Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support
- Smit, Wilmien, Stanz, Karel, Bussin, Mark
- 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...
- Full Text:
- 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...
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
Confirming theoretical pay constructs of a variable pay scheme
- Ncube, Sibangilizwe, Bussin, Mark H.R., De Swardt, Lukas
- Authors: Ncube, Sibangilizwe , Bussin, Mark H.R. , De Swardt, Lukas
- Date: 2013
- Subjects: Compensation management , Performance awards , Wage payment systems
- Type: Article
- Identifier: uj:5518 , http://hdl.handle.net/10210/13791
- Description: Orientation: Return on the investment in variable pay programmes remains controversial because their cost versus contribution cannot be empirically justified. Research purpose: This study validates the findings of the model developed by De Swardt on the factors related to successful variable pay programmes. Motivation for the study: Many organisations blindly implement variable pay programmes without any means to assess the impact these programmes have on the company’s performance. This study was necessary to validate the findings of an existing instrument that validates the contribution of variable pay schemes. Research design, approach and method: The study was conducted using quantitative research. A total of 300 completed questionnaires from a non-purposive sample of 3000 participants in schemes across all South African industries were returned and analysed. Main findings: Using exploratory and confirmatory factor analysis, it was found that the validation instrument developed by De Swardt is still largely valid in evaluating variable pay schemes. The differences between the study and the model were reported. Practical/managerial implications: The study confirmed the robustness of an existing model that enables practitioners to empirically validate the use of variable pay plans. This model assists in the design and implementation of variable pay programmes that meet critical success factors. Contribution/value-add: The study contributed to the development of a measurement instrument that will assess whether a variable pay plan contributes to an organisation’s success.
- Full Text:
- Authors: Ncube, Sibangilizwe , Bussin, Mark H.R. , De Swardt, Lukas
- Date: 2013
- Subjects: Compensation management , Performance awards , Wage payment systems
- Type: Article
- Identifier: uj:5518 , http://hdl.handle.net/10210/13791
- Description: Orientation: Return on the investment in variable pay programmes remains controversial because their cost versus contribution cannot be empirically justified. Research purpose: This study validates the findings of the model developed by De Swardt on the factors related to successful variable pay programmes. Motivation for the study: Many organisations blindly implement variable pay programmes without any means to assess the impact these programmes have on the company’s performance. This study was necessary to validate the findings of an existing instrument that validates the contribution of variable pay schemes. Research design, approach and method: The study was conducted using quantitative research. A total of 300 completed questionnaires from a non-purposive sample of 3000 participants in schemes across all South African industries were returned and analysed. Main findings: Using exploratory and confirmatory factor analysis, it was found that the validation instrument developed by De Swardt is still largely valid in evaluating variable pay schemes. The differences between the study and the model were reported. Practical/managerial implications: The study confirmed the robustness of an existing model that enables practitioners to empirically validate the use of variable pay plans. This model assists in the design and implementation of variable pay programmes that meet critical success factors. Contribution/value-add: The study contributed to the development of a measurement instrument that will assess whether a variable pay plan contributes to an organisation’s success.
- Full Text:
CEO pay-performance sensitivity in the South African context
- Authors: Bussin, Mark
- Date: 2015
- Subjects: Performance - Management , Compensation management , Performance - Measurement , Organizational effectiveness - Measurement
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226782 , uj:22937 , Citation: Bussin, M. 2015. CEO pay-performance sensitivity in the South African context. South African Journal of Economic and Management Sciences, 18(2):232-244. DOI: http://dx.doi.org/10.17159/2222-3436/2015/v18n2a7 , ISSN: 2222-3436 (Online) , ISSN: 1015-8812 (Print)
- Description: Abstract: The topic of executive pay-performance sensitivity has resulted in mixed research findings. Literature related to executive remuneration constructs, company performance measures and the underlying theories is critically reviewed in this article. The literature is compared to research findings within the South African context pre, during and post the Global Financial Crisis of 2008. The researcher found similar results in the South African context compared to research in other countries and industries. The research challenges the notion that there is one dominant theory driving CEO compensation. The principal-agent theory, supported by the optimal contract theory, are foremost during periods of strong economic performance, while the influence of managerial power and other behavioural theories appear to prevail during periods of weak economic performance. This article proposes some critical considerations in order to manage this tension.
- Full Text:
- Authors: Bussin, Mark
- Date: 2015
- Subjects: Performance - Management , Compensation management , Performance - Measurement , Organizational effectiveness - Measurement
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226782 , uj:22937 , Citation: Bussin, M. 2015. CEO pay-performance sensitivity in the South African context. South African Journal of Economic and Management Sciences, 18(2):232-244. DOI: http://dx.doi.org/10.17159/2222-3436/2015/v18n2a7 , ISSN: 2222-3436 (Online) , ISSN: 1015-8812 (Print)
- Description: Abstract: The topic of executive pay-performance sensitivity has resulted in mixed research findings. Literature related to executive remuneration constructs, company performance measures and the underlying theories is critically reviewed in this article. The literature is compared to research findings within the South African context pre, during and post the Global Financial Crisis of 2008. The researcher found similar results in the South African context compared to research in other countries and industries. The research challenges the notion that there is one dominant theory driving CEO compensation. The principal-agent theory, supported by the optimal contract theory, are foremost during periods of strong economic performance, while the influence of managerial power and other behavioural theories appear to prevail during periods of weak economic performance. This article proposes some critical considerations in order to manage this tension.
- Full Text:
Organisational readiness for introducing a performance management system
- Ochurub, Michael, Bussin, Mark, Goosen, Xenia
- 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.
- Full Text:
- 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.
- Full Text:
The development and validation of a variable remuneration methodology.
- Authors: De Swardt, Lukas Petrus
- Date: 2008-08-15T06:51:37Z
- Subjects: Industrial psychology , Compensation management
- Type: Thesis
- Identifier: uj:6592 , http://hdl.handle.net/10210/856
- Description: Variable remuneration is an integral part of the management process, utilised to motivate participants to achieve business objectives. Many employers are actively seeking ways of increasing the value of variable remuneration in the employment process for the perceived benefits it would have for the business and participants. Over the past decade variable remuneration has become a significant component of the employment offer that contributes to the attraction and retention of highly sought-after employees. It has grown in importance, but simultaneously has also become a major employment cost. In the absence of a validated generic methodology, the variable remuneration methodologies applied by employers are intuitive and most often lack any scientific basis. The purpose of the study was to design and validate a variable remuneration methodology that will allow managers, or scheme designers, to develop variable remuneration schemes that will be able to deliver outcomes that would be attributable to the variable remuneration scheme and not to factors outside the control of the scheme participants or within the greater organisational context. Based on a literature survey covering three bodies of knowledge; motivational theory, variable remuneration concepts, and the variable remuneration life cycle, propositions regarding variable remuneration were formulated. These propositions were converted into 99 items making up a questionnaire dealing with variable remuneration constructs. The questionnaire was applied to thirty different types of variable remuneration schemes in a bank assurance group. Six hundred and thirty two scheme participants completed the questionnaire that assessed the thirty schemes. Independently from the scheme assessments, scheme owners and/or designers evaluated scheme outcomes. First and second order factor analyses were performed on the variable remuneration scheme questionnaire that produced three adequately determined factors. The factors had highly acceptable internal reliabilities. These factors were: Congruency, Instrumentality and Performing. The respective relationships between the Independent Variables: Congruency, Instrumentality and Performing, the Moderator Variables: Scheme Type and Job Level and the Independent Variable: Scheme Outcome, were investigated by means of Analysis of Variance (ANOVA), Multiple Analysis of Variance (MANOVA), Analysis of Co-Variance (ANCOVA) as well as Multiple Regression Analysis. An empirically determined generic variable remuneration methodology was arrived at, consisting of three constructs and eleven dimensions, which explained 34,5% of the variance of variable remuneration scheme outcomes and is depicted in the figure below. , Prof. Theo Veldsman Prof. Gert Roodt
- Full Text:
- Authors: De Swardt, Lukas Petrus
- Date: 2008-08-15T06:51:37Z
- Subjects: Industrial psychology , Compensation management
- Type: Thesis
- Identifier: uj:6592 , http://hdl.handle.net/10210/856
- Description: Variable remuneration is an integral part of the management process, utilised to motivate participants to achieve business objectives. Many employers are actively seeking ways of increasing the value of variable remuneration in the employment process for the perceived benefits it would have for the business and participants. Over the past decade variable remuneration has become a significant component of the employment offer that contributes to the attraction and retention of highly sought-after employees. It has grown in importance, but simultaneously has also become a major employment cost. In the absence of a validated generic methodology, the variable remuneration methodologies applied by employers are intuitive and most often lack any scientific basis. The purpose of the study was to design and validate a variable remuneration methodology that will allow managers, or scheme designers, to develop variable remuneration schemes that will be able to deliver outcomes that would be attributable to the variable remuneration scheme and not to factors outside the control of the scheme participants or within the greater organisational context. Based on a literature survey covering three bodies of knowledge; motivational theory, variable remuneration concepts, and the variable remuneration life cycle, propositions regarding variable remuneration were formulated. These propositions were converted into 99 items making up a questionnaire dealing with variable remuneration constructs. The questionnaire was applied to thirty different types of variable remuneration schemes in a bank assurance group. Six hundred and thirty two scheme participants completed the questionnaire that assessed the thirty schemes. Independently from the scheme assessments, scheme owners and/or designers evaluated scheme outcomes. First and second order factor analyses were performed on the variable remuneration scheme questionnaire that produced three adequately determined factors. The factors had highly acceptable internal reliabilities. These factors were: Congruency, Instrumentality and Performing. The respective relationships between the Independent Variables: Congruency, Instrumentality and Performing, the Moderator Variables: Scheme Type and Job Level and the Independent Variable: Scheme Outcome, were investigated by means of Analysis of Variance (ANOVA), Multiple Analysis of Variance (MANOVA), Analysis of Co-Variance (ANCOVA) as well as Multiple Regression Analysis. An empirically determined generic variable remuneration methodology was arrived at, consisting of three constructs and eleven dimensions, which explained 34,5% of the variance of variable remuneration scheme outcomes and is depicted in the figure below. , Prof. Theo Veldsman Prof. Gert Roodt
- Full Text:
The effect of the introduction of individual performance based remuneration within Alpha Cement
- Authors: Swanepoel, Stephen David
- Date: 2012-08-13
- Subjects: Performance awards , Compensation management , Wages and labor productivity , Merit pay , Alpha (Pty.) Ltd.
- Type: Thesis
- Identifier: uj:9098 , http://hdl.handle.net/10210/5557
- Description: M.B.A. , Many organisations have approached employee remuneration in new ways in recent years. Most of these new approaches are based on the principles of aligning a portion of individual or team remuneration to achievement against specific goals. Such systems are most commonly referred to as performance based remuneration systems. Alpha (Pty) Ltd has very recently introduced a performance based remuneration system aimed at individuals within the organisation. It is evident that there is no single system that can be applied across the infinite number of organisations globally, and that developing any ideal performance related system requires careful consideration of many variables. To develop and implement an effective system within any organisation, requires custom tailoring the system to best suit that organisation. This research paper aims to analyse what impact the introduction of an individual performance based remuneration system has had within the cement business unit of Alpha (Pty) Ltd, how the findings of the research compare to the theoretical reference on the subject, and whether there is room for improvement to the existing system.
- Full Text:
- Authors: Swanepoel, Stephen David
- Date: 2012-08-13
- Subjects: Performance awards , Compensation management , Wages and labor productivity , Merit pay , Alpha (Pty.) Ltd.
- Type: Thesis
- Identifier: uj:9098 , http://hdl.handle.net/10210/5557
- Description: M.B.A. , Many organisations have approached employee remuneration in new ways in recent years. Most of these new approaches are based on the principles of aligning a portion of individual or team remuneration to achievement against specific goals. Such systems are most commonly referred to as performance based remuneration systems. Alpha (Pty) Ltd has very recently introduced a performance based remuneration system aimed at individuals within the organisation. It is evident that there is no single system that can be applied across the infinite number of organisations globally, and that developing any ideal performance related system requires careful consideration of many variables. To develop and implement an effective system within any organisation, requires custom tailoring the system to best suit that organisation. This research paper aims to analyse what impact the introduction of an individual performance based remuneration system has had within the cement business unit of Alpha (Pty) Ltd, how the findings of the research compare to the theoretical reference on the subject, and whether there is room for improvement to the existing system.
- Full Text:
The relationship between personality types and reward preferences
- Nienaber, R., Bussin, M. H. R., Henn, C.
- 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...
- Full Text:
- 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...
- Full Text:
Riglyne vir die implementering van bandverbreding.
- Authors: Kruger, Peet
- Date: 2012-08-16
- Subjects: Organizational change , Job evaluation , Job analysis , Corporate reorganizations , Compensation management
- Type: Thesis
- Identifier: uj:2589 , http://hdl.handle.net/10210/6039
- Description: M.A. , Aihoewel die tradisionele organisasie oor die algemeen 'n soliede vergoedingstelsel met 'n sterk fokus op koste-effektiwiteit en administratiewe presisie gehad het, het die moderne organisasie, wat gekenmerk word deur platter organisasiestrukture, groter buigsaamheid, 'n meer deelnemende bestuurstyl en 'n groter mate van openheid, ander vereistes gestel aan die tradisionele vergoedingstelsel. Die modeme vergoedingstelsel, wat die modeme organisasie kenmerke ondersteun, word beskou as 'n stelsel wat uitset gerig is, met min salarisvlakke, wat min of geen status simbole bevat, wat groter deursigtigheid bevorder en waar meganistiese beheer stelsels vervang word met analitiese bestuursbeheer. Dit het aanleiding gegee daartoe dat nuwe moderne vergoedingspraktyke, onder meer ook bandverbreding, die lig gesien het. Die verhandeling het ten doel om bandverbreding, wat gedefinieer word as die vermindering van posvlakke en die dienooreenkomstige verbreding van salarisbande, om sodoende 'n platter organisasiestruktuur te skep wat groter aanpasbaarheid en dinamika tot gevolg sal he, te verken en te omskryf. Die fokus val veral op die ontwerp en die proses van implementering van bandverbreding binne 'n Suid-Afrikaanse organisasie. Die tradisionele posevalueringstelsel, wat die hart van enige vergoedingstelsel gevorm het, het sterk onder die vergrootglas gekom nadat die bandverbredingsproses bekendgestel is. Die invloed van bandverbreding op die onderskeie posevalueringstelsels asook op die plek daarvan binne 'n holistiese vergoedingstrategie word van naderby bekyk en beskryf Die teoretiese oorsig dek ook onder andere die redes waarom organisasies bandverbreding implementeer, die gereedheid van organisasies vir die bandverbredingsproses, die praktiese probleme waarmee organisasies gekonfronteer word wanneer bandverbreding geimplementeer word en mites aangaande die proses. Twee Suid-Afrikaanse organisasies binne die finansieledienste bedryf wat bandverbreding in sy voile omvang geimplementeer het, het die basis gevorm van die ondersoek. Die faktore wat aanleiding gegee het tot die implementering van bandverbreding, en wat die gereedheid van die organisasie beinvloed het, die potensiele struikelblokke, die ontwerp van die bandverbredingstrukture asook die implementeringsproses wat beide organisasies gevolg het, het die navorser in staat gestel om 'n aanbeveling to maak aangaande 'n implementeringsmodel. Die implementeringsmodel, wat beskou kan word as 'n opsomming van die bevindinge van die navorsing, beveel aan dat bandverbreding as deel van 'n holistiese vergoedingstrategie geimplementeer word en dat die proses deur 'n vergoedingsfilosofie, wat die bandverbredingsfilosofie komplimenteer, ondersteun word. Dit is egter duidelik dat alhoewel die bandverbredingskonsep 'n groot bydrae kan maak tot die vestiging van die modeme organisasie, die sukses daarvan opgesluit le in die effektiewe implementering en toepassing daarvan.
- Full Text:
- Authors: Kruger, Peet
- Date: 2012-08-16
- Subjects: Organizational change , Job evaluation , Job analysis , Corporate reorganizations , Compensation management
- Type: Thesis
- Identifier: uj:2589 , http://hdl.handle.net/10210/6039
- Description: M.A. , Aihoewel die tradisionele organisasie oor die algemeen 'n soliede vergoedingstelsel met 'n sterk fokus op koste-effektiwiteit en administratiewe presisie gehad het, het die moderne organisasie, wat gekenmerk word deur platter organisasiestrukture, groter buigsaamheid, 'n meer deelnemende bestuurstyl en 'n groter mate van openheid, ander vereistes gestel aan die tradisionele vergoedingstelsel. Die modeme vergoedingstelsel, wat die modeme organisasie kenmerke ondersteun, word beskou as 'n stelsel wat uitset gerig is, met min salarisvlakke, wat min of geen status simbole bevat, wat groter deursigtigheid bevorder en waar meganistiese beheer stelsels vervang word met analitiese bestuursbeheer. Dit het aanleiding gegee daartoe dat nuwe moderne vergoedingspraktyke, onder meer ook bandverbreding, die lig gesien het. Die verhandeling het ten doel om bandverbreding, wat gedefinieer word as die vermindering van posvlakke en die dienooreenkomstige verbreding van salarisbande, om sodoende 'n platter organisasiestruktuur te skep wat groter aanpasbaarheid en dinamika tot gevolg sal he, te verken en te omskryf. Die fokus val veral op die ontwerp en die proses van implementering van bandverbreding binne 'n Suid-Afrikaanse organisasie. Die tradisionele posevalueringstelsel, wat die hart van enige vergoedingstelsel gevorm het, het sterk onder die vergrootglas gekom nadat die bandverbredingsproses bekendgestel is. Die invloed van bandverbreding op die onderskeie posevalueringstelsels asook op die plek daarvan binne 'n holistiese vergoedingstrategie word van naderby bekyk en beskryf Die teoretiese oorsig dek ook onder andere die redes waarom organisasies bandverbreding implementeer, die gereedheid van organisasies vir die bandverbredingsproses, die praktiese probleme waarmee organisasies gekonfronteer word wanneer bandverbreding geimplementeer word en mites aangaande die proses. Twee Suid-Afrikaanse organisasies binne die finansieledienste bedryf wat bandverbreding in sy voile omvang geimplementeer het, het die basis gevorm van die ondersoek. Die faktore wat aanleiding gegee het tot die implementering van bandverbreding, en wat die gereedheid van die organisasie beinvloed het, die potensiele struikelblokke, die ontwerp van die bandverbredingstrukture asook die implementeringsproses wat beide organisasies gevolg het, het die navorser in staat gestel om 'n aanbeveling to maak aangaande 'n implementeringsmodel. Die implementeringsmodel, wat beskou kan word as 'n opsomming van die bevindinge van die navorsing, beveel aan dat bandverbreding as deel van 'n holistiese vergoedingstrategie geimplementeer word en dat die proses deur 'n vergoedingsfilosofie, wat die bandverbredingsfilosofie komplimenteer, ondersteun word. Dit is egter duidelik dat alhoewel die bandverbredingskonsep 'n groot bydrae kan maak tot die vestiging van die modeme organisasie, die sukses daarvan opgesluit le in die effektiewe implementering en toepassing daarvan.
- Full Text:
Confirming theoretical pay constructs of a variable pay scheme
- Authors: Ncube, Sibangilizwe
- Date: 2012-10-24
- Subjects: Compensation management , Performance awards , Wage payment systems
- Type: Thesis
- Identifier: uj:10432 , http://hdl.handle.net/10210/7897
- Description: M.Phil. , Purpose: The purpose of the research was to evaluate the extent to which the constructs and dimensions identified by De Swardt (2005) are valid in describing and predicting the outcome of a variable pay plan. The following secondary research questions were therefore asked: What is the reliability of the eleven dimensions and three constructs? What are the statistical characteristics of the 11 dimensions and 3 constructs, and can they be used to benchmark new variable pay plans? How reliable are the 78 items as test criteria for the 11 dimensions and 3 constructs? Motivation for study: The primary rationale for this study was the unavailability of empirically tested models and the lack of validated variable pay instruments that evaluate the outcome of any variable pay scheme. Design/Methodology/Approach: The study followed a quantitative research methodology, with the primary objective of assessing outcome similarities through Structural Equation Modelling (EQS) factor analysis. Both exploratory and confirmatory factor analysis were performed to the sample data to measure correlations. Findings: The findings of the research highlighted that there were minimal differences between De Swardt’s variable pay models. Differences were identified by analyzing the reliability statistics and factor analysis rules of assessing model fit. Following certain research limitations, the research questions were further refined for use in future studies. The research findings confirmed De Swardt’s (2005) theoretical model of predicting variable pay outcome. Research limitations: Although the study was conducted amongst a wider population group, individual organisation feedback from the selected participants was not balanced. A considerably larger portion of the feedback was obtained from the company with which the researcher was employed. Practical implications/Value-add: The outcome of this research confirms the commercial applicability of the instrument in identifying potential flaws in any variable pay scheme during the early stages of implementation. This will have a positive impact on an organisation’s bottom line. Additionally, quantifying the impact of variable pay plans will not only enhance HR’s credibility with regards to the broader organisational goals, but will encourage a well-structured, performance-linked variable pay system based on tested models.
- Full Text:
- Authors: Ncube, Sibangilizwe
- Date: 2012-10-24
- Subjects: Compensation management , Performance awards , Wage payment systems
- Type: Thesis
- Identifier: uj:10432 , http://hdl.handle.net/10210/7897
- Description: M.Phil. , Purpose: The purpose of the research was to evaluate the extent to which the constructs and dimensions identified by De Swardt (2005) are valid in describing and predicting the outcome of a variable pay plan. The following secondary research questions were therefore asked: What is the reliability of the eleven dimensions and three constructs? What are the statistical characteristics of the 11 dimensions and 3 constructs, and can they be used to benchmark new variable pay plans? How reliable are the 78 items as test criteria for the 11 dimensions and 3 constructs? Motivation for study: The primary rationale for this study was the unavailability of empirically tested models and the lack of validated variable pay instruments that evaluate the outcome of any variable pay scheme. Design/Methodology/Approach: The study followed a quantitative research methodology, with the primary objective of assessing outcome similarities through Structural Equation Modelling (EQS) factor analysis. Both exploratory and confirmatory factor analysis were performed to the sample data to measure correlations. Findings: The findings of the research highlighted that there were minimal differences between De Swardt’s variable pay models. Differences were identified by analyzing the reliability statistics and factor analysis rules of assessing model fit. Following certain research limitations, the research questions were further refined for use in future studies. The research findings confirmed De Swardt’s (2005) theoretical model of predicting variable pay outcome. Research limitations: Although the study was conducted amongst a wider population group, individual organisation feedback from the selected participants was not balanced. A considerably larger portion of the feedback was obtained from the company with which the researcher was employed. Practical implications/Value-add: The outcome of this research confirms the commercial applicability of the instrument in identifying potential flaws in any variable pay scheme during the early stages of implementation. This will have a positive impact on an organisation’s bottom line. Additionally, quantifying the impact of variable pay plans will not only enhance HR’s credibility with regards to the broader organisational goals, but will encourage a well-structured, performance-linked variable pay system based on tested models.
- Full Text:
- «
- ‹
- 1
- ›
- »