The presence of different generations in a workforce can cause several complications in terms of employee performance and rewarding a workforce effectively. The preferences that each generation has towards a certain reward differs and therefore nullify a homogeneous total reward strategy. The study is aimed at uncovering if there are any generational specific preferences for certain rewards; and if they exist, can a company use them to attract, motivate and engage their workforce better than with a standardised total reward package as currently exists in the work environment. A quantitative study using a questionnaire as the data collection method was performed on a company in the South African financial industry, to determine if there is any evidence of a disparity in the preferences the identified generations have to the same package of rewards. The sample size collected was 6 316 respondents and the analysis of their responses were statistically completed. It was found that the different generation cohorts have different preferences to components of the total reward package. As each of them value a reward diffently, a more strategic approach in using the total reward package should be considered by the employer. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Companies compete for employees based on their perceived employer brand value. This study investigates what influences a strong or weak employer brand has on the preference for total rewards. The results should assist remuneration agents in appropriately leveraging the company’s employer brand value, as a factor, when compiling a total rewards package for potential employees. A questionnaire was developed, asking participants to indicate their preferences relating to total rewards in the context of their current employer, with regard to stronger and weaker employer brands. Results of the study indicate that potential employees would require financial reward increases in the range of 15% - 30% in order to change employment, irrespective of whether it is perceived as a strong or weak employer brand. It was observed that a stronger employer brand could offer increases closer to the bottom of the range compared to weaker employer brands which would have to pay a premium to the top end of the range Employer brand value appears to increase the total reward costs for companies, irrespective of how the brand is perceived. It is however beneficial to be viewed as a strong employer brand, as the value of this perception translates to a smaller premium compared to weaker employer brands. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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

Die Dissertation setzt sich mit dem Thema der Vergütung aus einer Perspektive des sozialen Austauschs auseinander. Vergütung wird als das Bereitstellen von monetären und non-monetären Ressourcen durch einen Arbeitgeber definiert. Es werden vier Ressourcenklassen identifiziert, durch welche eine Organisation ihre Mitarbeiter entlohnen kann: Monetäre Vergütung und Nebenleistungen, Arbeitsbedingungen, Karrieremöglichkeiten und Wertschätzung durch das organisationale Umfeld. Die verschiedenen Vergütungsfaktoren und ihre Facetten werden aus wirtschaftspsychologischer, wirtschaftssoziologischer und arbeitsökonomischer Perspektive diskutiert und in Beziehung zu individuellen Merkmalen gesetzt. Im empirischen Teil der Studie wird quantitativ untersucht, ob Arbeitnehmer im tertiären Sektor monetäre vor nonmonetären Vergütungsfaktoren und -facetten präferieren und wie diese Präferenzen mit den demographischen Merkmalen und Einstellungen der Arbeitnehmer zusammenhängen. Es zeigt sich, dass die Vergütungsressource Wertschätzung vor monetärer Vergütung bevorzugt wird. Mehrere Zusammenhänge der Entscheidungen der Arbeitnehmer mit ihren demographischen Merkmalen sowie einzelne Zusammenhänge mit spezifischen Einstellungen werden durch die Untersuchung belegt. Auf Basis der Korrelationsanalysen werden Vergütungsmuster für Total Rewards abgeleitet und deren Implikationen für die Praxis des Personalmanagements diskutiert. (Autorenref.)

Orientation: Excessive and unjustifiable salaries in State Owned Enterprises (SOE’s) have captured the spotlight in recent years. Some employee motivation theorists and recent studies have shown that non monetary rewards are also important when considering the total rewards mix for employees. Research purpose: The primary aim of this study was to survey the perceptions of SOE employees’ of whether they would work harder, have increased motivation levels and remain longer in a company if compensated with higher monetary rewards. The secondary aim was to establish whether different demographic variables have an effect on employees ’perceptions of whether their motivation levels would increase with higher monetary rewards. Motivation for the study: An understanding of these perceptions would enhance knowledge when developing effective reward systems in SOE’s within the South African context.Research design, approach and method: 1000 questionnaires were distributed to SOE employees via the hand delivery and e-mail method. The results from 143 questionnaires were used in the data analyses.Main findings/results: The study found that overall the SOE employees preferred higher monetary rewards and would work harder, be more motivated and stay longer in the company as a result. However, when measured individually, certain non monetary rewards were preferred over receiving higher monetary rewards. The findings also indicate that significant differences exist for the demographic variables, age and grade. Practical/Managerial implications: SOE management can structure reward systems more effectively according to these findings without focussing primarily on money. Based on the research results, an increased understanding of SOE employee’s perception of what motivates them has been achieved. Contribution/value-add: This study has contributed to the body of existing knowledge on employee motivation and its relationship with total rewards within SOE’s in South Africa. In addition, the study has demonstrated that reward preferences differed between certain demographic groups within SOE’s. A total rewards framework, on employee preferences could be designed from the findings. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Orientation: The face of the workforce as we know it, is changing dramatically through globalisation and the retirement of the older generation, and organisations are confronted with the need to change. Company strategies for attraction and retention require adaption, as the ‘one-size-fits-all’ model no longer appears to be appropriate for today’s multigenerational workforce. As employers aim to attract and retain high-value youth employees, it is more important than ever to understand the total rewards expectations that will attract and retain them. Research purpose: To determine what changes and priorities organisations need to consider for their total rewards models to attract and retain qualified youths entering the workforce. Motivation for the study: The need to understand what intrinsic and extrinsic rewards are aligned with the aspirations and values of skilled youths, in an ongoing attempt to attract and retain them. Research methodology: The researcher utilised a sequential mixed-method research approach to evaluate the effectiveness of the reward categories of the WorldatWork (2015) Total Rewards Model and other reward elements identified during the literature review. Data were collected in two phases, using quantitative and qualitative methods. Phase I: The quantitative method entailed a research questionnaire, distributed to defined professional databases, tertiary institutions, private and public listed companies, as well as parastatals. The researcher distributed 450 questionnaires, of which 276 usable questionnaire responses were received — a response rate of 61.3%. Phase II: The qualitative method utilised interviews exploring the results obtained from Phase I; 11 interviews were conducted with qualified youths and human resource (HR) practitioners (HR generalists and recruitment-, remuneration-, and organisation development specialists). Their responses were captured and analysed. ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 4 of 351 In both Phase I and Phase II, data were gathered while ensuring a high ethical standard and adhering to the defined research approaches. The data were analysed using appropriate statistical techniques to determine the relationship between the variables, ensuring reliability, consistency, and generalisability in Phase I, and transferability, credibility, dependability, and confirmability in Phase II, where a combination of deductive (for quantitative research) and inductive (for qualitative research) methods was applied. Main findings/results: It was evident from the results that a different approach was required for attraction and retention of the youth, and that the ‘one-size-fits-all’ approach of the past will not be effective in the future. Through the research processes, the researcher found that the reward categories of the WorldatWork (2015) model are currently effective in attracting and retaining young talent, but that more will be required in the future. A new total rewards framework was constructed, reflecting the youth’s priorities, to aid attraction and retention of this generation. Main outcomes: Attraction: Seven reward categories were found to affect the youth’s attraction to organisations. These, in order of importance, are: (1) leadership and environment — supportive management and work environment, (2) benefits — retirement fund, medical aid, and leave, (3) performance incentives — long- and short-term incentives and share options; (4) individual development, (5) a safe/secure working environment — coaching/mentoring, working in different organisations to maximise career growth, CSR, and long-term job security; (6) work‒life and resources — extended employee benefits and tools to execute one’s work; (7) performance recognition — informal recognition and non-financial rewards; and formal recognition — formal recognition and lump-sum and annual bonus payments. Retention: Seven reward categories were found to affect youths’ retention in organisations. These, in order of importance, are: (1) leadership and environment — supportive management and environment; (2) flexible and variable payment options — flexible payment options and Salary/Pay; (3) benefits — retirement fund, medical aid, and leave; (4) value-added benefits and services and individual development — employee wellness, CSR, employee discounts, formal coaching or mentoring, and extended time off; (5) recognition — informal and formal recognition ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 5 of 351 and non-financial rewards; (6) career development — Career/Growth opportunities and learning and development; and (7) incentives — long- and short-term incentives and share options. Research limitations: This research was limited to skilled youths. Research implications, originality, and value: No empirical study exists that authenticates the WorldatWork (2015) Total Rewards Model and Generation Y theory. As employers strive to attract and retain high-value young employees, it is more important than ever to understand the expectations of these employees. This study contributes to the body of knowledge by identifying the reward preferences of the youth by offering a relevant rewards framework for attraction and retention of the youth. / Graduate School of Business Leadership / D.B.L.