Orientation In competitive global markets, it is becoming ever-more challenging to attract and retain talented employees that possess scarce skills critical to the sustained success of an organisation. Technological advancement and the changing nature of the work has exponentially increased the demand for highly skilled knowledge workers, often referred to simply as talent. Imitating the products and processes of competitors has become easier to do than ever before and competitive advantage is increasingly being found in intangible assets, such as a reputable/desirable employer brand and having access to scarce intellectual and human capital. Reason for the Study A positive relationship between the level of remuneration and the perceived attractiveness of a job offer has consistently been found and is often the basis of determining reward offerings. The global economic recession of the recent past and the decreasing availability of financial resources has meant that organisations need to identify alternative (non-financial) strategies to attract, motivate and retain employees, colloquially referred to as the war for talent. Developing a desirable and attractive employer brand has become a promising non-financial strategy that has already proven to be effective in talent attraction and retention. In the present study, the notion that talented employees may accept a lower level of remuneration to be employed at an organisation that is perceived to have a reputable/desirable employer brand was investigated, in other words that a reputable/desirable employer brand may represent a remuneration discount for organisations. Given that remuneration or the salary bill is typically the largest expense for any organisation and provided the offers remain attractive to talented employees, any saving will represent a significant amount of money. Attracting talented employees, at a remuneration discount compared to their competitors, would enable organisations to further enhance their competitive advantage and increase their sustainability in an economy characterised by limited financial resources. Research Purpose In a similar manner as consumers are willing to pay a premium or inflated price for a product that has a desirable brand, it was argued in the present study that knowledge workers may accept a lower level of remuneration to be employed at an organisation that is perceived by them to have a reputable/desirable employer brand. The aim of the study was, therefore, to investigate if a reputable/desirable employer brand could result in a remuneration discount for organisations, while still achieving similar levels of job attractiveness amongst prospective employees. Research Design The present study employed a 2x2 or 22 full-factorial experimental design. Two independent variables were manipulated, namely remuneration well-above the industry norm (present or not present) and a reputable/desirable employer brand (present or not present) resulting in four distinct conditions. Perceived job attractiveness (the dependent variable) was measured after a respondent was exposed to one of the four stimulus conditions. The variables were manipulated by offering respondents one of four job advertisements, each being the same other than differing in terms of the manipulations. The job advertisements were used as a stimulus to determine the effect of remuneration and employer brand on perceived job attractiveness, as well as to investigate if any interaction effects were present. Furthermore, respondents were asked to estimate their expected salary per annum for the job advertisement (stimulus condition) they were exposed to. The expected salary that participants estimated when exposed to a job advertisement was considered a measure of brand equity. Respondents were additionally presented with an employer brand survey containing different brand images. Respondents were asked open-ended questions based on the brands they were exposed to. Examples of the questions included “Considering the brands illustrated above, which of them would you consider your dream job?” and “Would you be willing to accept a remuneration discount to work at your dream job?” A non-probability convenience sampling approach was employed to distribute an online survey to different organisations and individuals across South African organisations. Approximately 180 questionnaires were distributed, of which 161 questionnaires were returned. A realised sample (n = 121) was achieved once responses with more than 20% missing data were removed. As a snow-balling approach was further used, one is not able to calculate a response rate. Random assignment of respondents (i.e. randomisation) was achieved by setting the Qualtrics software to randomly assign each respondent to one of the four experimental conditions (i.e. one of the four job advertisements). This was done to ensure that the four sub-samples of respondents, in other words in each of the four conditions were similar and not different in any respect other than the stimulus they were exposed to, so ensuring the validity of the results. Data was analysed using Descriptive Statistics, Principal Components Analysis and a Full-Factorial ANOVA. Main Findings Results indicated that remuneration well-above the industry norm had a statistically significant (p < .05) main effect on job attractiveness. The results further indicated that a reputable/desirable employer brand had a statistically significant (p .05) interaction effects were found between remuneration well-above the industry norm and a reputable/desirable employer brand. In terms of expected salary, without offering remuneration well-above the industry norm, a difference in expected salary for Condition 1 (M=R550,833) and Condition 3 (M=R499,200), the presence of a reputable/desirable employer brand and not, respectively were found. Similarly, when offering remuneration well-above the industry norm, a difference in expected salary for Condition 2 (M=R467,407) and Condition 4 (M=455,840), the presence of a reputable/desirable employer brand and not, respectively was found. It was noted that if remuneration well-above the industry norm was offered, a desirable employer brand generates some brand equity. However, when remuneration well-above the industry norm was not offered (i.e. lower levels of remuneration), a reputable/desirable employer brand offers a sizable quantum of brand equity. These results, albeit in the opposite direction of brand equity were believed to support the notion of a remuneration discount, given the presence of a reputable/desirable employer brand. Respondents were further presented with a slide containing different well-known brand images and asked to indicate if any of them would be their dream job (in terms of working for any of the presented brands). Google was most frequently chosen by respondents as their dream job, followed by Apple, Woolworths, Mercedes-Benz and Coca-Cola (respectively). When asked, innovation and prioritising employee well-being were prominent themes in terms of reasons respondents provided for their choice of a dream job. Additionally, 75% of respondents revealed that they would be willing to accept a remuneration discount (i.e. lower level of remuneration) to be employed at their dream job. Contribution of the study Although the relationship between the level of remuneration and perceived job attractiveness is well established, limited research is available on the influence of a reputable/desirable employer brand on perceived job attractiveness. The results obtained in the present study indicated that a reputable/desirable employer brand has a statistically significant (p < .05) main effect on perceived job attractiveness. Furthermore, no literature could be found that investigated the causal effect of a reputable/desirable employer brand and remuneration wellabove the industry on perceived job attractiveness. The results from the current study showed that even in the absence of remuneration well-above the industry norm, organisations with a reputable/desirable employer brand are likely to have a positive effect on perceived job attractiveness. It was, therefore, established that organisations with reputable/desirable employer brands may remain attractive, even at a remuneration discount. In other words, organisations with reputable/desirable employer brands may not only be able to attract and retain talent, but also save relatively large amounts of money. Managerial Implications The notion of brand equity and the desirable outcomes thereof are well-established in Marketing. Organisations have adopted the same branding principles in an effort to achieve a reputable/desirable employer brand in the belief that it, similarly, will bring about positive outcomes. The findings of the present study positively contribute to this list of reasons and makes for an even more cogent, financially based, argument for organisations to make every effort to ensure they have a reputable/desirable employer brand in the market. The application of an experimental research design allowed for a causal assessment of the effect of remuneration well-above the industry norm and a reputable/desirable employer brand on the perceived attractiveness of a job offer. Given the current economic recession, organisations are under financial pressure and no longer able to offer exorbitant salary offers in an effort to attract the best talent. The results of the present study seem to suggest that organisations that have been able to establish a reputable/desirable employer brand may be able to make equally attractive yet financially more viable job offers when compared to organisations that offer remuneration well-above the industry norm, but do not have employer brands that are considered attractive. Simply put, there seems to be evidence for a remuneration discount for a reputable/desirable employer brand.

Includes bibliographical references (leaves 63-70). / The dearth of studies available examining the personality-performance relationship have raised criticisms about the predictive validity of personality assessment in recruitment and selection. The Employment Equity Act (Act No.55 of 1998) stipulates the use of scientifically proven, valid and realiable assessment instruments. This study investigated the validity of the Occupational Personality Questionnaire (OPQ 32i) as a valid predictor of job performance at a large financial services institution in South Africa. The extent to which specific personality dimensions could be correlated with job performance was determined. The sample participants comprised 132 employees, performing different roles, across different grade levels in the Administration and Finance job families. The performance rating was the criterion measure against which the predictive validity of the OPQ 32i was measured. This study produced low indices of validity between the criterion and the predictor. The OPQ 32i subscales produced high internal consistency, demonstrating the reliability of the OPQ 32i as an assessment tool. The results do not support previous findings of specific personality dimensions being valid predictors of performance across job categories. The numerous limitations have however highlighted implications for future research, particularly for the human resource performance appraisal process. The need for identification and measurement of specific personality dimensions during the performance appraisal has been suggested, as well as the use of more than one criterion measure to improve the reliability estimates of the criterion.

The ever increasing competition to recruit talented and skilled employees has created the necessity to understand which factors influence an applicant's decision to pursue a job offer from an organisation. Recruitment efforts no longer focus solely on the unemployed job seekers market, but has in recent years extended more aggressively into recruiting students before graduation. Moreover, some authors suggest that 60 % of current employees are passively seeking other employment, which creates opportunities to entice talented employees from competitors. However, it has become exceedingly clear that undifferentiated retention strategies are no longer appropriate or effective. The aim of this study was to develop an understanding of the relative importance that new entry job seekers and passive job seekers, from different demographic groups or cohorts, place on Employee Value Propositions (EVPs) and an organisation's corporate brand when choosing to pursue different job opportunities. A secondary aim of the study was to identify the ideal combination and quantum of EVPs relative to the organisation's corporate brand that may entice potential candidates to pursue a career opportunity within an organisation. The current study adopted a descriptive research design, following a quantitative research approach. Primary data was collected from students, graduates and employed job seekers in their early career stage by means of two online questionnaires (n= 954). The questionnaires were compiled from the total rewards elements included in the World at Work Total Rewards model and were informed by a comprehensive literature review on Employee Value Propositions (EVPs) and Organisation Corporate Brand. Descriptive statistics, t-tests and ANOVAs were used to analyse data collected from Questionnaire 1 and to analyse the data collected with Questionnaire 2. Choice-based conjoint analyses were used to identify the ideal combination and quantum of EVPs relative to the organisation's corporate brand; as well as which of these variables (i.e. EVPs or corporate brand) are considered more important for potential employees. The results obtained from the choice-based conjoint analysis revealed that overall EVP's were considered (relatively) more important than Corporate Brand, while Affiliation (i.e.employee's association with the organisation, person-organisational fit) was considered more important overall than Corporate Brand.

Includes bibliographical references (leaves 76-86). / The research evaluated the outcomes of Higher Education Resource Service South Africa (HERS-SA) Academy using the Kirkpatrick (1996a) framework of training evaluation. The study used a three-stage research design to evaluate Academy outcomes in tenns of the reactions, learning and behaviour levels of the Kirkpatrick (1996a) framework. Two main findings emerged from the research: (1) the reactions and learning outcomes of the Academy are successful while the behaviour outcomes are only partially successful, and (2) increased confidence and increased understanding of HE are by far the strongest outcomes of the Academy. Based on the major findings of the research, a number of recommendations were made primarily to improve the behaviour outcomes of the Academy.

Includes bibliographical references.

No description available.

Bibliography: leaves 115-127. / This study investigated variables which influence the transfer of training, in an organisational context. Transfer of training is defined as the application of knowledge and skills, learned in a training setting, to other non-training (i.e., work) contexts. It has been estimated that considerable amounts of money and effort are wasted due to trained skills not being transferred back to the workplace. This phenomenon is a well known issue in the field of organisational training and has generated research into the question of what variables in addition to the training itself influence the transfer of training. Three key categories of variables that are cited in the literature on transfer of training were used in the current study: (a) individual (i.e., the learner/trainee) characteristics, (b) training design, and (c) transfer situation (work environment) characteristics. These three categories were used as core elements in the conceptual design of the study.

No description available.

Includes bibliographical references (leaves 41-43).

Over the past two decades, interest in the concept of mindfulness has exploded. Though many companies have started to implement mindfulness-based programmes, research on mindfulness in a workplace context is still in its infancy. This study therefore attempted to increase the evidence base for the utility of mindfulness in bringing about positive workplace outcomes. By empirically testing aspects of a mindfulness framework developed by Good et al. (2016), this study sought to determine the relationship between mindfulness and key workplace outcomes in the performance, relationship and wellbeing domain. White collar employees in South African organisations responded to a self-report survey (N = 211). Correlation analyses revealed that mindfulness was not statistically significantly correlated to either task performance or interpersonal organisational citizenship behaviours. In the relationship domain, preferred styles for handling conflict at the workplace were examined. As expected, mindfulness was significantly and positively related to only problem solving and negatively to most other conflict management styles. With regards to the wellbeing domain, work-life balance was examined as a mediator in the relationship between mindfulness and subjective wellbeing in the form of high positive affect, low negative affect, and high job satisfaction. Work-life balance was a partial mediator in the relationship between mindfulness and both negative affect and job satisfaction; yet it was not a significant mediator for positive affect. Lastly, theoretical and managerial implications as well as suggestions for future research and limitations associated with this study were discussed.