Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

EAP, as part of the organizational Human Resource Management services, assists employees in dealing with challenges that affect their productivity at work. It is offered according to different approaches, depending on the size, availability of resources and nature of the organization. Employee Assistance Programmes (EAPs) provide services designed to help employees, managers and organizations meet life challenges and remain healthy, engaged, and productive. However, the services that an EAP offers in an organization need to be marketed to its users. This allows the users, who are the employees of that particular organization, to understand and familiarize themselves with those services. Various strategies are used to market EAP. However its influence differs from one organization to another. The study was conducted in the public service to determine the effect of marketing strategies by EAPs during the developmental and implementation phases. More importantly, this study seeks to examine the most effective strategies for EAP marketing in the public service by means of the following objectives:- • A description of marketing strategies for EAPs from a theoretical point of view; • An exploration of marketing strategies which have been applied in the public service by means of an empirical study. • Formation of guidelines on marketing strategies that may ensure effective marketing during the developmental and implementation phases of EAP. The literature study outlines the processes and guidelines for implementation of the EAP during the developmental phases. This includes needs assessment, management consultation, EAP mainstreaming and EAP launch and management training. There is a direct link between the implementation plan for EAP and the marketing strategies to be employed. The main reason for conducting this study is vi therefore to try to align the implementation plan for the EAP with the relevant strategies to be employed, for the benefit of the public service. The empirical findings obtained from a sample of EAP practitioners and EAP heads in the public service have established the main purpose of the study, which will be conducted by following the mixed method research approach. The researcher applied the mixed method approach to find the general understanding by EAP practitioners of the subject being investigated and to verify such information with EAP heads in the public service. Data were presented by means of exact figures gained from precise measurement and the themes in chapter 3. This methodology was aimed at exploring the effective marketing strategies for EAP during the developmental and implementation phases in the public service (Gauteng). The findings of the study and the analysis revealed the effective strategies that should be employed by practitioners when EAP is introduced into a specific public service department to ensure effective and efficient use of its services. The study also formulated guidelines on the effective use of the EAP in the public service. The research conclusions and recommendations served as a basis for the development of a guideline to effectively market the EAP services in the public service during the developmental and implementation phases. / Dissertation (MSW)--University of Pretoria, 2014. / lmchunu2014 / Social Work and Criminology / unrestricted

Companies are under pressure to develop and design effective incentive schemes for their employees with an aim of attracting and retaining talent. Whilst other organisations consider various methods to motivate employees, employee share schemes have dominated the agenda in many companies. It is expected that share schemes would achieve the desired objective through aligning the objectives of the employer with those of the employees. In the study, employee perceptions of share schemes are investigated to establish if the above objective is maintained. A medium sized company listed on the JSE was selected for the study with 105 respondents being solicited for a population of 242. The results confirmed that employee shareholders do have perceptions ranging from expectations of empowerment to employee engagement in decision-making. The study contributes to the body of knowledge and research in remuneration strategies for today‟s work environment, and makes recommendations for companies with the intention to improve the worker‟s social well-being. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Includes bibliographical references / A customer's overall experience of interaction with a firm can be influenced by a variety of antecedents including employee behaviour, and can affect a variety of constructs including a customer's intention to remain loyal to a firm. The study contributes to the customer experience literature by constructing and empirically testing a theoretical model that integrates the construct of employee engagement as an influencing variable on customer experience in a business-to-business environment. Employee engagement is characterised by the level of engagement an employee depicts through attributes such as vigour, dedication and absorption. The study sampled 106 employee respondents and 1,216 customer respondents of a South African mining and construction firm. The combined dataset of both employee and customer responses was empirically tested using Partial Least Squares Structural Equation Modelling. The research finds a relationship exists between employee engagement and customer experience of employee performance. Additionally, customer experience of employee performance was significantly statistically associated with overall customer experience, a construct focusing on customer experience comparative to competitors and alternate suppliers. The enhancement of understanding of the antecedents of employee engagement and the effect of customer experience on customer loyalty may assist in the development of interventions to address the gaps in the employee-customer encounter. The principle implication emanating from this study is that customer experience, as a construct, should not be ignored, as the inclusion of a customer experience construct may enhance and complement the prediction of customer behaviour, not only in a business-to-business environment. Establishing the positive and negative levels of the required competencies of employees assists in guiding the supervisory performance discussion, subsequent training suggestions and required on-the-ground coaching.

Hotel leaders face reduced profitability because of high employee turnover. Using Herzberg's 2-factor theory as the conceptual framework, the purpose of this multiple case study was to explore strategies that some hotel human resources managers used to reduce employee turnover. Data were collected from 5 hotel human resources managers in Massachusetts through face-to-face, semistructured interviews and a review of company documents. Data analysis using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and developing data-based conclusions resulted in 3 emergent themes: a retention strategy, a compensation strategy, and a training and development strategy. The findings indicated that the employee recruitment process, fair employee compensation and benefits, a focus on employee development, and recognition and appreciation of employees were pivotal strategies human resources managers used to reduce employee turnover. The findings may be valuable to hotel general managers, human resources managers, authors of training manuals, and hiring managers for creating strategies to reduce employee turnover. The implications for positive social change include the potential for hotel general managers to lower unemployment rates and improve the quality of life for the local community through lower employee turnover.

Business leaders often realize greater profitability when they have strategies to retain IT employees. However, the cost to replace IT employees creates significant challenges for business leaders. Given the growing impact of technology on operational costs, retention of IT employees is imperative. This exploratory single case study sought to identify the strategies that leaders use to increase IT employee retention. The population was 6 leaders from a military organization in Norfolk, Virginia, responsible for the retention of IT employees. Herzberg's two-factor theory was the conceptual framework for this study. The data was collected from semi-structured interviews with 6 leaders along with organization documents. Data analysis and methodological triangulation included thematic analysis to identify 7 themes in the study. These 7 themes were quality of life, telework, leadership, inclusion, and staying abreast of new technology. Implications for social change include the potential for leaders to save money on recruitment and training. It also includes organizations becoming profitable through better employee retention strategies, and it adds to the body of knowledge that leaders could use to provide stable employment opportunities to individuals. The retention rates among IT employees affect individuals, families, communities, organizations, and the economy. Implementing retention strategies may result in improving employee-employer relationships and organizational profitability.

No description available.

No description available.

No description available.

Both practitioners and researchers have long noted that employee turnover creates both positive and negative consequences for an organization. From a management perspective, the question is how much turnover is the right amount. Abelson and Baysinger (1984) first proposed that an optimal level of turnover could be found based on individual, organizational, and environmental factors. However, as Glebbeek and Bax (2004) noted, their approach was overly complex to empirically verify, let alone utilize at the practitioner level. This study is an attempt to demonstrate whether a logic- and theory-based model and computational simulation of the employee turnover-organizational performance relationship can actually produce Abelson and Baysinger's optimal turnover curve (the inverted U-shape) when studied in the context of a public organization. The modeling approach is based on developing and integrating causal relationships derived from logic and the theory found in the literature. The computational approach used parallels that of Scullen, Bergey, and Aiman-Smith (2005). The level of analysis of this study is the functional department level of large public organizations placing it below the macro level of entire agencies as studied in public administration, but above the level of small group research. The focus is on agencies that employ thousands of employees in specific professional occupations such as engineers, attorneys, and contract specialists. Employee attrition (equivalent to turnover as this model has been structured) is the independent variable. Workforce performance capacity and staffing costs are the dependent variables. Work organization and organizational “character” (i.e., culture, HRM policies, and environment) are moderating elements that are held constant. Organizational parameters and initial conditions are varied to explore the problem space through the use of a number of case scenarios of interest. The model examines the effects on the dependent variables of annual turnover rates ranging from 0% to 100% over a 10-year period. Organizational size is held constant over this period. The simulation model introduces several innovative concepts in order to adapt verbal theory to mathematical expression. These are an organizational stagnation factor, a turbulence factor due to turnover, and workforce performance capacity. Its value to research comes from providing a framework of concepts, relationships, and parametric values that can be empirically tested such as through comparative analyses of similar workgroups in an organization. Its value for management lies in the conceptual framework it provides for logical actions that can be taken to control turnover and/or mitigate turnover's impact on the organization. The simulation model used a 100-employee construct as per Scullen, Bergey, and Aiman-Smith (2005), but was also tested with 1000 employees as well and no significant differences in outcome were found. Test cases were run over a 10-year period. The model was also run out to 30 years to test model stability and no instability was found. Key findings and conclusions of the analysis are as follows: 1. Results demonstrate that Abelson and Baysinger's (1984) inverted-U curve can occur, but only under certain conditions such as bringing in higher-skilled employees or alleviating stagnation. 2. Results support Scullen, Bergey, and Aiman-Smith's (2005) findings that workforce performance potential increases under the condition of increasing the quality of replacement employees. 3. Organizational type, as defined in the public administration literature, does not affect the results. In addition, an analysis of recent empirical work by Meier and Hicklin (2007) who examine the relationship between employee turnover and student test performance using data from Texas school districts is provided as an Addendum. This analysis demonstrates how the modeling and simulation methodology can be used to analyze and contribute to theory development based in empirical research. / Ph. D.