Thesis (Ph. D.)--University of Hong Kong, 2010. / Includes bibliographical references (p. 125-129). Also available in print.

Thesis (M.B.A.)--University of Hong Kong, 1985.

Typescript. / Thesis (Ph. D.)--University of Hawaii at Manoa, 1986. / Bibliography: leaves [96]-99. / Photocopy. / vii, 99 leaves, bound maps 29 cm

Thesis (Ph. D.)--University of Washington, 1997. / Vita. Includes bibliographical references (leaves [92]-95).

Thesis (M.S.)--Virginia Polytechnic Institute and State University, 1991. / Vita. Abstract. Includes bibliographical references (leaves 80-88). Also available via the Internet.

Thesis (Ph. D.)--University of Chicago, Graduate School of Business, June 2000. / Includes bibliographical references. Also available on the Internet.

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.

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.

Thesis (M.B.A.)--Globe University/Minnesota School of Business, 2008. / Includes bibliographical references (leaves 38-41).

by Chan Chung-Fat. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 79-81). / TABLE OF CONTENTS --- p.iii / PREFACE --- p.v / EXECUTIVE SUMMARY --- p.1 / Chapter / Chapter I. --- INTRODUCTION --- p.3 / Pay Management as a tool to attain competitive advantage --- p.4 / Objective --- p.5 / Methodology --- p.5 / Chapter II. --- PAY MANAGEMENT AS A COMPETITIVE TOOL --- p.7 / Does Pay matter ？ --- p.8 / Staffing --- p.11 / Performance Management --- p.12 / Employee Development --- p.13 / Organizational Development --- p.14 / Summary --- p.15 / Chapter III. --- PAY MANAGEMENT - BEST PRACTICES --- p.17 / Simplicity and Openness --- p.19 / Consistency --- p.20 / Process Standardization --- p.22 / Ownership of Pay Management Process --- p.23 / Control --- p.24 / Pay for Performance and Competency --- p.26 / Pay for Contribution and Variable Pay --- p.27 / Incorporating Performance Management as part of Corporate Culture --- p.30 / Measurement --- p.33 / Link to Employee Development --- p.35 / Adaptability --- p.36 / Outsourcing and Strategic Center --- p.38 / Summary --- p.39 / Chapter IV. --- PAY MANAGEMENT SYSTEM IN HK COMPANIES --- p.40 / Modern Terminals Limited --- p.41 / Dah Sing Bank Financial Group --- p.46 / The Royal Hong Kong Jockey Club --- p.48 / Kowloon-Canton Railway Corporation --- p.51 / Dow --- p.53 / Intel --- p.56 / Marks & Spencer --- p.58 / Chapter V. --- CONCLUSION --- p.61 / Corporate Vision and Mission --- p.62 / Corporate Culture --- p.64 / Organizational Structure and Company Size --- p.66 / HR Leadership and Vision --- p.67 / Employee Profile --- p.68 / Information Technology --- p.69 / Business Environment --- p.69 / Summary --- p.71 / APPENDIX --- p.72 / BIBLIOGRAPHY --- p.79