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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Retention preferences from a multi-generation workforce perspective : the relationship between total rewards, perceived organisational support and perceived supervisor support

Smit, Wilmien Andrea January 2014 (has links)
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
2

A total rewards framework for the attraction and retention of the youth

Mohamed-Padayachee, Keshia 11 1900 (has links)
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.

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