Total Rewards and Retention: Case Study of Higher Education Institutions in Pakistan

Akhtar, Chaudhry Shoaib; Ali, Aamir; Khurshid, Muhammad Adnan; Abro, Muhammad Moinuddin Qazi; Hussain, Jawad

doi:10.1016/j.sbspro.2015.11.365

Cited by 40 publications

(37 citation statements)

References 26 publications

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“…As in the higher education context, the problem of turnover among the university faculty in Pakistan has become a headache, as mentioned by Nawaz et al, (2019). Through this, our study will contribute to the higher education in the Pakistani Context, particularly in Islamabad as it is important for the universities to retain the competent faculty (Akhtar, Aamir, Khurshid, Abro & Hussain, 2015). This study will contribute to the theories of social exchange and also self-determination theory as these theories focus on how the productivity of employees can be improved when they are provided with a positive work environment.…”

Section: Theoretical Significancementioning

confidence: 71%

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

Kiani

Haider

Zahir

2020

GESR

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The purpose of this study has focused on what kind of impact rewards and supervisor support has on turnover intentions that had been developed by university lecturers and how affective commitment plays a mediating role in the reduction of turnover intentions by university lecturers in universities of Islamabad. The quantitative technique was used to collect data from a sample of 278 university lecturers of both public and private universities in Islamabad through close-ended questionnaires. Stratified simple random sampling technique was implemented in this study. The data was analyzed through correlation and regression analysis while using SPSS. For mediation, the Preacher and Hayes Test has been used to check the mediation effect of affective commitment between independent and dependent variables used in this study. Findings show that rewards and supervisor support played a pivotal role in the reduction of turnover intentions among lecturers and developed a stronger level of affective commitment for their respective universities.

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Section: Theoretical Significancementioning

confidence: 71%

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

Kiani

Haider

Zahir

2020

GESR

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“…Likewise, Saeed et al (2013) highlighted compensation, career development and job characteristics as essential determinants of employee retention which help organizations increase the commitment level of their employees as witnessed from the education sector of Pakistan. Akhtar et al (2015) outlined the total reward system (monetary and non-monetary benefits) as a significant predictor of employee retention among university lecturers. Further, Iqbal and Hashmi (2015) found that perceived organizational support along with psychological empowerment help educational institutions retain their employees.…”

Section: Education Sectormentioning

confidence: 99%

“…Siddiqui (2018) Compensation, career development-succession progression, work-life balance, terminal / other benefits Education Saeed et al (2013) Compensation, job characteristics, career development. Akhtar et al (2015) Total rewards system Iqbal and Hashmi (2015) Perceived organizational support Mediator: Psychological empowerment. Tatlah et al (2017) HR practices Bibi et al (2017) Compensation, and promotional opportunities Moderator: Work environment Nasir and Mahmood (2018) HR practices: Supervisor support, reward & recognition and work-life policies Warraich et al (2019) Good salary package, conducive work environment, learning opportunities, professional development and speedy promotion.…”

Section: Telecom Sectormentioning

confidence: 99%

A Systematic Review of Employee Retention: What’s Next in Pakistan?

Aman‐Ullah¹,

Aziz²,

Ibrahim³

2020

JCIT

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The purpose of this paper is to review existing literature on the uncommon phenomenon of employee retention in the context of Pakistan. With that objective, this work utilizes literature on employee retention determinants. Based on the thorough literature review, it was found that human resource practices, motivation and compensation are the most highlighted factors in the banking, education and telecom sectors of Pakistan. In addition, the social exchange theory was found to be the most frequently used theory for explaining the phenomenon. Further exploration of employee retention is needed to better comprehend this concept in terms of industry, methodology and theory. For example, retail, manufacturing, hotels and healthcare sectors that have been neglected in past researches could be explored in future studies in Pakistan. Methodology wise, the application of the partial least square method could be a valuable addition to the new studies. Lastly, on the theoretical side, new theories other than the social exchange theory could be empirically incorporated such as the resource-based theory, knowledge base theory and dynamic capability theory which could provide a promising area of research.

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“…Boswell et al (2011) recommends the following elements of total rewards to attract (and also to motivate and maintain) human resources within organizations:  Remuneration;  Benefits;  Work-life personal balance;  Performance and recognition;  Development and career opportunities. While human resources can be attracted through different contests and the finality of these actions bring new employments for the organization, Frank et al (2004), define the maintenance of employees as "an effort made by the employer to keep employees in order to achieve the organizational goals" (Akhtar et. al., 2015).…”

Section: What It Means the Attraction Of The Employees?mentioning

confidence: 99%

Direct versus Indirect Rewards for the Attraction of the Employees

HODOR¹

2016

lumenss

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What do employees need most in terms of IntroductionIn the XXI century, the social reality has a strong influence on the labour market through internal factors and external ones. The endogenous factors are resulting from "understanding, knowledge and behaviour of the person that performs work" and the exogenous factors "reveal from all the conditions and technical, social, economic and cultural circumstances, that can cause changes in the content and manifestations of work" (Drobotă & Serban, 2008). However, the domestic factors are subjective and the objective ones are purely external. Both of the factors can drive changing of the labour content and therefore, there are influences on the rewards offered on the market. The number and the content of the tasks for a job determines the rewards package offered to an employee. Usually it is direct proportionality between labour productivity and total reward, with the condition that, on long term, productivity must increase more than increases the rewarding package in terms of monetary value. Moreover, it is necessary that the rewards and benefits offered by the company to be correlated with the type of work performed. For example, it is clear enough why the salary package of a sales manager includes car service, laptop and sales commissions, while the total reward for a computer operator offers at least a fixed salary, bonuses for the exceeded targets and free subscriptions to the gym. However, the changes in the structure of the performed work entail new ways to reward the personnel. Further, in order to achieve a balance for this point of view it is the useful to use the direct and indirect rewards, which are investigated in this paper.

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Total Rewards and Retention: Case Study of Higher Education Institutions in Pakistan

Cited by 40 publications

References 26 publications

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

A Systematic Review of Employee Retention: What’s Next in Pakistan?

Direct versus Indirect Rewards for the Attraction of the Employees

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