money. In addition, retention of employees can beneficial towards to an organization as it e.g. allows to save costs related torecruitment and training of new employees. The fast food industry is recognized as an industry which employs low-skilled employees and is especially in the United States known to be prone to high employee turnover. With regards to Europe, only little information is available in the field of low-skilled employee retention in the fast food industry. Looking towards the Netherlands, there has been no conducted research concerning this topic from a manager’s perspective allowing to identify the best HR practices to limit employee turnover in the organization. Our purpose of this thesis is to increase the understanding of the practices on employee retention of low-skilled employees in the Dutch fast food industry. To be able to meet this purpose, the following research question was developed “How do managers address retention of low-skilled employees in the Dutch fast food industry?” To be able to answer this research question, a multiple case study was conducted to study several franchises of the Dutch fast food organization “Verhage fast food”. We chose to conduct a qualitative study by developing semi-structured interviews. The empirical material was collected by interviewing an HR manager and the CEO of Verhage to develop an overview of the organization. Furthermore, we conducted five interviews with franchisees of Verhage. These franchisees were chosen based on four criteria being location, variety in experience, amount of employees, and amount of franchises owned. These four criteria ensured that the chosen franchisees in our study are active in different environmental settings. These interviews were conducted with the aim to find out how these franchisees perceive low-skilled employee retention and to identify how these franchisees address retention through the implementation of HR practices. Our study provided a contribution that shows the most effective HR practices in the fields of recruitment and selection, training and development, career development, and recognition and rewards are depending on the situational factors. Whereas one franchisee needs to pay well above minimum wage to attract low-skilled employees, another franchisee can easily pay the employees minimum wages without the need to worry for job applicants. Another contribution based on the outcome of our study is that the provision of training and responsibilities besides being done to benefit the company in e.g. productivity it also results in more engaging employees with a higher intention to stay.
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Rotterová, Monika. "Návrh rozvoje motivačního systému ve firmě." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222858.
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The thesis focuses on the development of motivational system in the production company. Using internal resources and survey I have done an analysis of the current motivational system in the company. Based on the identified shortcomings I suggest improvements to the existing system of motivational which leads to increase employees motivation and also to their overall satisfaction.
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Hagos, Helen, and Helena Sonnert. "Reward Systems : To set up goals, appraise and reward employees in large companies." Thesis, Linköping University, Department of Management and Economics, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2298.
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Background and purpose: Aspects such as the character of the organization and the composition of the work force have an impact on the company’s choice of how to reward and evaluate the employee. In large companies with employees from different professions and at different levels problems connected with the evaluation and the compensation of the employee may arise. The purpose of this thesis is to examine how this type of companies evaluate and reward the employees. Further we will look into the problems that may arise connected to the evaluation and the compensation of the employee.
Results: In the process of evaluation the greatest difference between the employees from different professions and operations can be found in the goals that are set and the measures that measure the fulfilment of the goals. In regard to the evaluation of employees at different levels the greatest differencecan be found in the character of the measures. When rewarding employees companies tend to have a homogeneous policy for employees from all operations and professions. The difference is greater between employees at different levels. As the number of operations and levels of the company increases it gets harder to set goals that are relevant to each operation and individual as an increasing number of aspects related to these operations must be considered. In addition it is difficult to design rewards which are cost efficient and valued by all employees. These difficulties arise as individuals’ preferences are affected by their working environment and as different preferences are created in different operations and at different levels.
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Parttimaa, Jenny, and Mathilda Bäckström. "The Pursuit of Motivating Employees : The connection between employee turnover and reward packages in the hotel – and insurance industry." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-38227.
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Motivating employees is one of the management top priorities nowadays. Motivated employees are less likely to leave the company, which leads to lower turnover rate which in turn can lead to lower costs for the company. The purpose of this study is to illustrate how organizations can increase employees’ motivation and lower employee turnover by using reward packages.
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Cudjoe, Samuel. "How do Companies Reward their Employees." Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-102749.
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This study is unique considering the location (Africa) and the industrial setting (Gold Mining) from which the research was studied as reward systems had mostly been studied in the North-American and European settings. Thus, the study considered rewards from the perspective of the African and its natural resource industries such as the gold mining industry. The methodology employed in the study was based on a case study approach at Golden Star (Bogoso/Prestea) Limited (GSB/PL) with a population size of 1029 employees combining both qualitative and quantitative data obtained through a questionnaire survey of a 278 sample size and structured interview with the Human Resources and Administration Manager. Thus, the method of data collection represents methodological triangulation and the data obtained from the study represents a primary source of data. The study revealed that all the three generational groups (Baby Boomers, GEN Xers and GEN Yers) places higher emphasis or priority on financial incentives (high salary and bonuses) over any other incentives when respondents were asked to indicate the reward they prefer most. But when rewards were considered as a total package profile, greater number of the baby boomers placed more emphasis or priority on packages with highly flexible pension benefits, long term job security and high internal promotions eventhough the salary and bonus components of the packages (profile) were not that attract. The GEN X and GEN Y groups still maintained their reward package profile preferences based on high financial incentives, training and learning opportunities, personal growth and career advancement. The study revealed that aside the high preferences for financial incentives such as high salary and bonuses by all the generational groups, few of the GEN X and GEN Y also exhibited other preferences such as high personal growth, flexible work schedule, attractive company policy and administration, career advancement, working environment, job security and praises and recognition of which the baby boomers did not indicate any preferences or interest. The study revealed that all the three generational groups (Baby Boomers, GEN X and GEN Y) consider high salary and bonuses as factor which causes employee dissatisfaction when not satisfied or available but when they are satisfied or available also do not motivate or cause satisfaction and thus confirming Herzberg Two-Factor theory that factors such as salary or remuneration, job security, working conditions and company policies only prevent employee dissatisfaction. The study revealed that all generational groups (baby boomers, GEN X and GEN Y) consider high salaries and bonuses as factor which could lead to lack of satisfaction and motivation of the employee in his current role or position when not available or satisfied and thus this finding confirm the traditional belief that pay is prime, or in some cases the only source of motivation but contradict Herzberg claim that pay (high salaries and bonuses) is only an extrinsic factor and that when is available or satisfied, pay does not bring satisfaction and motivation but rather prevents dissatisfaction. The study revealed that GSB/PL rewards systems basically comprises of extrinsic rewards such as high salary levels (pay increases), a bonus scheme, training and learning opportunities, job security, Stock options, Retirement/Pension benefits such as social security and provident fund, promotions, attractive company policies and administration, praises and recognition, good working environment, flexible work schedule, Long service awards and benefits such as housing, Health insurance, Vacation/Annual leave benefits, transportation/bussing service, messing (provision of meals to employees only when at work), and educational benefits (for employees dependants). The study also revealed that the design and implementation of GSB/PL reward systems involves four distinct phases: assessment, design, execution and evaluation phases. In the end, a suitable conclusion was drawn and a number of recommendations proposed to be implemented by the mining company in safeguarding the interest of both employees and the employer.
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Horn, Johan Andries. "Reward Optimisation: The case for employer branding." Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/29746.
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Orientation
In competitive global markets, it is becoming ever-more challenging to attract and retain talented employees that possess scarce skills critical to the sustained success of an organisation. Technological advancement and the changing nature of the work has exponentially increased the demand for highly skilled knowledge workers, often referred to simply as talent. Imitating the products and processes of competitors has become easier to do than ever before and competitive advantage is increasingly being found in intangible assets, such as a reputable/desirable employer brand and having access to scarce intellectual and human capital.
Reason for the Study
A positive relationship between the level of remuneration and the perceived attractiveness of a job offer has consistently been found and is often the basis of determining reward offerings. The global economic recession of the recent past and the decreasing availability of financial resources has meant that organisations need to identify alternative (non-financial) strategies to attract, motivate and retain employees, colloquially referred to as the war for talent. Developing a desirable and attractive employer brand has become a promising non-financial strategy that has already proven to be effective in talent attraction and retention. In the present study, the notion that talented employees may accept a lower level of remuneration to be employed at an organisation that is perceived to have a reputable/desirable employer brand was investigated, in other words that a reputable/desirable employer brand may represent a remuneration discount for organisations. Given that remuneration or the salary bill is typically the largest expense for any organisation and provided the offers remain attractive to talented employees, any saving will represent a significant amount of money. Attracting talented employees, at a remuneration discount compared to their competitors, would enable organisations to further enhance their competitive advantage and increase their sustainability in an economy characterised by limited financial resources.
Research Purpose
In a similar manner as consumers are willing to pay a premium or inflated price for a product that has a desirable brand, it was argued in the present study that knowledge workers may accept a lower level of remuneration to be employed at an organisation that is perceived by them to have a reputable/desirable employer brand. The aim of the study was, therefore, to investigate if a reputable/desirable employer brand could result in a remuneration discount for organisations, while still achieving similar levels of job attractiveness amongst prospective employees.
Research Design
The present study employed a 2x2 or 22 full-factorial experimental design. Two independent variables were manipulated, namely remuneration well-above the industry norm (present or not present) and a reputable/desirable employer brand (present or not present) resulting in four distinct conditions. Perceived job attractiveness (the dependent variable) was measured after a respondent was exposed to one of the four stimulus conditions. The variables were manipulated by offering respondents one of four job advertisements, each being the same other than differing in terms of the manipulations. The job advertisements were used as a stimulus to determine the effect of remuneration and employer brand on perceived job attractiveness, as well as to investigate if any interaction effects were present. Furthermore, respondents were asked to estimate their expected salary per annum for the job advertisement (stimulus condition) they were exposed to. The expected salary that participants estimated when exposed to a job advertisement was considered a measure of brand equity. Respondents were additionally presented with an employer brand survey containing different brand images. Respondents were asked open-ended questions based on the brands they were exposed to. Examples of the questions included “Considering the brands illustrated above, which of them would you consider your dream job?” and “Would you be willing to accept a remuneration discount to work at your dream job?” A non-probability convenience sampling approach was employed to distribute an online survey to different organisations and individuals across South African organisations. Approximately 180 questionnaires were distributed, of which 161 questionnaires were returned. A realised sample (n = 121) was achieved once responses with more than 20% missing data were removed. As a snow-balling approach was further used, one is not able to calculate a response rate. Random assignment of respondents (i.e. randomisation) was achieved by setting the Qualtrics software to randomly assign each respondent to one of the four experimental conditions (i.e. one of the four job advertisements). This was done to ensure that the four sub-samples of respondents, in other words in each of the four conditions were similar and not different in any respect other than the stimulus they were exposed to, so ensuring the validity of the results. Data was analysed using Descriptive Statistics, Principal Components Analysis and a Full-Factorial ANOVA.
Main Findings
Results indicated that remuneration well-above the industry norm had a statistically significant (p < .05) main effect on job attractiveness. The results further indicated that a reputable/desirable employer brand had a statistically significant (p .05) interaction effects were found between remuneration well-above the industry norm and a reputable/desirable employer brand. In terms of expected salary, without offering remuneration well-above the industry norm, a difference in expected salary for Condition 1 (M=R550,833) and Condition 3 (M=R499,200), the presence of a reputable/desirable employer brand and not, respectively were found. Similarly, when offering remuneration well-above the industry norm, a difference in expected salary for Condition 2 (M=R467,407) and Condition 4 (M=455,840), the presence of a reputable/desirable employer brand and not, respectively was found. It was noted that if remuneration well-above the industry norm was offered, a desirable employer brand generates some brand equity. However, when remuneration well-above the industry norm was not offered (i.e. lower levels of remuneration), a reputable/desirable employer brand offers a sizable quantum of brand equity. These results, albeit in the opposite direction of brand equity were believed to support the notion of a remuneration discount, given the presence of a reputable/desirable employer brand. Respondents were further presented with a slide containing different well-known brand images and asked to indicate if any of them would be their dream job (in terms of working for any of the presented brands). Google was most frequently chosen by respondents as their dream job, followed by Apple, Woolworths, Mercedes-Benz and Coca-Cola (respectively). When asked, innovation and prioritising employee well-being were prominent themes in terms of reasons respondents provided for their choice of a dream job. Additionally, 75% of respondents revealed that they would be willing to accept a remuneration discount (i.e. lower level of remuneration) to be employed at their dream job.
Contribution of the study
Although the relationship between the level of remuneration and perceived job attractiveness is well established, limited research is available on the influence of a reputable/desirable employer brand on perceived job attractiveness. The results obtained in the present study indicated that a reputable/desirable employer brand has a statistically significant (p < .05) main effect on perceived job attractiveness. Furthermore, no literature could be found that investigated the causal effect of a reputable/desirable employer brand and remuneration wellabove the industry on perceived job attractiveness. The results from the current study showed that even in the absence of remuneration well-above the industry norm, organisations with a reputable/desirable employer brand are likely to have a positive effect on perceived job attractiveness. It was, therefore, established that organisations with reputable/desirable employer brands may remain attractive, even at a remuneration discount. In other words, organisations with reputable/desirable employer brands may not only be able to attract and retain talent, but also save relatively large amounts of money.
Managerial Implications
The notion of brand equity and the desirable outcomes thereof are well-established in Marketing. Organisations have adopted the same branding principles in an effort to achieve a reputable/desirable employer brand in the belief that it, similarly, will bring about positive outcomes. The findings of the present study positively contribute to this list of reasons and makes for an even more cogent, financially based, argument for organisations to make every effort to ensure they have a reputable/desirable employer brand in the market. The application of an experimental research design allowed for a causal assessment of the effect of remuneration well-above the industry norm and a reputable/desirable employer brand on the perceived attractiveness of a job offer. Given the current economic recession, organisations are under financial pressure and no longer able to offer exorbitant salary offers in an effort to attract the best talent. The results of the present study seem to suggest that organisations that have been able to establish a reputable/desirable employer brand may be able to make equally attractive yet financially more viable job offers when compared to organisations that offer remuneration well-above the industry norm, but do not have employer brands that are considered attractive. Simply put, there seems to be evidence for a remuneration discount for a reputable/desirable employer brand.
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Liberty, Chantel Karen. "The contribution of reward systems to enhance employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/18608.
Full textAbstract:
Increasing competition within the freight transportation market in South Africa has intensified the need for rail industries to identify ways in which to enhance their competitiveness within this market. One of the most important challenges for organisations’ operating in this market is to deliver goods on time, while meeting the needs of customers, at the lowest possible cost. If such organisations are to remain competitive, it may be required of them to shift their focus to their employees. Research has shown that employees render organisations’ with sustainable competitive advantage, more specifically, it has shown that engaged employees surpass disengaged employees. The distinguishing factor for organisations’ in the search of competitive advantage would therefore be an engaged workforce. The primary research objective of this study was to investigate contribution of reward systems to enhanced employee engagement within Transnet Engineering (TE) in Swartkops, Port Elizabeth. A theoretical overview was conducted to evaluate different definitions, engagement theories and factors of reward systems which contribute to enhanced employee engagement. An empirical study was conducted by means of a survey with a questionnaire as data collecting tool. The purpose of the structured questionnaire was to validate the findings obtained from the theoretical overview and to assess employees’ perceptions of reward systems and engagement. Recommendations were made based on the findings of the literature and empirical study. These recommendations will assist the organisation in understanding how reward systems can be used to enhance employee engagement, so that a competitive advantage can be achieved within the freight transportation market.
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Rose, Jodi (Jodi Louise). "Factors Impacting Employee Acceptance of an Alternative Reward System." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc278122/.
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This study is intended to analyze employee acceptance of an alternative reward system that reinforces continuous learning, teamwork, major expansion of individual capabilities, business knowledge application, and business unit (team) performance. This system is in contrast with traditional pay systems that reward seniority and individual performance determined by the subjective ratings of a direct supervisor, with pay increases based mainly on current job grade (and the availability of higher job grades within the company) and comparison with market value of the job. Individuals from three areas of a major electronics manufacturing company in the southwestern part of the United States served as subjects.
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Adamsson, Philip, Johannes Petersson, and Gabriel Andersson. "Belöningssystem och motivation : En flerfallsstudie på företag inom byggbranschen." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-55589.
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Sammanfattning Titel: Belöningssystem och motivation - En flerfallsstudie på företag inom byggbranschen Författare: Philip Adamsson, Gabriel Andersson, Johannes Petersson Program: Civilekonomprogrammets controllerfördjupning Examinator: Elin Funck Handledare: Natalia Semenova Institution: Ekonomihögskolan Linnéuniversitetet i Växjö Bakgrund och problem: Ett styrmedel som flitigt nyttjas är belöningssystem där ledningen med hjälp av ett fungerande belöningssystem kan få önskat beteende hos arbetstagaren. Hur ett belöningssystem är utformat skiljer sig mellan olika branscher och byggbranschen är en bransch kantad av intressekonflikter mellan arbetsgivare och arbetstagare. Råder det en överrensstämmelse mellan arbetsgivarens avsikt med ett belöningssystem och arbetstagaren uppfattning om belöningssystemet? Det finns flertalet olika belöningar som kan ge önskat beteende, men vad är det egentligen som motiverar arbetstagare inom byggbranschen. Syfte: Syftet med studien är att redogöra för hur belöningssystem är utformade i byggbranschen. Vidare är syftet med studien att se om arbetsgivarens avsikter med och arbetstagarens uppfattning av belöningssystemet överensstämmer. Dessutom ämnar studien behandla varför, alternativt varför inte arbetstagarna anser att belöningssystemet motiverar. Metod: Vi har genomfört en flerfallsstudie på Svensk Vattenbilningsteknik AB och TECAB Ytskyddsprodukter AB, verksamma inom byggbranschen. Empiriskt material har insamlats genom semi-strukturerade intervjuer. Studien har haft en deduktiv forskningsansats. Slutsats: Vi kan konstatera att arbetsgivare bör fokusera på vilket syfte de har med belöningssystemet för att kunna utforma ett fungerande belöningssystem. Enligt studien skall ett belöningssystem innehålla en kombination av finansiella och ickefinansiella belöningar. Slutligen bör en finansiell bonus ingå i byggföretags belöningssystem eftersom den ökar arbetstagarnas motivation och tillfredsställelse.Abstract Title: Reward system and motivation – A multi-case study in the construction industry Authors: Philip Adamsson, Gabriel Andersson, Johannes Petersson Examiner: Elin Funck Supervisor: Natalia Semenova Background and problem: A reward system is an instrument that is widely used, where management with help of a functional reward system can get a desired behavior from an employee. How a reward system is designed differs between sectors. The construction industry is a sector bordered by conflicts of interest between employers and employees. Is there a match between the employer's intention with reward systems and employee’s perception of the reward system? There are multiple rewards that can provide a desired behavior, but what is it that really motivate employees in the construction industry. Purpose: The purpose of this study is to describe how the reward system is designed in the construction industry. Furthermore, the purpose of the study is to see if the employer's intentions and the employee's perception of the reward system is consistent. The study also intends to describe why, or why not employees feel that the reward system motivates them. Methods: We conducted a multi-case study of Svensk Vattenbilningsteknik AB and TECAB Ytskyddsprodukter AB. Both companies are active in the construction industry. Empirical material were obtained through semi-structured interviews. The study had a deductive research approach. Conclusion: We can conclude that employers should focus on the purpose of their reward system to design a functional system. According to the study, a reward system should contain a combination of financial and non-financial rewards. Finally, a financial bonus should be a part of a construction company´s reward system, because it increases employee motivation and satisfaction.
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Van, der Walt Richard. "Employer brand identification influence on total reward structure." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/26387.
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Companies compete for employees based on their perceived employer brand value. This study investigates what influences a strong or weak employer brand has on the preference for total rewards. The results should assist remuneration agents in appropriately leveraging the company’s employer brand value, as a factor, when compiling a total rewards package for potential employees. A questionnaire was developed, asking participants to indicate their preferences relating to total rewards in the context of their current employer, with regard to stronger and weaker employer brands. Results of the study indicate that potential employees would require financial reward increases in the range of 15% - 30% in order to change employment, irrespective of whether it is perceived as a strong or weak employer brand. It was observed that a stronger employer brand could offer increases closer to the bottom of the range compared to weaker employer brands which would have to pay a premium to the top end of the range Employer brand value appears to increase the total reward costs for companies, irrespective of how the brand is perceived. It is however beneficial to be viewed as a strong employer brand, as the value of this perception translates to a smaller premium compared to weaker employer brands.Dissertation (MBA)--University of Pretoria, 2011.
Gordon Institute of Business Science (GIBS)
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Wren, David. "Cultures of performance and reward in UK employee-owned businesses." Thesis, Sheffield Hallam University, 2016. http://shura.shu.ac.uk/16555/.
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Employee ownership has the potential to reduce the growing wage disparity experienced in recent years, however research into employee ownership is limited. The purpose of this thesis is to explore organisational culture within for-profit employee owned businesses (EOBs) in the UK. Specifically, it looks to compare how different ownership types might influence the culture. Three types are researched: cooperative (enterprises where workers jointly own and control a co-operative business), directly owned (where shares are personally owned by employees) and trust ownership (where shares are owned on behalf of employees through a trust). Performance management and reward management were researched as conduits to expose the underlying culture. Insights into these two areas of management within employee ownership are also exposed. As a cross comparison of culture within ownership types, it has not been done before so this research provides a unique contribution to knowledge. This study has implications for those organisations considering the transfer into employee ownership as well as those who are already employee owned. A qualitative, inductive and interpretive approach was taken. The research was carried out in two phases. Firstly, semi-structured interviews were performed with senior managers or human resources representatives of EOBs representing all three ownership types across the UK. This was followed by a more in-depth ethnographic phase within an example of each type, consisting of planned and informal interviews as well as participant observations involving employees from all levels of the organisations; managing directors through to "shop floor" workers. The data was analysed using a general thematic approach. The main outputs from this research are models of organisational culture for each of the three ownership types, as well as what is common to all the types of employee ownership observed. A shared theme of a high commitment culture, based on trust, openness and fun was seen in all the types. The research also adds to the understanding of performance and reward to show how the ownership types influence them. From this, advice to HR personnel is suggested for working in each of the distinct types. The research was carried out during a period of economic growth (late 2013 to early 2014), hence the findings may be affected by more severe economic pressure and more time could have been spent within a greater number of organisations. Hybrid forms of ownership are acknowledged and further investigation into them would be beneficial.
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Wan, Mohd Noor Wan Shakizah. "Reward program influences : employees perceptions in Malaysian private organizations." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/1905.
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Previous researches on non-monetary rewards have explored ways in which psychological phenomena can enhance the motivational power which may reduce or eliminate any inherent advantage of cash as an incentive to employees. However research on reward program influences in Malaysian private organizations is almost non-existent. Literature also suggests that non-monetary rewards alone do not motivate. This study focuses on the antecedents of cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) that may influence the perception held by exempt employees of Malaysian private organizations on non-monetary and monetary rewards. This study further investigates the relationship between the Malaysian cultural orientation, Islam Hadhari’s principles, environmental factors and perceptions of non-monetary and monetary rewards toward the reward program influences. The other important aim of the study is to identify the moderating role of organizational characteristics, i.e. organization size and ownership status between cultural orientations, Islam Hadhari’s principles, environmental factors (internal and external) and perceptions of non-monetary and monetary rewards.The study adopted a positivist paradigm and a two-phase sequential mixed method research design consisting of qualitative and quantitative approaches. A tentative research model was first developed based on an extensive literature review. In the first phase, the qualitative field study was then carried out to explore the perceptions of non-monetary and monetary rewards in the Malaysian private organizations. The findings from the qualitative study were then combined with initial research model and literature review to develop the final research model, which was then used to develop measures and instruments. In the second phase of the study, data were collected by questionnaire survey of 1000 exempt employees in Malaysian private organizations. 329 valid questionnaires were obtained. The responses were analyzed using Partial Least Square (PLS) based Structural Equation Modeling (SEM) approach.The results of this study showed that femininity orientation, Islam Hadhari’s principles specifically mastery of knowledge and good quality of life, and external environmental factors have positive influences on employees’ perceptions of non-monetary and monetary rewards. However, surprisingly the relationship between internal environmental factors, Islam Hadhari’s principles of balance and comprehensive economic development, and also cultural and moral integrity and non-monetary and monetary rewards were found to be non-significant in this study.This study also confirmed the influence of non-monetary rewards on reward program influences of employees’ contribution, productivity, loyalty except employees’ turnover was found to be non-significant in this study. The results also showed that perception of monetary rewards was significant in relation to employees’ contribution, productivity, loyalty as well as turnover. The findings also revealed the negative/positive, and also significant and nonsignificant relationships between the factors tested in this study in the existence of the moderating variables of organizational size and ownership status. The detailed of the results were discussed comprehensively in the thesis.This study contributes to the existing literature as there has been little evidence and attention found in the literature relating to cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) with non-monetary and monetary rewards. This study also indicates that Islam Hadhari’s principles does play a very important role in encouraging the intellectual, spiritual (intrinsic rewards) and physical development in Malaysia. The study also will benefit the human resource practitioners theoretically and practically by providing direction and suggestions in designing and implementing the nonmonetary and monetary rewards for Malaysian private organizations from Islamic perspectives.
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Husain, Abbas A. M. "An investigation into job satisfaction in the industrial sector in the Kuwaiti economy." Thesis, University of Sunderland, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368654.
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This study represents an inquiry into job satisfaction of employees working in private firms in Kuwaiti manufacturing sector. A survey was conducted to collect information on a number of issues relating to job satisfaction. The survey results were subjected to multivariate statistical analysis The technique of factor analysis was used to analyze the relationships among the interrelated variables affecting job satisfaction. The principal component method, with varimax rotation, is utilized to reduce the large number of explanatory variables to a few underlying factors. A two-group discriminant analysis was used to find out whether there are any significant demographic differences among the Kuwaiti nationals and the expatriates in their views of job satisfaction. Factor scores were used as predictive variables in the discriminant analysis.
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Juránek, Radim. "Motivace a evaluace zaměstnanců ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402139.
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The subject of the diploma thesis is the motivation, and evaluation of employees in a particular enterprise. Theoretical part is focused on the description of the theoretical knowledge, which I use in the practical part. In practical part I am going to do analysis, which I will focuse on motivation and evaluation, so I will be able to evaluate current status of company. The conclusion includes suggestions that I recommend to improve the current system of remuneration in the company.
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Moodley, Neil. "Employees’ perceptions of whether monetary rewards would motivate those working at a state owned enterprise to perform better." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/26772.
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Orientation: Excessive and unjustifiable salaries in State Owned Enterprises (SOE’s) have captured the spotlight in recent years. Some employee motivation theorists and recent studies have shown that non monetary rewards are also important when considering the total rewards mix for employees. Research purpose: The primary aim of this study was to survey the perceptions of SOE employees’ of whether they would work harder, have increased motivation levels and remain longer in a company if compensated with higher monetary rewards. The secondary aim was to establish whether different demographic variables have an effect on employees ’perceptions of whether their motivation levels would increase with higher monetary rewards. Motivation for the study: An understanding of these perceptions would enhance knowledge when developing effective reward systems in SOE’s within the South African context.Research design, approach and method: 1000 questionnaires were distributed to SOE employees via the hand delivery and e-mail method. The results from 143 questionnaires were used in the data analyses.Main findings/results: The study found that overall the SOE employees preferred higher monetary rewards and would work harder, be more motivated and stay longer in the company as a result. However, when measured individually, certain non monetary rewards were preferred over receiving higher monetary rewards. The findings also indicate that significant differences exist for the demographic variables, age and grade. Practical/Managerial implications: SOE management can structure reward systems more effectively according to these findings without focussing primarily on money. Based on the research results, an increased understanding of SOE employee’s perception of what motivates them has been achieved. Contribution/value-add: This study has contributed to the body of existing knowledge on employee motivation and its relationship with total rewards within SOE’s in South Africa. In addition, the study has demonstrated that reward preferences differed between certain demographic groups within SOE’s. A total rewards framework, on employee preferences could be designed from the findings.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Wohlgemuthová, Julie. "Návrh systému hodnocení zaměstnanců ve firmě GEOtest, a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222825.
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This Master’s thesis deals with the process of employee evaluation in the company GEOtest, a.s. In the first part of the thesis are defined all the necessary theoretical findings needed to formulate proposals for the society. Practical part includes particular information about the company GEOtest, a.s. and the analysis of the current state of evaluation. Furthermore, the new concept of the system of evaluation in accordance with the corporate needs is presented, including the link up of the system and recommendation for its implementation.
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Matthee, Jacques Corne. "Development of a total reward model for APL Cartons (PTY) LTD." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/6427.
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Dias, Ana Rita Rodrigues. "O impacto das práticas de gestão de recursos humanos no desempenho profissional: O efeito de mediação do engagement no trabalho." Master's thesis, ISPA - Instituto Universitário, 2013. http://hdl.handle.net/10400.12/2777.
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Dissertação de Mestrado em Psicologia Organizacional, apresentada ao ISPA - Instituto UniversitárioEste estudo fornece evidências empíricas adicionais sobre o impacto das práticas de gestão de recursos humanos no desempenho profissional, mediado pelo engagement no trabalho. Esta relação é analisada com base em sete práticas de gestão de recursos humanos - integração e acolhimento, formação, avaliação de desempenho, carreira, recompensas, comunicação e celebração -, sendo cada uma das práticas também analisada individualmente. Um total de 119 participantes, a atuar no momento numa organização detentora de departamento de Gestão de Recursos Humanos, foram selecionados a partir da população Portuguesa. Estes participantes foram aleatoriamente selecionados, atuando em diferentes áreas de negócio, e contribuíram voluntariamente para este estudo através de um questionário online. Os resultados confirmam um impacto significativo e positivo apenas entre as práticas avaliação de desempenho e comunicação e o desempenho profissional, sendo que a relação entre as todas práticas e o desempenho profissional foi apenas parcialmente confirmada. Não se confirmou o efeito de mediação entre as práticas e o desempenho profissional. Todas as práticas têm impacto significativo e positivo no engagement no trabalho e o engagement no trabalho tem um impacto significativo e positivo no desempenho profissional. O foco nas práticas de gestão de recursos humanos e em programas desenvolvidos para melhorar o engagement no trabalho tornam-se cruciais e merecem ser considerados pelas organizações, que devem ser capazes de melhorar os níveis de engagement no trabalho através das práticas. Colaboradores engaged têm níveis mais elevados de desempenho profissional. Sugestões para futuras investigações bem como implicações teóricas, metodológicas e práticas são discutidas.
This study supplies additional empirical evidence about the impact of the human resources management practices on employee performance, mediated by employee engagement. This relationship is analyzed by seven human resources management practices - integration and newcomer hosting, training, career, performance appraisal, rewards, communication and celebration - where each practice is also analyzed individually. A total of 119 participants, currently working at an organization with Human Resources Management department, were selected from the Portuguese population. These participants were randomly selected from a variety of different business areas and all contributed voluntarily to this study through an online survey. Results confirm a significant and positive impact only between performance appraisal and communication practices and employee performance. The relationship between all practices and employee performance was only partially confirmed. The mediation effect between the practices and employee performance was not confirmed. All practices have a significant and positive impact on employee engagement and employee engagement has a significant and positive impact on employee performance. The focus on human resources management practices and on programs developed to improve employee engagement become crucial and deserve to be considered by organizations who should be able to improve engagement levels. Engaged employees show higher levels of performance. Suggestions for future research as well as theoretical, methodological and practical implications are discussed.
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Brown, Robert. "Adopting a 'high road’ employee reward strategy improves workplace productivity and wellbeing." Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-45302.
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Recent research suggests that democratising the workplace is an effective way of improving productivity and wellbeing. But few studies have focussed on how to democratise the workplace. This study aims to explore how organisations can democratise the workplace via employee reward strategy, and how this impacts productivity and wellbeing. I hypothesised that a ‘high road strategy’ to employee reward – maximising value rather than minimising cost – would be the most effective way of improving workplace productivity and wellbeing. I also hypothesised that reward strategies in the Nordic countries, which tend to resemble a high road strategy, would be more effective than reward strategies in the UK. I used quantitative analyses on the European Company Survey 2019 data set, exploring different components of a high road reward strategy as predictors of productivity and wellbeing. My results suggested that a high road strategy to employee reward does improve workplace productivity and wellbeing. The strategy consists of maximising employee representative influence (via frequent meetings with management) and reward system comprehensiveness (via emphasis on pay based on company performance); it does not require broad collective bargaining coverage. Nordic reward strategies were more effective than UK strategies: perhaps due to Nordic two-tier bargaining systems facilitating employee representative influence and an emphasis on pay based on company performance. Future research should explore other ways of maximising employee representative influence, as well as other components of a high road reward strategy.
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Zboranová, Romana. "Motivace a evaluace zaměstnanců." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241466.
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This thesis was written on the topic motivation and evaluation of employees in the Třinec Steel Factory. The level of the motivation and evaluation of employees was investigated using internal documents and questionnaires. Based on the findings suggestions were made to improve employee motivation.
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Kwatsha, Ntombizanele Nangamso. "The role of employee motivation and reward structures as drivers of organisational commitment." University of Western Cape, 2021. http://hdl.handle.net/11394/8360.
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Magister Commercii (Industrial Psychology) - MCom(IPS)Robbins and Judge (2013, p. 13) define an organisation as a “consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.” Since an organisation’s effectiveness is the result of the level of individual and collective employee performance (i.e. teams and organisational units) and their success in attaining these shared goals, organisations have realised the potential of people as a source of competitive advantage (Pfeffer, 1994). The financial services industry has become fiercely competitive and is largely dependent on the collection of individuals working together to create the services that clients demand and are willing to pay for. South Africa has one of the best-developed financial sectors in the world and competition between the four major banks and insurance providers is fierce (Bhorat, Hirsch, Kanbur & Ncube, 2014). Since companies in the financial sector provide more or less the same services, they depend on their workers to transform scarce resources into valued services that clients demand.
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Martinkovičová, Markéta. "Motivační systém firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-399518.
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Master’s thesis summarizes in global the theoretical terms, which are related to motivation. The firs part is followed by the analytical part, where is describe current condition od the selected company, current motivation system, individual parts of motivation system, reward etc. Based on quantitative research and hypothesis testing, suggestions and measures are compile. This suggestions and measures should lead to the improvement of current motivation system.
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Kopečná, Lenka. "Systém odměňování zaměstnanců ve vybraném zemědělském družstvu a návrh jeho změn." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377992.
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The dissertation deals with the employee remuneration system in the Agricultural cooperative Klučov – Lhota and the proposal of changes in this area. In the practical part, basic terms regarding remuneration are considered. Then an analysis of the current state both in the cooperative and in its surroundings is processed. The outcome of the whole study is a SWOT analysis, on the basis of which changes are proposed in the area of the remuneration of employees. The aims of these changes are to increase the welfare of the employees and to stabilize the personnel situation of the cooperative.
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Patel, Sheetal. "Race and employee engagement in a diversified South African retail group." Thesis, University of Western Cape, 2014. http://hdl.handle.net/11394/3364.
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Magister Commercii - MComBackground: Many South African companies are faced with the challenge of integrating a racially-diverse workforce into a white-dominated environment. This research sets out to assess the relationship between race and engagement activities within the workplace. Significance/Objective of the Research: This study aims to explore employee engagement and how employees of different races perceive their work environment, and in so doing, enhance the employer's ability to respond. Research Methodology: The analysis made use of confirmatory and exploratory factor analysis and structural equation modelling to validate the employee engagement concepts of an empirical survey that was conducted across all trading divisions within the retail group. Ethics Statement: The research survey ensured ethics by assuring respondents voluntarily contributed to the research, whilst guaranteeing them anonymity, honesty and full disclosure. Findings/Conclusion: The study confirms that race, leadership, nature of job, intent to stay, empowerment, relationship and reward are factors influencing engagement amongst employees within the South African retail group.
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Narsee, Neelkamal. "Comparing the impact of monetary and non-monetary reward programmes towards employee and organisation motivation." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/23258.
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Given the current economic climate, organisations and their management teams are faced with many decisions. Cost cutting policies, restructuring decisions and downsizing decisions are under consideration before implementation. Furthermore, these decisions and policies may have a negative effect on employees and could sway motivation, loyalty, morale, attitudes and views of employees.This research considers the impact of the reward systems and programmes, monetary and non-monetary rewards, as a means of motivating employees to achieve organisations identified strategic objectives. Many organisations face the dilemma around what the ideal reward programme should be in order to increase employee motivation and at the same time achieve the organisational objectives. The purpose of this research was to discover whether a well-designed reward programme would result in the motivation of employees.A questionnaire was developed using reward categories from the WorldatWork Total Reward Model and the Towers Perrin Total Rewards Effectiveness Blueprint. This was administered to a sample of past and present MBA students from a Johannesburg based business school in order to elicit responses around the aspects of their individual reward preferences and their organisations reward preferences. Data was gathered to understand the preferences between the various monetary and non-monetary reward categories and elements. The sample group of 180 respondents participated through a self-administered on-line survey. Statistical analysis was conducted on the data which involved both descriptive and inferential statistics.The results of the survey indicated that both organisations and employees recommend financial benefits as being the most important reward category. However, there was more of a preference from employees for career development, coaching/mentoring and work life balance than there was from the organisations. Furthermore it is evident from the results that organisations are utilising a combination of both monetary and non-monetary rewards, as a share of the reward package in relation to the varying needs of the labour force. Given the current economic climate, there is a major case for providing more value on non-monetary rewards to motivate employees, given the cost pressures faced by organisations. Although monetary rewards were rated as being the most important, there is an opportunity to combine them with non-monetary rewards and presented to an individual as a reward package.The reward approach can only be maximised by organisations if they understand the needs of employees based on the understanding of employee preferences; the dynamic nature of the work force and the potential impact on external factors. It is recommended that a new reward framework be designed to incorporate the reward preferences and expectations of both the employee and the organisation whilst taking into account the effect of the external environment, the job design and the link between the expectations from the organisation and the individual.Dissertation (MBA)--University of Pretoria, 2012.
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Zhang, Xi. "Exchange ideology, knowledge sharing visibility and KM technology : explaining the effect of organizational reward on employee knowledge sharing behavior /." access full-text access abstract and table of contents, 2009. http://libweb.cityu.edu.hk/cgi-bin/ezdb/thesis.pl?phd-is-b30082286f.pdf.
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Thesis (Ph.D.)--City University of Hong Kong, 2009."Submitted to Department of Information Systems in partial fulfillment of the requirements for the degree of Doctor of Philosophy." Includes bibliographical references (leaves 184-197)