Orientation: 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, and all of them 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 which 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 (POS), and Perceived Supervisor Support (PSS). 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. An enriched understanding of retention preferences that influences organisational commitment may benefit the organisation who wants to retain their valuable talent. Research Methodology: A quantitative, cross-sectional research design with convenience sampling was used. Data were gathered from employees (N = 303) at different industry sectors in South African organisations, using the Total Reward Scale (based on WorldatWork’s total reward model) and the Perceived Organisational Support Scale (SPOS), and the Perceived Supervisor Support Scale (SoPSS). Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors among multi-generation groups. The study revealed Cronbach Alpha’s of 0.82, 0.92 and 0.95 for the total reward scale, SPOS and SoPSs respectively. Differences between total reward preferences and demographical variables which include age, gender, race, industry and job level, were found. Moreover, differences between total reward preferences, Perceived Organisational Support (POS) and Perceived Supervisor Support (PSS) and demographical variables which included race, industry, job level were found. The findings of the study indicates a strong practically significant positive correlation (r (df=237, p> 0.001) = 0.298, medium effect) between Total Reward components and POS. A strong practical significant positive relationship (r (DF=233, p>0.001) = 0.250, medium effect) was found between Total Reward and PSS. The study confirmed a strong practically significant positive correlation (r (df= 230, p> 0.001= 0.662, large effect) between POS and PSS in this study. This indicates that an increased perception of organisational support can be associated with an increased perception of Supervisor Support. Multiple regression confirmed that only race groups and job level groups mediate/moderate the relationship between Total Reward and POS as well as Total Reward and PSS. Practical/managerial implications: Managers or HR practitioners should design their reward packages by taking employees preferences into account. More specifically, HR practitioners should focus on remuneration, performance management and development opportunities in order to retain scarce skills. Contribution/value additions: The study on retention preferences of different demographic groups within the South African context adds considerably to the existing body of literature. The results of the study can assist managers and HR practitioners to design effective retention strategies, while also providing crucial information for the retention and motivation of employees. / Dissertation (MCom)--University of Pretoria, 2014. / gm2014 / Human Resource Management / unrestricted

The workforce is diverse on gender, race, ethnicity, culture, work styles, and age. Employees from different generations have varying expectations of what they value from the workplace and therefore approach work differently. Generational differences can lead to mistrust and communication breakdowns. They can also impact job satisfaction and productivity. The Generational Cohort Theory was utilized in this nonexperimental study, and the sample was recruited from CB Richard Ellis Real Estate Group. The purpose of this study was to determine the work values differences among the 4 generational cohorts: Silent, Baby Boomers, Generation X and Millennials. The research questions for this quantitative study first identified the preferred work values, utilizing the Minnesota Importance Questionnaire (MIQ), and sought if there was a statistically significant means difference in those preferred values from 1 generation to another. A 1-way MANOVA was used to analyze the effect of generation cohort affiliation with preferred work values, revealing a positive relationship between cohort and preferred work values. Results indicated that some work values are unique between generations, such as being busy all the time and doing things for other people, and some are shared, including telling people what to do and having good coworkers. Additional research is needed to address the gap in current literature in the areas of autonomy and recognition. The implications for social change include acquiring a greater knowledge of similarities and differences between older and younger workers.. This knowledge is essential for building high-performing teams, for successful recruitment, and employee retention.

本研究在探討醫師採用不同世代產品行為受到醫院背景、個人因素及病患之影響，以全民健康保險資料庫進行大樣本迴歸分析，分析自中央健康保險局納入給付後醫師採用心臟支架的情形，並對醫師首次採用時間早晚進行研究分析。本研究以兩世代產品採用差異發掘創新擴散各階段醫師採用心臟支架的影響變數，並分為醫院-醫師-病患三個層次來做整體考量。實證結果顯示，從醫療院所的層級或權屬看來，醫院層級對醫師採用早晚無顯著影響，而私立醫院的醫師較早採用第二代產品。另外，在醫師個人特質方面，年齡越大的醫師越早採用產品，資深醫師會較晚採用第一代產品，而女性醫師也會較晚採用第一代產品。從病患影響的角度來看，醫師所遇到的病人願意自付比例高者，採用時間越早。而兩世代採用時間早晚也具相關性，越早採用第一代產品，也會越早採用第二代產品。 / The purpose of this research is to investigate the decision determinants of physician’s innovation adoption of multi-generations products. Based on the National Health Insurance database, this study focuses on analyzing the physician’s adoption time on coronary stent to verify the hypothetical determinants from hospital - physician - patient levels. The empirical results show that the academic level is not associated with physician’s innovation adoption time. Physician in private hospital is likely to adopt the second generation product earlier. In addition, physician’s personal characteristics- age, work experience and gender also have significant impacts upon physician’s adoption time. Elder physician will be early adopters of innovation products, and senior or female physician will be the late adopters of first-generation products. As to the influence of patients, if the physician’s patients are more willing to pay, the physician will adopt product earlier. Besides, the two generations have positive correlation, the earlier adopter in first-generation products will also adopt second-generation product earlier.