A comparative study of leadership, strategic direction and reward on employment perfomance
- Authors: Gopal, D. M. S
- Date: 2016
- Subjects: Leadership , Performance - Evaluation , Performance - Management , Employee motivation , Employees - Rating of , Compensation management , Incentives in industry , Incentive awards
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/82434 , uj:18957
- Description: Abstraction: The consensus from leadership is that for a business to perform there is a need for quality employees. Besides being capable of doing their job well, employees also have to be flexible and capable of adapting to a constantly changing and evolving competitive environment. One of the key tasks of leadership is performance management and this involves many roles which include leading by example, being a compelling and effective communicator as well as being able to partner up and collaborate as stated by Blunt and Jones (1992). The need for staff to perform at their peak consistently is no longer negotiable and the need to retain exceptional performing staff in the financial services sector is of utmost importance (Arnold & Boshoff, 2000). Financial rewards, both variable and fixed, Short Term Incentive Plans (STIP’s) and Long Term Incentive Plans (LTIP’s) are reward schemes used by leadership in the financial services sector with the assumption that it is beneficial to employers (PricewaterhouseCoopers, 2012). This research studied the relationship between employee performance, immediate leadership; strategic direction and reward. The research approach was quantitative in nature using secondary raw data. Statistically analysis was performed using descriptive statistics, Confirmatory factor... , M.Phil.
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Incentive schemes : driving the right behaviour amongst staff translated into improved business performance
- Authors: Morrison, Yoliswa Thando
- Date: 2015
- Subjects: Incentive awards , Incentives in industry , Industrial management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/55334 , uj:16281
- Description: Abstract: Staff incentive schemes have become increasingly popular in influencing staff to perform more efficiently in the interests of the organisations for which they work. Research has proven that recognition and incentive programmes are indeed a powerful and effective tool for enhancing company performance and profits, contributing to the fact that companies that implement such incentive schemes perform significantly better than their peers who do not have such schemes. Staff incentive schemes however tend to fall short when it comes to driving the right behaviour amongst the staff for whom it is meant for. Gaining a competitive edge in the banking sector is very challenging, given that the South African banking industry is a highly competitive industry and many of the major banks offer similar services and products, making it difficult to distinguish themselves from the competition. Offering exceptional customer service to clients has increasingly become the only way in which banks can differentiate and distinguish themselves from their competitors. The incentive scheme at Absa was implemented in order to drive exceptional customer service. Excellent customer service should benefit the business as a whole with improvements in key measures such as profit and customer acquisition. However, there are various factors such as administrative flaws, industry conditions, as well as the composition of the incentive scheme itself, which may render the scheme ineffective if these are not carefully considered. A mixed-method approach was taken in conducting the research, including quantitative inputs from Absa’s data repository, and qualitative inputs from the research questionnaire. The research found that branch staff opined very strongly about the need to influence the design of the incentive; entry criteria should be more achievable, staff PD ratings not being used as a qualifying criterion, and that management should ensure that the communication around the incentive scheme is always consistent across the entire branch network. The research concludes with recommendations of considerations to be made for future incentive schemes to be implemented. , M.Com. (Business Management)
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Motivation of scientists in a knowledge organisation focusing on rewards
- Authors: Padayachy, Aneshri
- Date: 2015-08-18
- Subjects: Employee motivation , Knowledge management , Incentives in industry
- Type: Thesis
- Identifier: uj:13905 , http://hdl.handle.net/10210/14253
- Description: M.B.A. , The aim of this research study was to understand the needs of knowledge workers and to determine if the current reward system is appropriate to promote the objectives of a knowledge intensive organisation. The objectives of this study were to identify factors that motivate and satisfy knowledge workers, to determine if monetary or non monetary reward is of, greater value, to establish the benefits and shortcomings of the existing reward system in the organisation and to recommend changes to the reward system within a knowledge organisation.
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Motivational drives of employees at an investment bank
- Authors: Le Roux, Charl
- Date: 2008-06-27T13:48:14Z
- Subjects: Employee motivation , Incentives in industry , Bank employees
- Type: Thesis
- Identifier: uj:10172 , http://hdl.handle.net/10210/754
- Description: The purpose of this study was to determine what the motivational drives are for employees working in an investment bank and whether money plays a roll in motivating employees working for an investment bank. The target group for this study was all the employees who have been in the employment of the target organisation for one year and longer. This group was divided into subgroups of specialist transactors and specialist support personnel. The profile of these two subgroups included a variety of ages, gender, races and educational backgrounds. Data was collected using a questionnaire that was discussed with each employee who agreed to participate in the study. The study clearly illustrates that money can be the primary drive for motivation to certain employees within an investment bank. When one ranks what makes the two subgroups work, it is quite clear that the ability to earn a bonus and the ability to earn more money is highest on the list of specialist transactors, whereas the specialist support personnel enjoys the culture of the bank and has to get job satisfaction to make them work. These results reflect the motivational drives of the sample group at the time of this research. The study concludes that one of the primary motivational aspects for the subgroup of employees which was subject to the empirical study is that these employees are motivated by the mere fact that they can earn more money and a bigger bonus as well as obtaining job satisfaction and having the ability to make their own decisions. The study discussed Maslow’s and McClellands need theories as well as various other motivational theories and approaches employers can introduce to motivate employees. Maslow’s and McClelland’s need theories were directly related to the empirical study with the view whether these two motivational theories can be applied successfully within an investment bank. Based on the results of the empirical study, the researcher came to the conclusion that both these theories can be equally successfully applied to employees working in the target organisation. , Dr. K. Stanz
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Perceptions of rewards as a motivator amongst managers at a furniture retail company
- Authors: Mlilo, Thembelani
- Date: 2013-07-18
- Subjects: Incentives in industry , Employee motivation , Compensation management , Executives - Attitudes
- Type: Thesis
- Identifier: uj:7622 , http://hdl.handle.net/10210/8492
- Description: M. Com. (Business Management) , Managers are increasingly expressing their anxiety about their future security, and are more concerned than ever about their job security and a stable set of rewards. This concern has been triggered by the employers who are having to make increasingly difficult decisions about their workforce compensation and its relationship to performance. There is a general perception that organisations use ‘one size fits all’, type of rewards to motivate their managers. There is also a perception that managers are only motivated by financial rewards as compared to non-financial rewards in order for them to stay with the company. The aim of the study: The aim of this study was to determine whether rewards are perceived as a motivator by managers at a furniture retail company. Motivation for the study: The rationale for this study was to find out the perception of managers with regards to rewards as a motivator. Research design, approach and method: This survey study used quantitative methods to determine the perceptions of rewards amongst managers at a furniture retail company. The target population of the study was 172 junior and middle-level managers working for a furniture retail company. In this study the target population included women and men of different age groups, race groups, and so forth. Non- probability sampling (purposive sampling) was employed as the intent was to survey junior and middle managers only. SPSS Version 15 was used to analyse the data to ensure that a quantitative analysis for the study could be conducted. The completed questionnaires by the respondents were coded and analysed to calculate frequency distribution to analyse personal data, central tendency and percentage distribution. These statistics were presented in the form of computer graphics with the help of STATKON for data analysis. The Mann-Whitney U test was used for this study to distinguish between two groups of samples in the population in order to decide whether there was a statistically significant difference. Main findings: The results for this study showed that there were statistically significant relationships between age and compensation. The results revealed that there was a significant difference in the level of importance attributed to compensation from management between female managers and their male counterparts. For gender and compensation, the results revealed that there was a significant difference between female and male managers in the level of importance attributed to compensation from management.. Regarding salary earned and compensation, there was a significant difference between higher earning and lower earning managers in the level of importance attributed to compensation from management Conclusion, limitations and recommendations: The respondents showed general satisfaction when it came to the rewards offered in the organisation. The results of the study revealed that rewards do motivate employees, especially in making decisions whether to stay with the company or not. The employees were very satisfied with the rewards that they received in the organisation. A major limitation of this study is that the research was only conducted in one organisation and therefore, given the diversity of companies in the retail industry, the results cannot be generalised to all organisations and other industries. In future, research should be conducted on a larger scale including more organisations within the same sector as well as across sectors so that comparisons can be made which can also be used for benchmarking. Contribution/value-add: This study has attempted to add to the body of knowledge in terms of understanding the role that rewards play in motivating managers and how these can change their behaviour in the course of achieving company objectives. The study also examined the relevant rewards perceived to be motivators by both junior and middle managers in a company.
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Performance based on incentives in humanitarian logistics and supply chains in South Africa
- Authors: Mbadou, Angelina Fernande , Mbohwa, Charles
- Date: 2013
- Subjects: Business logistics , Humanitarian logistics , Incentives in industry , Emergency management
- Type: Article
- Identifier: uj:6160 , http://hdl.handle.net/10210/13764
- Description: This paper aims to focus on the importance of humanitarian logistics and supply chain to overcome natural disasters. South Africa is a country with low risk to natural disasters but it still can be affected by natural disasters such as drought, floods, fires and mining disasters. Humanitarian organisations need to have a good logistics and supply chain to be able to assist people better and quickly in case of emergency. Humanitarian organisation must have a structure and implement the right coordination for the operation to be conducted in a proper way. Those organisations have to be prepared no matter the disaster. Finally the distribution of goods in where the organisation needs to have an excellent structure that suit every kind of natural catastrophe happening in the country.
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Reward strategy as a staff retention tool at the Financial Services Board
- Authors: Hlalethoa, Jabulane Jeremiah Richard
- Date: 2012-06-05
- Subjects: Staff rewards , Employee benefits , Employee retention , Incentives in industry , Financial Services Board (South Africa)
- Type: Mini-Dissertation
- Identifier: uj:2431 , http://hdl.handle.net/10210/4890
- Description: M.Comm. , The use of total reward models focusing on cash and non-cash benefits as staff retention tools has gained popularity. The existing models advocate the use of variables, such as pay, training and development, benefits and work environment, as motivational factors to perform, remain with, or leave an organisation. This study seeks to establish employees‟ experiences, views and perceptions of how the Financial Services Board (FSB) is using its reward strategy as a staff retention tool. Aim and importance of the study The aim of the study is to research the overall awareness and effectiveness of the FSB‟s reward strategy as a staff retention tool by exploring employees‟ experiences, views and feelings. The literature reviewed indicates that rewards are key to motivating employees. The most popular reward model is the one developed by WorldatWork (2007). It identifies the core elements of rewards as remuneration (variable and fixed pay components); benefits; work–life; performance and recognition; and development and career opportunities. Rewards go beyond pay as they include systems, programmes and practices that influence people (Wilson, 2003). Reward strategy is defined as an intervention that is put in place with the overall aim of retaining people; supporting the corporate and human resources (HR) strategies; and aligning policies and processes to organisational and individual needs (Armstrong & Murlis, 2007). Factors that lead to employees leaving or staying with an organisation include both retentive (benefits and organisational culture) and attractive factors (promises of retention bonuses and share schemes). The costs associated with turnover are detrimental to organisational efficiency and as such employers must design retention strategies that are responsive to motivational aspects of the employees. The research was conducted using a qualitative research method based on semistructured interviews, academic literature, exploring past, present and future issues pertaining to the main constructs “rewards" and “retention”. A sample of 18 employees across all levels at the FSB participated in the study. The data was analysed using content analysis and key themes were identified. Where possible, the data was reported verbatim to indicate the true feelings and views of the participants. Ontologically, the research approach fits both the constructive and interpretative sociological paradigms. The main findings of the study were that most employees at the FSB are aware of the organisation‟s reward strategy. Their motivation to remain with, join or leave the organisation is not driven by the traditional retention factors, such as retention bonuses, pay for skills, and share option schemes. The sample indicated that what drives them to remain with, join or leave the FSB are factors such as the nature of the FSB‟s business, its promotion policies, and its cash bonus system. Employees recognised various retention strategies of the FSB and indicated that they were adequate although they identified opportunities to improve the current performance management system and the bonus pay out principles. Conclusion: The researcher has ascertained the need for organisations to move towards a responsive rewards model. Training, developmental opportunities and bonuses and recognition were highlighted as the key factors for consideration when deciding to remain with the organisation.
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Short term incentive schemes for hospital managers
- Authors: Malambe, Lucas
- Date: 2014-05-05
- Subjects: Incentives in industry , Performance - Evaluation , Employee motivation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385515 , uj:10918 , http://hdl.handle.net/10210/10492
- Description: M.Com. (Business Management) , Introduction to the study Short-term incentives for managers generate interest among employees and executives in South Africa. In the health care industry competency-based performance systems for enhancing both individual and organisational performance have been growing in popularity in the last decade, as they are linked to the quality of diagnosis-specific services. Objectives of the study The objective of the study is to identify the nature of the main components of an appropriate short-term incentive scheme for private hospital managers. Are these schemes in place? If so, how do they work? The study seeks to delve into the experiences of hospital managers regarding their awareness of short-term incentive strategies by researching their views, attitudes and feelings regarding short-term incentives. Literature review The review of the literature indicates that the health care industry faces pressure to balance the quality of health care, on the one hand, with the escalating costs of health care and efforts to motivate hospital managers, on the other. Done correct ly short - term incent ive schemes are a powerful mot ivat ion tool if the intr insic and ext rinsic mot ivators are balanced adequately especially in a hospital set t ing where incor rect implementat ion can lead to unintended consequences. Research methodology The study utilises a qualitative strategy to provide an in-depth description of hospital managers‟ perceptions, understanding, and experiences of short-term incentives. The participatory approach reduces mistrust between subjects and researchers. Main findings The study found that the hospital managers are sharply aware and have a well developed understanding of the short-term incentives practiced in the private hospital sector. Short-term incentives may not be the major motivator but they are critical in ensuring that hospital managers stay motivated. Conclusion Providing a proper balance between intrinsic and extrinsic motivators is crucial in designing a framework that will keep hospital managers motivated and performing their work better.
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The impact of rewards as motivation for growth in the workplace
- Authors: Makokga, Tlakale Salmidah
- Date: 2012-07-09
- Subjects: Incentives in industry , Employee motivation , South African Police Services
- Type: Thesis
- Identifier: uj:8798 , http://hdl.handle.net/10210/5163
- Description: M.Comm. , The South African Police Services (SAPS) undertake to provide security and safety for the South African public. This study seeks to find out the causes of motivation and demotivation within the SAPS, in order to contribute towards improving services rendered to the public. The researcher worked in the SAPS and observed lower ranked police officers as being demotivated - leading to an interest in, and an exploration of, the causes of this demotivation. The aim of this study is to assess the impact of rewards as motivation for members of the SAPS in the Polokwane Police Station in the Limpopo province. This study was conducted in the SAPS with the population of police officers at lower ranks (constable to inspector) in order to survey what effectively motivates them. The variables surveyed were monetary-based rewards (promotion, pay progression and incentives), and non-monetary rewards that include internal systems and human resources practices. There were 115 respondents from a pool of 288 police officers. Human resources managers can use rewards to motivate employees to be more productive and rewards are generally viewed as an important motivational tool for any organisation. According to two noted experts in this field, Fred Luthans and Robert Kreitner, whether employees maintain high productivity depends on how they perceive the consequences of their efforts. If they believe high productivity will be rewarded, they will be more likely to work to achieve it. For this reason, organisations should place considerable emphasis on rewards that employees perceive as desirable (Sherman & Colander, 1992). The objective of the study is to determine how successfully the rewards on offer motivate police officers at lower ranks in the Limpopo Province to perform their functions effectively. Although this is mainly a quantitative study, two types of research methods were used, namely qualitative and quantitative. A qualitative pilot study was conducted in order to refine the main questionnaire that is quantitative. The research findings illustrate that the rewards are not having the intended impact as police officers are dissatisfied with the monetary-based rewards and ambivalent towards the internal systems and human resources practices. There were statistically significant differences between the various biographical characteristics in the sample. The measuring instrument yielded an overall Chronbach Alpha coefficient of 0. 79 thus yielding internal consistency in the measuring instrument. The study was limited to police officers of the Limpopo Province at lower ranks and the results should not be generalised. It would be interesting to do a broader study that included more senior ranking officers. Since police officers form the frontline of the criminal justice system, improving their work through motivation has crucial implications. A motivated police officer will perform his or her work with vigour and passion and the significance of motivating employees' growth cannot be over-emphasised.
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The impact of rewards on motivation of staff at a medical services organisation
- Authors: Callakoppen, Lee Ricardoe
- Date: 2016
- Subjects: Employee motivation , Incentives in industry , Medical care , Employee retention
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/390700 , http://hdl.handle.net/10210/124483 , uj:20922
- Description: Abstract: Orientation: Healthcare workers fulfil a critical role in the achievement of economic and social growth. Excessive cost in the private healthcare sector and the importance to increase capacity and retain human resources, have drawn the attention of many stakeholders in South Africa in recent times. Motivational theorists have shown that total rewards are vital when considering how organisations and economies need to sustain employee’s motivational levels to retain healthcare workers and the associated skill. Study / research purpose: The primary objective of the study was to establish whether or not reward serves as motivator for employees in a medical services organisation. Secondly the study was aimed to establish if educational and occupation levels impact the level of motivation of employees. The secondary objectives were to establish whether demographic variables among other variables such as race, age and job families have an impact on employee’s motivation levels. Motivation for the study: An understanding from the opinions gathered from the research would enrich the knowledge of managers and organisations when developing total reward models, policies and practices in medical services organisation within the South African context. Research methodology: An electronic questionnaire was distributed to 3000 employees in medical services organisation via an electronic survey tool. The input from 732 questionnaire respondents was used in the data analyses, to arrive at the main findings. Key / main findings: Through data analysis the results illustrated that employees from the medical services organisation would be motivated by payment (monetary rewards), benefits and promotional opportunities. The results also found that educational levels and profession (clinical versus non-clinical) does not influence the reward preferences and thus the level of motivation of employees. However the results presented significant variances for some of the demographic variables among other variables, specifically for ethnicity / race and gender. Practical implications: The organisation can formulate reward policies and practices more effectively and achieve efficiencies, according to these findings by... , M.Phil. (Human Resource Management)
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The influence of organisational rewards on workplace trust and work engagement
- Authors: Victor, Janine Ashleigh
- Date: 2016
- Subjects: Psychology, Industrial , Employee motivation , Incentives in industry
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/124673 , uj:20944
- Description: Abstract: In today’s volatile and competitive business environments, organisations are faced with heightening challenges to retain their most talented employees. As indicative of high turnover rates and poor economic conditions, employees are increasingly leaving their positions for a number of reasons; one of them being a perceived lack of adequate reward practices. As a result, an increasing number of workers have experienced declining levels of confidence in the employee-employer relationship which has furthermore had an impact on employee engagement. As significant behavioural-related concepts, this study sought to explore if rewards influence trust and engagement in the workplace for the purpose of improving current talent management and retention practices. The overall purpose of this study was to determine whether there is a relationship between the three constructs and whether rewards are able to predict trust and engagement within the employment context. Scales from the Job Satisfaction Survey (JSS), Intrinsic Motivation Inventory (IMI), Psychological Meaningfulness Scale (PMS), Basic Psychological Needs at Work Scale (BPNWS), Workplace Trust Survey (WTS) and Utrecht Work Engagement Scale (UWES) were administered to a sample of employees (N = 251) in various South African sectors and industries within the Gauteng region. The results indicated that there is a moderate to strong positive relationship between the three constructs and that rewards are able to predict trust and engagement. These findings are significant in that they provide insight into the relationship between rewards, trust and engagement which can be used to inform behavioural practitioners about how to improve on talent management and retention strategies in the workplace. , M.Com. (Industrial Psychology)
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The perceived effectiveness of employee share options as a mechanism of talent management in South Africa
- Authors: Bhengu, Mthunzi , Bussin, Mark
- Date: 2012
- Subjects: Employee retention , Mentoring in business. , Incentives in industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226699 , uj:22927 , Citation: Bhengu, M. & Bussin, M. 2012. The perceived effectiveness of employee share options as a mechanism of talent management in South Africa. Acta Commercii, 85-93. , ISSN: 1680-7537
- Description: Abstract: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. PROBLEM INVESTIGATED: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. DESIGN AND METHODOLOGY: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. FINDINGS: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. . Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. VALUE OF THE RESEARCH: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. CONCLUSION: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.
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The relationship between occupational culture, occupational groups and reward preferences
- Authors: Nicholls, Michelle Lee
- Date: 2013-05-01
- Subjects: Incentives in industry , Corporate culture , Compensation management
- Type: Thesis
- Identifier: uj:7498 , http://hdl.handle.net/10210/8356
- Description: Ph.D. (Human Resource Management) , Orientation: Employee retention remains an ongoing challenge for South African organisations. As a vehicle for aiding employee retention, reward and more specifically reward preferences, are not fully understood. Occupational culture and occupational group is suggested as a practical segmentation approach in researching employee preferences. Occupational culture relates to the shared values, meanings, and behaviours of occupational groups and impacts on employee preferences. In researching employee reward preferences from an occupational culture and occupational group perspective, organisations may be better positioned empirically to differentiate their reward strategies along occupational group lines. In this way reward strategies may better meet the needs of the organisation and employees and maximise the employment exchange relationship. Research purpose: The main purpose of the study was to research reward preferences from an occupational culture perspective with the view to shedding empirical light and practical evidence on the influence of occupational culture on the reward preferences of specific occupational groups in South African organisations. The primary objective of the research was to propose and evaluate a structural model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context. The additional influence of Occupational Group, Race, and Gender on the reward preferences in a model that already contains occupational culture main effects was considered as per the secondary research objectives.
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The relationship between personality types and reward preferences
- Authors: Nienaber, R. , Bussin, M. H. R. , Henn, C.
- Date: 2011
- Subjects: Compensation management , Incentives in industry , Employee motivation
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226717 , uj:22929 , Citation: Nienaber, R., Bussin, M.H.R. & Henn, C. 2011. The relationship between personality types and reward preferences. Acta Commercii, 1-21.
- Description: Abstract: Research has shown that total rewards models structured according to individual preferences, positively influence efforts to attract, retain and motivate key employees. Yet, this is seldom done. Structuring total rewards models according to the preferences of employee segments is a viable alternative to accommodate individual preferences. Research purpose: The primary aim of the study was to determine the relationship between personality types and reward preferences. The secondary aim was to determine the reward preferences for different demographic groups. Motivation for the study: An enhanced understanding of reward preferences for different employee segments will enable employers to offer more competitive reward options to their employees. This may, in turn, have a positive impact on retention. Research design, approach and method: Two measuring instruments, the MBTI® Form GRV and the Rewards Preferences Questionnaire, were distributed electronically to 5 000 potential respondents. The results from 589 sets of questionnaires were used in the data analyses. Primary and secondary factor analyses were done on the items in the Rewards Preferences Questionnaire. Main findings/results: The study confirmed that individuals with certain personality types and personality preferences, have different preferences for certain reward categories. There was a stronger relationship between reward preferences and personality preferences than for reward preferences and personality types. Preferences for reward categories by different demographic groups were confirmed. The significant difference in reward preferences between Black and White respondents in particular was noteworthy, with Black respondents indicating significantly higher mean scores for all reward categories than White respondents. Finally, a total rewards framework influenced by the most prominent preferences for reward categories, was designed...
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The role of performance-based reward systems in organisational performance
- Authors: Lotter, Louis Francois
- Date: 2012-09-05
- Subjects: Incentives in industry , Performance awards , Employee motivation
- Type: Thesis
- Identifier: uj:3531 , http://hdl.handle.net/10210/6918
- Description: M.Comm. , Paying for performance is however not an easy solution for organisational performance problems. As stated by Wright (1991: 16), "even the most ardent supporters of performancebased reward systems recognise that it is extraordinarily difficult to manage well". There is also a school of thought that rejects the claims made of performance-based rewards. A recent survey of British Telecom executives carried out by the Society of Telecom Executives (1991: 35) revealed that only 6 per cent of those responding to the survey thought that performance-based rewards improved their performance compared with an overwhelming 70 per cent who thought it had not. Research conducted by Carmen and Wood (1992: 8) on behalf of the Institute of Personnel Management and the National Economic Development Office into payment schemes, did not confirm that performance-based pay was a motivator. Face-to-face interviews were conducted with 40 personnel directors and managers from large and medium organisations. They concluded that the personnel managers interviewed were by no means certain that performancebased rewards succeed in motivating people. Most were not convinced they could unequivocally identify that performance-based rewards was increasing either individual or organisational performance. When these research findings are closely investigated, it can normally be established that specific reasons contribute to the failure of the performance-based reward systems to increase motivation and organisational performance. Armstrong and Murlis (1994: 252) believe these reasons are mostly: A failure to involve employees sufficiently in the design and implementation of the system; A mistaken belief that the performance-based reward system on its own will achieve the expected increase in motivation and performance; and The poor people skills of those managers that are responsible for managing implemented performance-based reward systems.
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