Total Rewards: Good Fit for Tech Workers

Rumpel, Steven; Medcof, John W.

doi:10.1080/08956308.2006.11657395

Cited by 23 publications

(23 citation statements)

References 6 publications

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“…The results of this study suggest that the inclusion of specific combinations of non-financial rewards do not have a significant impact on job attraction. The results were unexpected as literature indicated that a significant effect would arise from correctly and specifically designed total rewards packages (Rumpel and Medcof, 2006). In this case the expectation was that the inclusion of specific non-financial rewards would lead to an increase in job attraction.…”

Section: Outline Of the Resultsmentioning

confidence: 82%

“…Furthermore, it is believed that effectively managed total rewards systems will have a strong positive influence on employee attraction, motivation, and retention (Rumpel and Medcof, 2006).…”

Section: Total Rewardsmentioning

confidence: 99%

“…The types of rewards that are typically included as non-financial rewards and have been utilised in organisations are: flexible working hours, career advancement, and training opportunities (Rumpel and Medcof, 2006). These rewards are often integrated with monetary compensation in order to produce a more inclusive, effective, and broader reward system (Rumpel and Medcof, 2006).…”

Section: Total Rewardsmentioning

confidence: 99%

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Attractiveness of non-financial rewards for prospective knowledge workers

2015

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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...

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Section: Outline Of the Resultsmentioning

confidence: 82%

Section: Total Rewardsmentioning

confidence: 99%

Section: Total Rewardsmentioning

confidence: 99%

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Attractiveness of non-financial rewards for prospective knowledge workers

2015

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“…According to Mukhtar (2012), integrating and maintaining work-life balance into our lives is the current need. Rumpel and Medcof (2006) attest that usually the balance time spent at work and home is included in the work environment. Flexible working is one of the most important aspects for a balanced life (Hondor, 2014).…”

Section: Work-life Balance As Element Of Total Rewardsmentioning

confidence: 99%

Total rewards and its effects on organisational commitment in higher education institutions

Mabaso

Dlamini

2018

SA j. hum. resour. manag.

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Orientation: Retaining staff with special endeavours within higher education institutions has become a top priority and crucial for any organisational productivity and competiveness. Attracting and retaining talent has remained a critical and complex issue for human capital management in organisations.Research purpose: The purpose of this study was to investigate the impact of total rewards on organisational commitment measured by Total Rewards Scale and Organisational Commitment Questionnaire.Motivation for the study: There is paucity in research on the impact of total rewards on organisational commitment. Commitment of academic staff is significant as higher education institutions are influential in the development of a country.Research design, approach and method: This study employed the quantitative research method using a survey design. A semi-structured questionnaire was used to collect survey data. A sample of 279 academic staff, which was the total population of participants, was selected for this study.Main findings: Results show a positive and significant correlation between elements of total rewards (performance management, 0.387; recognition, 0.335; talent development and career opportunities, 0.328; compensation, 0.231; benefits, 0.213; work–life balance, 0.024) and organisational commitment. A variance of 52.3% of total rewards explained organisational commitment. Performance management, compensation, benefits, recognition, talent development and career opportunities significantly predicted organisational commitment. However, work–life balance indicated a negative effect on organisational commitment.Practical managerial implications: Findings of the study has implications to managers because they have to encourage and promote total rewards in order to enforce talent retention within higher education institutions for the benefit of both institutions and employees.Contribution: The results are important to managers with great interest in talent retention and can be used as guideline to develop rewards strategy.

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“…So, it is very true in saying that total rewards are considered the total sum of the cost of each component of reward package an employee gets from his organization, and total reward is everything that an employee perceives valuable as a result of his employment relationship (Worldatwork, 2000). Total rewards are painstaking holistic approach that is beyond the focus on pay and benefits (Rumpel and Medcof, 2006). Another prominent and broad definition by Worldatwork (2000) is that total rewards are the mechanisms that usually employer uses in order to retain, stimulate and gratify employees.…”

Section: Total Rewards (Tr)mentioning

confidence: 99%

Literature review on total rewards: An international perspective

Nazır¹

2012

Afr. J. Bus. Manage.

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The objective of this research endeavour is to design an expatriate reward strategy for the employees based in China, as they are the blend of UK/European offshore nationals and Chinese locals. It aims to identify the likelihood of "total rewards" for a diverse workforce. Companies have to draw a compensation strategy in order to attract, retain and motivate expatriates considering the existing concept of total rewards because the firms primarily does not have any sort of "fit" compensation strategy. While reviewing the literature, it is revealed that the idea of total reward is nothing but the amalgamation of conventional 'compensations and benefits' and it leave a qualm on part of its lucidity. Even the concept of total reward does not seem to differentiate it from merely the reward system, as the same benefits in shape of "reward mix" blending all sorts of rewards together in order to disengage the flexibility of the workforce. To support the concept (total reward) different modules, strategies and models are presented which are not only questionable but invite the further research in this area.

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Total Rewards: Good Fit for Tech Workers

Cited by 23 publications

References 6 publications

Attractiveness of non-financial rewards for prospective knowledge workers

Attractiveness of non-financial rewards for prospective knowledge workers

Total rewards and its effects on organisational commitment in higher education institutions

Literature review on total rewards: An international perspective

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