A food-manufacturing manager’s experiences and perceptions of the implementation of an incentive scheme
- Authors: Begbie, Celita , Bussin, Mark , Schurink, Willem
- Date: 2011
- Subjects: Incentives in industry - South Africa , Performance - Management , Compensation management - South Africa , Hospitality industry , Organizational effectiveness - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226810 , uj:22941 , Citation: Begbie, C., Bussin, M. & Schurink, W. 2011. A food-manufacturing manager’s experiences and perceptions of the implementation of an incentive scheme. SA Journal of Human Resource Management, 9(1):1-13. DOI: doi:10.4102/sajhrm.v9i1.323.
- Description: Abstract: The field researcher, under the supervision of the co-authors Bussin and Schurink, sought to explore the experiences, views and perceptions of 10 managers about the incentive scheme that a South African food manufacturing company introduced. Research purpose: Identifying the contributors to negative feelings and demotivation, or conversely, excitement and motivation, will ultimately assist managers to implement an incentive scheme to motivate staff and improve performance. Motivation for the study: There is little research on how participants perceive incentive schemes and whether or not they motivate employees and improve overall performance. Research design, approach and method: The researcher used a modernistic qualitative research approach and, more specifically, a case study. Main findings: The participants in the research were unaware of the performance goals they needed to achieve. They felt that there was no link between their performance and their earnings. They felt that some objectives were demeaning and insulting, as was the payment they received. They felt that achieving their goals was outside their control and influence. Practical/managerial implications: Participants felt excited and motivated to perform when their managers presented the department’s overall goals to them and asked the participants to set their own goals based on the department’s objectives. Contribution/value-add: Although this study is explorative and descriptive, it suggests that it is how departments implement an incentive scheme, rather than merely having one, that will motivate or demotivate employees to perform.
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Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies
- Authors: Bussin, Mark , Toerien, Wernardt C.
- Date: 2015
- Subjects: Employee retention , Labor turnover , Job satisfaction , Pay-for-knowledge systems - South Africa , Compensation management - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226817 , uj:22942 , Citation: Bussin, M. & Toerien, W.C. 2015. Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies. Acta Commercii, 15(1):1-13. DOI: http://dx.doi.org/10.4102/ac.v15i1.290. , ISSN: 2413-1903 (Print) , ISSN: 1684-1999 (Online)
- Description: Abstract: The world of work is evolving and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of rewards they prefer. The nature of these preferences in the South African, industry-specific context is poorly understood. The purpose of this study was to deepen understanding of the reward preferences of Information technology (IT) knowledge workers in South Africa, specifically as these relate to the attraction, retention and motivation of knowledge workers. Design: The research design included a quantitative, empirical and descriptive study of reward preferences, measured with a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups and non-parametric analysis of variance. Findings: This study found that there are specific reward preferences in knowledge workers in the IT sector in South Africa and that these preferences apply differently when related to the attraction, retention and motivation of employees. It identified the most important reward components in the competition for knowledge workers and also demonstrated that demographic characteristics play a statistically significant role in determining reward preferences. Practical implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and jobhopping. Importantly, the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios: attraction, retention and motivation.
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Short-term incentive schemes for hospital managers
- Authors: Malambe, Lucas , Bussin, Mark
- Date: 2013
- Subjects: Compensation management - South Africa , Health facilities - Personnel management , incentives in the industry - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226735 , uj:22932 , Citation: Malambe, L. & Bussin, M. 2013. Short-term incentive schemes for hospital managers. SA Journal of Human Resource Management, 11(1):1-9. DOI: http://dx.doi.org/10.4102/sajhrm.v11i1.487. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Short-term incentives, considered to be an extrinsic motivation, are commonly used to motivate performance. This study explored hospital managers’ perceptions of shortterm incentives in maximising performance and retention. Research purpose: The study explored the experiences, views and perceptions of private hospital managers in South Africa regarding the use of short-term incentives to maximise performance and retention, as well as the applicability of the findings to public hospitals. Motivation for the study: Whilst there is an established link between performance reward schemes and organisational performance, there is little understanding of the effects of shortterm incentives on the performance and retention of hospital managers within the South African context. Research design, approach, and method: The study used a qualitative research design: interviews were conducted with a purposive sample of 19 hospital managers, and a thematic content analysis was performed. Main findings: Short-term incentives may not be the primary motivator for hospital managers, but they do play a critical role in sustaining motivation. Participants indicated that these schemes could also be applicable to public hospitals. Practical/managerial implications: Hospital managers are inclined to be more motivated by intrinsic than extrinsic factors. However, hospital managers (as middle managers) also seem to be motivated by short-term incentives. A combination of intrinsic and extrinsic motivators should thus be used to maximise performance and retention...
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