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

Loyalty program, which is to encourage frequent purchasing and to maintain customer long-term relationships, has become a key marketing tool in various industries. The framework of the program is to provide reward incentives based on the cumulative purchases for certain products or services. Researches show that the cost of customer retention is approximately six times lower than that of customer acquisition. Although the importance of such program rises, few researches are made related to the topic. Thus, this study is aimed at exploring the relationships between loyalty effort requirement and reward incentives in order to provide better and more efficient loyalty programs for enterprises. The effects of effort requirement on consumer preferences towards loyalty program rewards are evaluated. In addition, monetary cost acts as moderator is added in to examine the moderating effect. A 2x2 between-subject experimental design with approximately 259 sampling subjects is adopted in the study and the results are analyzed by One-Way ANOVA aided by SPSS software. The results of this study are as follows: (1) Increasing the effort requirement of loyalty programs will increase consumer preference for hedonic rewards rather than utilitarian rewards. The reason for this is that long streams of effort required for loyalty programs may serve as reasons to justify and reduce the guilt for hedonic rewards selections and consumptions. (2) When monetary costs are added to loyalty programs, no matter at low or high effort requirements, consumer preferences for hedonic rewards will decrease and in contract, preferences for utilitarian rewards will increase. (3) When monetary costs are added to loyalty programs, increasing the effort requirement of loyalty programs will not increase consumer preference for hedonic rewards. This may due to the strong monetary costs effect on the sampling subjects that ends up easing the effect of result one. Four marketing implementations for this study could be drawn. First, utilitarian rewards are more appropriate as loyalty program incentives than hedonic rewards. Marketers could provide more utilitarian rewards in loyalty programs as incentives to attract more participants. Second, as loyalty program effort requirement increases, hedonic rewards could be added in the reward mix to attract consumers. Third, loyalty program, which provide rewards by accumulative effort rather than money expenditure, may serve as a justification for hedonic rewards consumption. Thus, hedonic rewards could serve as promotion tool for high effort requirement loyalty programs. Finally, when monetary costs are added to loyalty programs, marketers could weight more utilitarian rewards in reward mix regardless effort requirement levels.

Orientation: Organisations operating in multiple countries and continents, referred to as multinationals, often experience cultural barriers when interacting with employees from the host county. These barriers, in turn, frequently result in counterproductive outcomes for the organisation. Being able to adapt Human Resource (HR) policies and practices to the cultural values and norms of the host country, multinationals will be better able to attract, motivate and retain their host country employees and achieve the strategic objectives they have set. Research purpose: The aim of the current study was to investigate the relationship between an individual's reward preference and his/her cultural orientation by means of a novel methodological approach, while further investigating this relationship in two culturally distinct countries to allow for a comparison to be made. Motivation for the study: Research linking rewards to cultural orientation is characterised by mixed findings, which could be related to cross-cultural measurement issues (for example, issues of level of analysis and the reference-group effect). By measuring at an individual level of analysis and exploring the use of choice-based conjoint analysis, the present study aimed to advance the field of cross-cultural remuneration research. The study aimed to show that, by linking cultural orientation and reward preference, multinationals can be helped to optimize their remuneration policies and practices in a way that brings about desired organisational outcomes. Research design: A descriptive research design using quantitative methods was employed. Data was collected from employees in both South Africa (n = 132) and the Netherlands (n = 152). Survey items, responded to on a Likert-type response scale were used to measure an individual's reward preference and cultural orientation. To explore the potential bias introduced by the reference-group effect in cross-cultural reward research, a choice-based conjoint analysis was included to measure reward preference. Data from the field survey was analysed using descriptive and inferential statistics. Choice-based conjoint analysis was used to determine the relative importance of each reward element. Main findings: The results of the Multiple Regression analysis revealed that certain cultural orientations were significantly positively related to reward preference. These included the relationship between collectivism and group bonuses; uncertainty avoidance and job security; uncertainty avoidance and base pay; and long-term orientation and future oriented rewards. Uncertainty avoidance and long-term orientation were positively related to financiallyoriented reward elements. The conjoint analysis allowed for further differentiation between these elements. Practical implications: Multinationals will be able to better align their reward policies and practices with the preferences of employees who come from different cultures and who therefore possess differing cultural orientations. By doing so, multinationals will be able to improve their capability to attract, motivate and retain employees that come from distinct cultural backgrounds. Research contributions: By taking a different methodological approach using choice-based conjoint analysis, this study showed that the preference for particular reward packages can not be solely reduced to linear relationships. In contrast to previous studies, this study was able to incorporate a single sample for both the dependent and the independent variables by measuring the cultural orientations at an individual level of analysis.

Background: Anecdotal accounts of stereotypes and/or generalisations about perceived generational differences within the workplace have become commonplace. Generational cohort theories are often used to identify generational cohorts of employees that are argued to be different, including having differing expectations, needs, preferences and even values. In addressing and/or accommodating such individual differences organisations are increasingly adopting strategies and interventions that take such generational differences amongst employees into account (Costanza & Finkelstein, 2015). Addressing generational differences within the workplace has particularly become popular in the design and implementation of total reward or remuneration and recognition strategies, policies and practices. Understanding generational and/or demographic characteristics, specifically differences, that create distinct cohorts allow organisations to design reward and recognition packages that create distinctly unique value for their employees. Offering tailored or more focused reward strategies and practices, designed with individual differences in mind are believed to enhance attraction, employee engagement and retention and so allow an organisation to bolster its competitive advantage and contribute to sustained organisational success (Snelgar, Renard, & Venter, 2013). In support of this notion, empirical studies are showing promising results for targeted reward strategies and practices. Rationale for the Research Study Effective talent management, i.e. attracting, engaging and retaining sought-after highly skilled employees is critical for the success of any organisation. However, organisations are increasingly experiencing challenges in recruiting, motivating and retaining scarce human capital, colloquially referred to as talent (Barkhuizen, 2014). Failure on the part of organisations to understand and adapt to differences in the workforce may result in them not being able to attract the talent required; keep employees motivated and engaged; and experience unintended employee turnover which is associated with notable direct and indirect costs for them (Westerman & Yamamura, 2007). Organisations, therefore, are constantly searching for new and innovative approaches to more effectively attract, retain and engage employees (Snelgar et al., 2013). There is a growing body of research (Haynes, 2011; Snelgar, Renard, & Venter, 2013) that has shown that identifying distinct reward and recognition preferences amongst cohorts of employees and targeting reward and recognition strategies accordingly, is showing promising potential in this regard. When designing and implementing targeted approaches to reward and recognition, employee cohorts are most often identified using generational cohort theory, i.e. using various established guidelines to group employees into generational cohorts that are believed to be distinctly different to one another, while those within these groups being more similar than not. Results obtained from studies using these various employee cohorts as a framework have been used to inform the design of targeted reward and recognition practices and policies. Generational cohort theory is, however, mostly grounded on a set of historical events that took place in the United States of America (USA). Despite this, the American-based framework used to identify individuals belonging to various generations has been adopted globally, both within organisations and even used in research studies published in peer-reviewed literature. However, several authors have criticised the indiscriminate use of a popular American-based generational framework, i.e. focusing on events affecting Americans arguing that this has resulted in a somewhat narrow or even skewed view generational cohorts. These authors have gone as far as to argue that the American-based generational framework may not be appropriate or ineffective outside of the USA at all (Close, 2015). Following this reasoning, they have called for alternative frameworks that create distinct generational cohorts relevant in contexts outside of America, i.e. based on different events and criteria more applicable to those contexts. Aim of the research study The aim of the present study was to investigate the reward preferences of a broad range of employees in an effort to assess whether the popular generational model of Strauss and Howe (1991) is relevant and/or as effective in a non-American context, as well as to possibly find support for alternative perspectives or approaches to identify distinct generational cohorts in organisations that may be more appropriate and/or effective when designing reward offerings for different cohorts of employees. Given time and cost constraints, South Africa was chosen to investigate this claim given that it is a developing economy (vs the USA being a developed economy) and has a different set of notable events that have shaped its history to that which is applicable to the USA. Given the aim of the present study, an exploratory research design was considered most appropriate to investigate generational cohort theory within a non-American context as a framework to identify employee groups/cohorts that have distinctly different total reward preferences. For the purposes of the present study, it was decided that a quantitative approach would be followed as it is most useful to draw conclusions or inferences related to the total reward preferences of employee groups/cohorts. The present study followed a non–probability or convenience sampling approach with a realised sample of 169 respondents. The majority of respondents were Coloured and were further female, with majority of attaining a qualification post matric. Main results and findings A one-way Analysis of Variance (ANOVA) revealed no statistically significant difference between the generational groups based on the popular generational model of Strauss and Howe (1991), nor for a proposed generational cohort framework that was designed for the purposes of the present study and which was based on notable South African historical events. Following a data-driven exploratory approach, cluster analysis, on the other hand, yielded three distinct generational cohorts based on their perceived reward preferences for typical total rewards elements. Significant differences in the total reward preferences of respondents born after 1994 and those before 1994. Choice-based modelling (choice-based conjoint analysis) revealed that most respondents considered financial rewards as being the two most preferred total reward elements for them, including remuneration (guaranteed pay) followed by benefits and then non-financial rewards (work-life balance being the most preferred non-financial reward preference). Theoretical and Practical Implications Numerous research studies have made use of the popular American-based generational model to identify the reward preferences of cohort groups, without taking into account context-specific variables. There is further a dearth of empirical research that has been conducted to investigate generational cohort theory specifically, while none were found that were conducted in developing economies, such as South Africa. The present study address this gap in current literature. The use of choice-based modelling or choice-based conjoint analysis, furthermore, makes a methodological contribution given that this method is seldom found in total reward preference studies. This method was shown to identify total reward preferences that could not be determined using a field-survey or questionnaire. Choice-based modelling is different to typical survey approaches in that it is better able to replicate human decision making, i.e. assessing relative importance of attributes and levels based on combinations of choices and related sacrifices that humans deal with when making a choice-decision. In terms of the practical contribution of the present study, the results provide insights for organisations that may be incorporated when designing differentiated total reward strategies to accommodate and/or address the needs of the different generational groups.

På den ständigt föränderliga arbetsmarknaden, där konkurrensen mellan privat och offentlig sektor är påtaglig, är det avgörande för organisationer att vara lyhörda för anställdas behov för att få dem att stanna kvar på arbetsplatsen. Belöningar fungerar som en strategisk komponent för att behålla anställda men det förutsätter att anställda värderar belöningen som organisationen tillhandahåller. Belöningar kan delas in i monetära och icke-monetära. Tidigare forskning visar att monetära och icke-monetära belöningar är viktiga för anställda, däremot saknas kunskap om organisationer faktiskt lever upp till anställdas belöningspreferenser. Syftet med studien är således att utveckla kunskap om hur användningen av monetära och icke-monetära belöningar matchar anställdas belöningspreferenser och om denna matchning skiljer sig mellan privat och offentlig sektor. Studien använder en kvantitativ forskningsstrategi och data samlades in genom en webbenkät besvarad av 148 anställda från olika branscher inom privat och offentlig sektor. Enkäten innehöll bland annat frågor om vilka belöningar anställda kan få och vilka de vill ha. Data analyserades med hjälp av ANOVA för att identifiera skillnader mellan sektorerna och graden av matchning mellan belöningar och preferenser. Resultaten visar att monetära belöningar är mer förekommande inom den privata sektorn, medan icke-monetära belöningar förekommer i lika stor utsträckning i både den privata och offentliga sektorn. Löneökning är den mest framträdande monetära belöningen, medan beröm samt delaktighet och inflytande är de mest förekommande icke-monetära belöningarna. Vidare visar resultaten ingen tydlig skillnad i belöningspreferenser mellan anställda i de olika sektorerna. Slutligen visar resultaten en variation i hur väl organisationer matchar belöningar med anställdas preferenser. Den privata sektorn visar sig vara bättre på att matcha icke-monetära belöningar med anställdas preferenser, medan den offentliga sektorn matchar bättre när det gäller monetära belöningar. Sammanfattningsvis finns det en betydande skillnad mellan vad anställda efterfrågar och vad de erhåller, vilket indikerar att det finns utrymme för förbättring av tillhandahållande av belöningar i båda sektorerna. / In the constantly changing labour market, where competition between the private and public sectors is tangible, it is crucial for organizations to be responsive to employees' needs in order to keep them in the workplace. Rewards act as a strategic component to retain employees but this assumes that employees value the rewards provided by the organization. Rewards can be divided into monetary and non-monetary. Previous research shows that monetary and non-monetary rewards are important to employees, however, there is a lack of knowledge about whether organizations actually meet employees' reward preferences. Thus, the purpose of this study is to develop knowledge about how the use of monetary and non-monetary rewards matches employees' reward preferences and whether this matching differs between the private and public sectors. The study uses a quantitative research strategy and data was collected through an online survey answered by 148 employees from different industries in the private and public sectors. The survey included questions on what rewards employees can get and what they want. Data were analyzed using ANOVA to identify differences between sectors and the degree of matching between rewards and preferences. The results show that monetary rewards are more common in the private sector, while non-monetary rewards are equally common in both the private and public sectors. Salary increases are the most common monetary reward, while praise and participation and influence are the most common non-monetary rewards. Furthermore, the results show no clear difference in reward preferences between employees in the different sectors. Finally, the results show a variation in how well organizations match rewards with employee preferences. The private sector is found to be better at matching non-monetary rewards with employees' preferences, while the public sector matches better when it comes to monetary rewards. In summary, there is a significant difference between what employees ask for and what they receive, indicating that there is room for improvement in the provision of rewards in both sectors.