Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Abstract

Orientation: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation.Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support.Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management.Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations.Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found.Practical/managerial implications: Organisations should design their reward packages by taking employees preferences into account. More specifically, organisations should focus on remuneration, performance management and development opportunities in order to retain scarce skills.Contribution/value additions: The results of the study can assist managers to design effective retention strategies, whilst also providing crucial information for the retention and motivation of employees.

Exploring employee retention and intention to leave within a call centre

“…The decision may be initiated by job dissatisfaction because of lack of appreciation, less money, boring work, poor supervision or inability to take time off (leave) (Smit et al, 2015). Turnover intention results from a mismatch between the organisation and the individual employee from the concept of person-organisation fit that leads to job dissatisfaction.…”

“…Intention to leave is defined as 'an employee's decision to leave the current job and look onwards to find another job in the near future' (Rizwan, Arshad, Munir, Iqbal & Hussain, 2014, p. 4). This decision may be initiated by job dissatisfaction that is caused by work conditions such as lack of work-life balance, less money, boring work, poor supervision and lack of advancement opportunities (Smit, Stanz & Bussin, 2015). Call centre work is commonly characterised by such work conditions.…”

“…It is important to note that when organisations recruit people with the appropriate skills, they develop and implement retention strategies to prevent them from leaving (Smit et al, 2015). Retention strategies include measures taken by the organisation to keep employees.…”

HRM Solutions for Retaining Millennials in Western Societies

“…Perhaps even more important though, is understanding practical ways to increase employee perceptions of support. Research shows that for Millennials in several Western societies, core antecedents leading to perceived support are HRM policies and practices that align with the Millennial generation's values and work expectations (Barkhuizen, 2014;Deal et al, 2010;Du Plessis et al, 2015;Smit et al, 2015).…”

“…A key strategy found to strengthen employee perceptions of support is implementation of human resource policies and practices that align with employee preferences (Smit, Stanz, & Bussin, 2015). The question this paper attempts to answer is what particular HRM practices have been empirically shown to be desired by Millennial employees in Western societies.…”