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.

Following the global economic collapse, executives are significantly more demanding in understanding the Return on Investment of employee-related programmes including expatriate programmes. Expatriates are defined as employees who are recruited to provide a service in a country which is not the country of residence, typically for at least three years. Expatriate programmes carry high risk; even more so when the family accompanies the employee. The cost of an expatriate assignment is, on average, three times higher than that of a local; yet the failure rate is estimated to be up to 40%. Despite the cost, expatriate resources are critical to embed culture, policies and transfer of skills to a host country environment.The objective of this study was to identify the relationship between the adjustments of the expatriate's family in the host country on the performance of expatriates. The study was conducted using a quantitative research approach. A convenience sample was used and 81 expatriates completed the questionnaire. The results confirmed home to work spillover and that expatriates would value more organisational support for families in the new location. The length of stay in the host location was linked to higher levels of performance -the longer the assignment, the better the performance levels of the expatriate. Human Resources Practitioners can develop support programmes to ensure that expatriates and families are equipped to enhance their adjustment period and consequently positively impact the expatriate's performance whilst on assignment.

Orientation: Reward has links to employee attraction and retention and as such has a role to play in managing talent. However, despite a range of research, there is still lack of clarity on employee preferences relating to reward.Research purpose: The purpose of the research was to recommend and appraise a theoretical model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context.Motivation for the study: The motivation for this study was to address the gap that exists with reward preferences and occupational culture with a view to identifying and gaining insight into individual preferences.Research design, approach and method: A structural equation modelling approach was adopted in exploring the proposed relationships. A South African Information, Communication, and Technology (ICT) organisation served as the population, and a web-based survey assisted in gathering study data (n = 1362).Main findings: The findings provided support for the relationship between occupational culture dimensions and certain reward preferences. In particular, statistically significant results were obtained with the inclusion of the Environment, Team, and Time occupational culture dimensions as independent variables.Practical implications and value-add: The study provides workable input to organisations and reward professionals in the design of their reward strategies and programmes.Keywords: compensation; employee preferences; occupational culture; remuneration; reward preferences