The relationship between occupational culture dimensions and reward preferences : A structural equation modelling approach
- Authors: Bussin, Mark , Nicholls, Michelle , Nienaber, Ronel
- Date: 2016
- Subjects: Performance - Management , Incentives in the industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226745 , uj:22933 , Citation: Bussin, M., Nicholls, M. & Nienaber, R. 2016. The relationship between occupational culture dimensions and reward preferences : A structural equation modelling approach. SA Journal of Human Resource Management, 14(1):1-12. DOI: http://dx.doi.org/10.4102/sajhrm.v14i1.737. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Reward has links to employee attraction and retention and as such has a role to play in managing talent. However, despite a range of research, there is still lack of clarity on employee preferences relating to reward. Research purpose: The purpose of the research was to recommend and appraise a theoretical model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context. Motivation for the study: The motivation for this study was to address the gap that exists with reward preferences and occupational culture with a view to identifying and gaining insight into individual preferences. Research design, approach and method: A structural equation modelling approach was adopted in exploring the proposed relationships. A South African Information, Communication, and Technology (ICT) organisation served as the population, and a web-based survey assisted in gathering study data (n = 1362). Main findings: The findings provided support for the relationship between occupational culture dimensions and certain reward preferences. In particular, statistically significant results were obtained with the inclusion of the Environment, Team, and Time occupational culture dimensions as independent variables. Practical implications and value-add: The study provides workable input to organisations and reward professionals in the design of their reward strategies and programmes.
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Total rewards strategy for a multi-generational workforce in a financial institution
- Authors: Bussin, Mark , Van Rooy, Dirk J.
- Date: 2014
- Subjects: Employee competitive behaviour , Incentive awards , Employee motivation
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226744 , uj:22934 , Citation: Bussin, M. & Van Rooy, D.J. 2014. Total rewards strategy for a multi-generational workforce in a financial institution. SA Journal of Human Resource Management, 12(1):1-11. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.606. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Different generations may value and perceive employee rewards differently. This impacts on reward strategies in the workplace which have been specifically developed to attract, retain and motivate staff. A one-size-fits-all approach to reward strategy may not achieve the objectives intended, leading to direct and indirect financial implications for businesses. Research purpose: This study investigated whether perceptions of reward strategy differed across generations in a large financial institution in South Africa. This context was specifically chosen due to the significant competition to attract and retain staff that exists in the financial sector. To contribute to the practical challenges of reward implementation, the study investigated whether specific reward preferences associated with generation exist, and whether offering rewards based on these preferences would successfully attract and retain staff. Motivation for study: South African businesses are competing for skilled staff and rely heavily on a total reward strategy to compensate all generations of employees. Given the financial incentives to retain and attract the most effective staff, it is essential that reward strategies meet their objectives. All factors impacting the efficacy of reward strategies should be considered, including the impact of generational differences in preference. This is of relevance not only to the financial industry, but to all companies that employ staff across a variety of generations. Research design, approach and method: A quantitative survey design was used. A total of 6316 employees from a financial firm completed a survey investigating their experiences and perceptions of reward strategies. Statistically significant differences across different generations and reward preferences were considered...
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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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Reward preferences for generations in selected information and communication technology companies
- Authors: Moore, Annetjie , Bussin, Mark
- Date: 2012
- Subjects: Information technology - Employees - Recruiting , Information technology - Employee retention , Incentives in the industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226714 , uj:22930 , Citation: Moore, A. & Bussin, M. 2012. Reward preferences for generations in selected information and communication technology companies. SA Journal of Human Resource Management, 10(1):1-9. DOI: http://dx.doi.org/10.4102/sajhrm.v10i1.325. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print) ISSN: 1683-7584 (print)
- Description: Abstract: Previous research suggests that different generations have different reward preferences based on differences in values, frames of reference and life goals. Research purpose: The focus of this study was to determine whether different generations prefer different rewards in the Information and Communication Technology (ICT) industry in South Africa. Motivation for the study: The rationale for this study was to obtain a better understanding of the reward preferences of Veterans, Baby Boomers, Generation X and Generation Y in the ICT industry. Research design, approach and method: The research was a quantitative, cross-sectional, correlational design. Participants from two ICT companies completed a structured electronic survey. One hundred and sixty four valid responses were received. A Cronbach’s alpha of 0.821 indicates that the survey was reliable. Main findings: Contrary to previous research, the results show that generations do not display different reward preferences. Practical/managerial implications: It would be more beneficial to use individual interrelationship factors to develop a reward strategy than generations. Contribution/value-add: The research has added insight and value to reward preferences for generations in the ICT sector.
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Job-hopping amongst African black senior management in South Africa
- Authors: Nzukuma, Khanyile C. C. , Bussin, Mark
- Date: 2011
- Subjects: Labor turnover - South Africa , Employee retention - South Africa
- Language: English
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/368297 , http://hdl.handle.net/10210/226685 , uj:22925 , Citation: Nzukuma, K.C.C. & Bussin, M. 2011. Job-hopping amongst African black senior management in South Africa. SA Journal of Human Resource Management, 9(1):1-12. DOI: http://dx.doi.org/10.4102/sajhrm.v9i1.360 , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The study focuses on understanding labour turnover trends amongst African Black senior managers in South Africa. There is a perception that turnover amongst African Black senior managers is higher than average. There is also a perception that African Black senior managers are only motivated by financial rewards when considering job change. Research purpose: The study focused on understanding why African Black senior managers have a propensity to change jobs and how organisations can resolve the trend. Motivation for the study: To develop a better understanding of the push and pull factors for African Black senior managers in organisations. Research design, approach and method: The research was conducted in two phases, namely as part of a qualitative study and a quantitative study: Creswell (2003) refers to this approach as triangulation. The target population was African Black senior managers on the database of a large Human Resources Consultancy, The South African Rewards Association and the Association of Black Actuaries and Investment Professionals (ABSIP) (n = 2600). A total of 208 usable responses were received. Main findings: The main findings and contribution to the field of study was that African Black senior managers do not trust organisations with their career development. They would rather take control of their own career development by moving from organisation to organisation to build their repertoire of skills and competence. They want to be in charge of their careers. This finding has profound implications for organisations employing African Black managers in the senior cadre. Practical/managerial implications: Managers of African Black senior managers need to create attractive employee value propositions that address the main findings. Contribution/value-add: The research shows that African Black senior managers generally seek corporate environments that encourage a sense of belonging and with a clear career growth plan.
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Organisational readiness for introducing a performance management system
- Authors: Ochurub, Michael , Bussin, Mark , Goosen, Xenia
- Date: 2012
- Subjects: Performance - Management , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226692 , uj:22926 , Citation: Ochurub, M., Bussin, M. & Goosen, X. 2012. Organisational readiness for introducing a performance management system. SA Journal of Human Resource Management, 10(1):1-11. http://dx.doi.org/10.4102/sajhrm.v10i1.389. , Citation: Ochurub, M., Bussin, M. & Goosen, X. 2012. Organisational readiness for introducing a performance management system. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS). Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness. Research design, approach and method: The researchers used a quantitative, questionnaire-based design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions. Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS. Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems. Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.
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Total rewards : a study of artisan attraction and retention within a South African context
- Authors: Schlechter, Anton , Faught, Charl , Bussin, Mark
- Date: 2014
- Subjects: Incentives in industry - South Africa , Employee retention , Employee competitive behavior - South Africa
- Language: English
- Type: Articles
- Identifier: http://hdl.handle.net/10210/226756 , uj:22935 , Citation: Schlechter, A., Faught, C. & Bussin, M. 2014. Total rewards : a study of artisan attraction and retention within a South African context. SA Journal of Human Resource Management, 12(1):1-15. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.648. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The shortage of artisan skills remains a serious challenge in South Africa and is forcing employers to investigate which total reward factors contribute to the attraction and retention of this critical skills segment, as undifferentiated retention strategies are no longer useful or even appropriate. Research purpose: The aim of this study was to further develop understanding of the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans, including artisans from various race groups and age cohorts, using a novel approach. Motivation for the study: Limited research is available on the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans. Further knowledge in this area will allow organisations to develop reward models that better attract and retain artisans. Method: The study followed both a quantitative and qualitative research approach, whilst adopting a descriptive research design. Using this mixed method, primary data were collected from individuals by means of two focus groups discussions: (1) a group of human resource and remuneration managers (n = 4) and (2) a group of artisans (n = 7). These results were used to develop two questionnaires that were distributed to artisans (n = 143). Data from Questionnaire 1 were analysed using descriptive statistics and factor analysis. Conjoint analysis was employed to identify an ideal total rewards composition based on responses from Questionnaire 2...
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Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness
- Authors: Schlechter, Anton , Hung, Angel , Bussin, Mark
- Date: 2014
- Subjects: Employee retention , Incentive awards , Employee motivation , Employee competitive behaviour
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226763 , uj:22936 , Citation: Schlechter, A., Hung, A. & Bussin, M. 2014. Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness. SA Journal of Human Resource Management, 12(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.647. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: In order to attract knowledge workers and maintain a competitive advantage, it is necessary for organisations to understand how knowledge workers are attracted to different types and levels of financial rewards. Research purpose: This research investigated a set of financial reward elements (remuneration, employee benefits and variable pay) to determine whether knowledge workers perceived them as attractive inducements when considering a job or position. Motivation for the study: In South Africa there is a shortage of talent, largely due to high rates of emigration of scarce skills (human capital). Financial rewards or inducements are necessary to attract talent and it is essential to assess which of these rewards are most successful in this regard. Method: A 23 full-factorial experimental design (field experiment) was used. The three financial reward elements (remuneration, employee benefits and variable pay) were manipulated in a fictitious job advertisement (each at two levels). Eight (2 × 2 × 2 = 8) different versions of a job advertisement were used as a stimulus to determine the effect of financial reward elements on perceived job attractiveness. A questionnaire was used to measure how participants perceived the attractiveness of the job. A convenience sampling approach was used. Different organisations throughout South Africa, as well as corporate members of the South African Reward Association, were asked to participate in the study. Respondents (n = 169) were randomly assigned to the various experimental conditions (i.e. one of the eight advertisements). Data were analysed using descriptive statistics. A full-factorial analysis of variance was used to investigate if significant main effects could be found...
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Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support
- Authors: Smit, Wilmien , Stanz, Karel , Bussin, Mark
- Date: 2015
- Subjects: Employee retention , Incentive awards , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226724 , uj:22931 , Citation: Smit, W., Stanz, K. & Bussin, M. 2015. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support. SA Journal of Human Resource Management, 13(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v13i1.665. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found...
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