Servant leadership has been researched internationally and various types of favourable individual, team, and organisational outcomes have been linked to the construct. Different servant leadership measures have been validated to date and a clear distinction has been made between the theory of servant leadership and other leadership theories. However, it seems that research on the implementation of servant leadership within an organisation is still in need. The main functions of a servant leader are not yet conceptualised in the literature to help researchers or practitioners to implement servant leadership successfully within organisations. After conducting a systematic literature review, the main functions of a servant leader were identified. These functions were clustered into strategic servant leadership and operational servant leadership and supported by servant leadership characteristics and competencies as defined by current literature. The results of this study might help practitioners to develop servant leaders more effectively and assist organisations to cultivate a servant leadership culture within companies. Limitations and future research needs are discussed.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer. Design/methodology/approach -A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n ¼ 180). The data collected were analysed using descriptive statistics and a full-factorial ANOVA. A second questionnaire was used to assess the perceived attractiveness of various elements of a typical total rewards package. The validity and reliability of the second questionnaire was assessed using Exploratory Factor Analysis utilising the Principal Axis Factoring extraction method, employing a Direct Oblimin (i.e. Oblique) rotation, and calculating Cronbach α coefficients, respectively. Descriptive statistics were calculated for the composite factors or reward elements. Findings -The non-financial reward elements (work-life balance, learning, and career advancement) were found to have statistically significant main effects on employees' perceived attractiveness of a job offering. Gender was further found to also have a significant main effect, indicating that the presence of non-financial rewards was more attractive in job offerings for women than for men. Research limitations/implications -The sample group was obtained by means of convenience sampling and may not have been adequately representative of the target population. Practical implications -Organisations may benefit from these results by implementing and/or emphasising non-financial r...

Orientation: Research has shown that total rewards models structured according to individual preferences, positively influence efforts to attract, retain and motivate key employees. Yet, this is seldom done. Structuring total rewards models according to the preferences of employee segments is a viable alternative to accommodate individual preferences. Research purpose: The primary aim of the study was to determine the relationship between personality types and reward preferences. The secondary aim was to determine the reward preferences for different demographic groups. Motivation for the study: An enhanced understanding of reward preferences for different employee segments will enable employers to offer more competitive reward options to their employees. This may, in turn, have a positive impact on retention. Research design, approach and method: Two measuring instruments, the MBTI® Form GRV and the Rewards Preferences Questionnaire, were distributed electronically to 5 000 potential respondents. The results from 589 sets of questionnaires were used in the data analyses. Primary and secondary factor analyses were done on the items in the Rewards Preferences Questionnaire. Main findings/results: The study confirmed that individuals with certain personality types and personality preferences, have different preferences for certain reward categories. There was a stronger relationship between reward preferences and personality preferences than for reward preferences and personality types. Preferences for reward categories by different demographic groups were confirmed. The significant difference in reward preferences between Black and White respondents in particular was noteworthy, with Black respondents indicating significantly higher mean scores for all reward categories than White respondents. Finally, a total rewards framework influenced by the most prominent preferences for reward categories, was designed. Practical/Managerial implications: This study confirms that there are significant differences in the reward preferences of different segments. Management can more effectively structure reward models according to these preferences without increasing overall costs. Contribution/value-add: The existing body of knowledge on the reward preferences of people with different personality types and personality preferences are enhanced. In addition, the study on the reward preferences of different demographic groups within a South African context adds considerably to the existing body of literature. Based on research results, a total rewards framework, on employee preferences, was designed. Furthermore, an increased understanding of the reward categories that contribute towards .the attraction, retention and motivation of employees as well as preferences for certain reward categories, have been obtained.

Orientation: The relationship between Chief Executive Officer (CEO) remuneration and organisation performance has been a topic of close scrutiny, especially since the global financial crisis. Optimal contracting relies on the premise that effective incentives will link organisation financial performance and CEO remuneration in ways that will be in the best interests of both shareholders and CEOs.Research purpose: The purpose of this research study was to investigate the relationship between CEO remuneration and organisation performance in South Africa between 2006 and 2012 and to determine whether the two constructs were positively correlated.Motivation for the study: The study provides an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.Method: The financial results and CEO remuneration of 21 of the top 40 listed companies on the Johannesburg Stock Exchange were analysed for the period 2006–2012. The research was a quantitative, archival study. The primary statistical techniques used in the study were correlation analysis and multiple regression analysis.Main findings: The primary finding of the current research indicates that between 2006 and 2012 organisation executives have noticeably been moving away from focusing on short-termincentives, which are categorised as performance-related elements of remuneration packages.Based on these findings, it is evident that the relationship between executive remuneration and organisational financial performance has been experiencing a decline, especially since the 2008 global financial crisis. The decline has predominantly been due to a move away from performance-related elements of remuneration contracts by CEOs, creating a disconnect between CEO remuneration and organisational performance. The findings suggest that, to a large extent, remuneration contracts for CEOs are no longer optimal for the organisation and its shareholders, but are influenced by the propensity of executives to enhance their own remuneration. There exists a link between short-term incentives received by CEOs and accounting-based organisational performance measures; on the other hand, fixed pay linked with organisational performance measures continue to be eroded as organisations’ executives become more innovative as they are noticeably moving away from focusing on short-term incentives.Practical/managerial implications: A stronger test of the pay-performance link and the power of incentive design are required in order to ensure that executives are rewarded or penalised for poor performance. The question of how executives are paid also needs to be considered.Contribution: This research contributes to the literature on CEO remuneration by providing an evidenced-based understanding of the nature of the CEO pay-performance relationship in South Africa. Understanding this relationship is critical to finding a suitable model to structure executive remuneration that will protect shareholders from over-remunerating executives in times of economic appreciation, whilst protecting executives from being underpaid in times of economic depreciation.

<strong>Orientation:</strong> In an ever shrinking global talent pool organisations use employer brand to attract and retain talent, however, in the absence of theoretical pointers, many organisations are losing out on a powerful business tool by not developing or maintaining their employer brand correctly. <p><strong>Research purpose:</strong> This study explores the current state of knowledge about employer brand and identifies the various employer brand building blocks which are conceptually integrated in a predictive model.</p><p><strong>Motivation for the study:</strong> The need for scientific progress though the accurate representation of a set of employer brand phenomena and propositions, which can be empirically tested, motivated this study.</p><p><strong>Research design, approach and method:</strong> This study was nonempirical in approach and searched for linkages between theoretical concepts by making use of relevant contextual data. Theoretical propositions which explain the identified linkages were developed for purpose of further empirical research.</p><p><strong>Main findings:</strong> Key findings suggested that employer brand is influenced by target group needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand consistency, communication of the employer brand and measurement of Human Resources (HR) employer branding efforts.</p><p><strong>Practical/managerial implications:</strong> The predictive model provides corporate leaders and their human resource functionaries a theoretical pointer relative to employer brand which could guide more effective talent attraction and retention decisions.</p><p><strong>Contribution/value add:</strong> This study adds to the small base of research available on employer brand and contributes to both scientific progress as well as an improved practical understanding of factors which influence employer brand.</p><p><strong>How to cite this article:</strong> Botha, A., Bussin, M., &amp; De Swardt, L. (2011). An employer brand predictive model for talent attraction and retention. <em>SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9</em>(1), Art. #388, 12 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.388</p>

No abstract

<strong>Orientation:</strong> The study focuses on understanding labour turnover trends amongst African Black senior managers in South Africa. There is a perception that turnover amongst African Black senior managers is higher than average. There is also a perception that African Black senior managers are only motivated by financial rewards when considering job change.<p><strong>Research purpose:</strong> The study focused on understanding why African Black senior managers have a propensity to change jobs and how organisations can resolve the trend.</p><p><strong>Motivation for the study:</strong> To develop a better understanding of the push and pull factors for African Black senior managers in organisations.</p><p><strong>Research design, approach and method:</strong> The research was conducted in two phases, namely as part of a qualitative study and a quantitative study: Creswell (2003) refers to this approach as triangulation. The target population was African Black senior managers on the database of a large Human Resources Consultancy, The South African Rewards Association and the Association of Black Actuaries and Investment Professionals (ABSIP) (<em>n</em> = 2600). A total of 208 usable responses were received.</p><p><strong>Main findings:</strong> The main findings and contribution to the field of study was that African Black senior managers do not trust organisations with their career development. They would rather take control of their own career development by moving from organisation to organisation to build their repertoire of skills and competence. They want to be in charge of their careers. This finding has profound implications for organisations employing African Black managers in the senior cadre.</p><p><strong>Practical/managerial implications:</strong> Managers of African Black senior managers need to create attractive employee value propositions that address the main findings. Contribution/value-add: The research shows that African Black senior managers generally seek corporate environments that encourage a sense of belonging and with a clear career growth plan.</p><p><strong>How to cite this article:</strong> Nzukuma, K.C.C., &amp; Bussin, M. (2011). Job-hopping amongst African Black senior management in South Africa. <em>SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9</em>(1), Art. #360, 12 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.360</p>

Employee engagement and retention are overwhelmingly cited by the Chief Executive Officers of some of the largest and fastest growing companies, as the number one priority on the Human Resource or Human Capital agenda (Frank, Finnegan & Taylor, 2004;Schlechter, Faught & Bussin, 2014). Business strategies, products and services can often be replicated, but it is nearly impossible to replicate a company's talent pool, a fundamental aspect whereby a business distinguishes itself from its competitors (Jensen, McMullen & Stark, 2007). Background of the studyThe turnover of critical or key staff members, often referred to as talent, is associated with significant direct and indirect costs to an organisation. These costs include, for example, the costs associated Orientation: Changing workplace demographics and a dearth of employees with scarce skills have forced employers to better understand the various factors that retain talented employees. Research purpose:In this empirical study, the reward preferences and ideal combination of total reward elements (based on an estimation of their relative importance) that retain employees from various demographic groups, including employees of different race, gender and age groups, were investigated.Motivation for study: Organisations are competing for talented employees and to benefit from the value these individuals add, it is required of them to stay at the respective businesses. Previous studies have indicated that employees who are offered a reward package that is aligned to their personal preferences are prone to stay longer at the organisation and to be more engaged at work. However, new and novel ways need to be found to identify the reward preferences of employees.Research design, approach and method: A quantitative approach and descriptive research design was employed to estimate the individual reward preferences and identify an ideal mix of total reward elements that retain different cohorts of employees. Three questionnaires were distributed, including a Remuneration Managers Questionnaire (n = 7), a Remuneration Preference Questionnaire (n = 368) and a Choice-based Conjoint Task Questionnaire (n = 368). The latter two questionnaires were distributed as an online questionnaire to South African businesses and consisted of eight choice-based conjoint tasks, as well as a field survey. Main findings:The results of the choice-based conjoint analysis revealed that all respondents considered financial rewards (Benefits, Performance and Recognition, Remuneration, Career, in that order) as relatively speaking, the most important components in their total rewards package that would lead to their retention. For most demographic groups, the remaining three places (i.e. ranked) were Career Advancement, Learning and Work-life balance. Work-life balance was found to be relatively more important for Generation Y than career advancement. For those employees with only a matric qualification and those in non-managerial positions, access to learning opportunities were the least important...