High technology workers and total rewards

Medcof, John W.; Rumpel, Steven

doi:10.1016/j.hitech.2007.03.004

Cited by 19 publications

(20 citation statements)

References 35 publications

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“…The results provide empirical support for the conclusions of Diaz and Gomez-Mejia (1997) and Medcof and Rumpel (2007) that a reward system can encourage R&D workers in their strong achievement orientation, willingness to take risks, and tolerance for ambiguity, all of which, in turn, lead to success.…”

Section: The Direct Effect Management Activities To Fei Performancesupporting

confidence: 76%

“…For this study, a sample of 1260 firms was drawn which deleted one copy when the same firm was mentioned twice and retained the firms engaged in research and development (R&D). High technology firms were chosen because they are characterized by extremely short product life cycles and rapidly changing technologies (Medcof & Rumpel, 2007;Tsai & Huang, 2008), and have invested considerable R&D expenditure (Yang, 2005) in NPD activities.…”

Section: Samplingmentioning

confidence: 99%

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Front end of innovation of high technology industries: The moderating effect of front-end fuzziness

Tsai

2011

The Journal of High Technology Management Research

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Section: The Direct Effect Management Activities To Fei Performancesupporting

confidence: 76%

Section: Samplingmentioning

confidence: 99%

Front end of innovation of high technology industries: The moderating effect of front-end fuzziness

Tsai

2011

The Journal of High Technology Management Research

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“…Total rewards consist of all monetary, nonmonetary, extrinsic, intrinsic, and social benefits that an employee could receive from his or her employer organization (Chinyio, Suresh, & Salisu, 2018;Dessler & Cole, 2011;Dobson, 2009;Morgan et al, 2013;Twenge et al, 2010). Several studies have demonstrated the critical role played by a total rewards approach in ensuring organizational commitment and willingness to remain among employees (Chiboiwa et al, 2010;Medcof & Rumple, 2007;Morgan et al, 2013;Newman & Sheikh, 2012). Wang (2004) furthermore argued that the increased motivation and retention of employees, as a result of total rewards, contributed to ensuring top-notch individual performance and workforce loyalty.…”

Section: Total Rewardsmentioning

confidence: 99%

Total Rewards and Employee Retention in a Middle Eastern Context

Alhmoud

Rjoub

2019

Sage Open

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This article examines the influence of total rewards-comprising extrinsic, intrinsic, and social rewards-on employee retention in Islamic banks in Jordan, with particular focus on the employee perspective. A questionnaire is used to collect data from the study sample, which consists of 500 employees working in various Islamic banks across Jordan. The study hypotheses are then tested using partial least squares (PLS) technique by applying structural equation models (SEMs). Results show that extrinsic, intrinsic, and social rewards are all important factors in achieving employee retention. Interestingly, social rewards were shown to have the highest level of influence on employee retention. This research is new in the Jordanian context; it offers a deeper understanding of some of the most important factors in retaining talent and thereby increasing organizational productivity and competitive advantage. It furthermore provides new insights into the relationship between total rewards and employee retention within the context of the Middle East, a combination previously uncharted.

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“…It is considered as everything of value that forms part of the relationship between an employer and an employee (Medcof & Rumpel, 2007). According to WorldatWork (2010), the following five elements of reward have a direct relationship on an organisation's ability to attract, motivate and retain employees:…”

Section: Theoretical Framework Surrounding Rewardsmentioning

confidence: 99%

“…Lazear (1995) concluded that the reward systems of organisations should be tailored to take the characteristics of their workforce into account. Medcof and Rumpel (2007) assert that there is a difference in reward preferences between industries. The results of this study lend support to both Lazear (1995) and Medcof and Rumpel (2007) and support the notion of context-specific reward preferences.…”

Section: Research Question 1: What Reward Preferences Do Employees Inmentioning

confidence: 99%

Reward preferences in South Africa’s media industry

Bussin

Thabethe

2018

SA j. hum. resour. manag.

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Orientation: Employee remuneration is a key driver of employee engagement and thus organisational performance. A thorough understanding of employee needs is essential to enable management to develop an equitable mix in reward strategy.Research purpose: The purpose of this study was to examine context-specific reward preferences in order to determine the overall reward preferences of employees in the media industry with the aim of improving existing reward strategies.Motivation for the study: The focus on reward preferences has emerged as a critical element in identifying what really motivates productive behaviour within the workplace. A better understanding of reward preferences is required to find ways to improve performance within the world of work.Research approach/design and method: The research was a quantitative, empirical and descriptive study of reward preferences in an industry-specific context. A self-administered survey was used as a measure and analysed using non-parametric tests to identify variances between dependent and independent groups, testing for internal consistency and non-parametric analysis of variance (ANOVA).Main findings: The following five reward preferences were rated as most important by participants: base pay or salary, merit increase that is linked to personal performance, incentives and bonus, safety and security at the workplace, and market-related salary. The results indicated that monthly salary (base pay) is the most preferred and/or significant reward category in attracting, retaining and motivating employees.Practical/managerial implications: Managers in South Africa’s media industry should investigate their organisations’ rewards through the perspective of the total rewards concept to assess and develop an equitable mix in reward strategy. A comprehensive analysis of reward preferences is required to ensure that all aspects that promote the attraction, retention and motivation of employees are taken into consideration. The importance of base pay should not be under-estimated as it represents the most significant reward preference for employees in the South African media industry.Contribution/value add: This study adds to the body of social science research, providing a deeper understanding of reward preferences, specifically in the context-specific setting.

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High technology workers and total rewards

Cited by 19 publications

References 35 publications

Front end of innovation of high technology industries: The moderating effect of front-end fuzziness

Front end of innovation of high technology industries: The moderating effect of front-end fuzziness

Total Rewards and Employee Retention in a Middle Eastern Context

Reward preferences in South Africa’s media industry

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