Total Rewards Perceptions and Work Engagement in Elder-Care Organizations

Hulkko-Nyman, Kiisa; Sarti, Daria; Hakonen, Anu; Sweins, Christina

doi:10.2753/imo0020-8825420102

Cited by 51 publications

(66 citation statements)

References 29 publications

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“…The relationship between organisational rewards and work engagement has extensively been explored (Hotz, 2014;Hulkko-Nyman et al, 2014;Jacobs et al, 2014;May et al, 2004;Rothmann & Rothmann, 2010;Schaufeli & Bakker, 2003;Thomas, 2009;Zhijian & Tianshu, 2013). The findings in this study demonstrated that different types of organisational rewards, both extrinsic and intrinsic, have a statistically and practically positive relationship with work engagement.…”

Section: The Relationship Between Organisational Rewards and Work Engmentioning

confidence: 55%

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The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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Section: The Relationship Between Organisational Rewards and Work Engmentioning

confidence: 55%

“…A number of previous studies have found a positive relationship between organisational rewards and work engagement (Gill, Dugger & Norton, 2014;Hulkko-Nyman et al, 2014;Jacobs et al, 2014;Masvaure, Ruggunan & Maharaj, 2014;Sanhari, 2014;Yahya, Isa & Johari, 2012;Zhijian &Tianshu, 2013).…”

Section: The Relationship Between Organisational Rewards and Work Engmentioning

confidence: 97%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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“…However, as far as we can ascertain, in the literature only a few empirical studies investigate the relationship between financial rewards used by HRM specialists and work engagement, and the results of these studies give mixed conclusions (see Hu and Schaufeli 2011;Hulkko-Nyman et al 2012;Karatepe 2013;Nthebe et al 2016). Therefore, the main aim of this study was to investigate the relationship between types of rewards most commonly used in HRM practice -salary, benefits, and bonuses -and work engagement on a large sample of multi-occupational employees when controlled for job resources and job demands.…”

Section: Discussionmentioning

confidence: 99%

“…In another study, by Hulkko-Nyman et al (2012), pay levels were not related to dimensions of work engagement (vigor, dedication, and absorption), while fringe benefits were positively related solely to dedication, but not to vigor and absorption. Hu and Schaufeli (2011) report that a positive evaluation of current pay is a positive predictor of work engagement, and Karatepe (2013) suggests that when employees hold the belief that high job performance results in greater rewards, this is positively correlated to work engagement.…”

Section: Are Financial Rewards Related To Work Engagement?mentioning

confidence: 99%

Can you buy work engagement? The relationship between pay, fringe benefits, financial bonuses and work engagement

Kulikowski

Sedlak

2017

Curr Psychol

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What role do financial rewards play as predictors of work engagement? To address this question, based on the Job DemandsResources Theory (JD-R), the relationship between financial rewards and work engagement on a large sample (N = 1201) of multi-occupational employees was investigated. Through three steps of hierarchical regression, salary, fringe benefits, and bonuses were added to a JD-R model predicting work engagement via job resources and job demands; however, this did not lead to any significant improvement in model fit, and all new predictors were not significant. It may be concluded that financial rewards do not explain an additional amount of variance in work engagement over job demands and job resources. These results offer insights into the relationship between financial rewards and work engagement, and suggest that there is insufficient evidence to claim that pay, benefits, and bonuses are related to employee work engagement level.

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“…Since 2006, studies have focused on this meta-analysis and researched some of the gaps that were proposed. Some of these include the relationship between transformation leadership and pay satisfaction (Antoni & Syrek, 2012), value of total rewards (Hulkko-Nyman, Sarti, Hakonen, & Sweins, 2012), consequences that stem from pay dissatisfaction like turnover (DeGieter, DeCooman, Hofmans, Pepermans, & Hegers, 2012;Vandenberghe & Tremblay, 2008) and effective compensation administration (Baker, 2007).…”

Section: Personalitymentioning

confidence: 99%

Personality and Pay Satisfaction: Examining the Relationship of a Sample of Blue Collar Workers Personality and Their Pay Satisfaction Levels

Nielson

Smith²

2014

jmr

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Compensation plans are the tool that unites employers and employees together in one of the most important exchange processes that happens in organizations. Pay satisfaction is usually achieved when employees feel that they are being paid fairly compared to their referent others. It is desirable for organizations to enhance employee pay satisfaction because it can enhance productivity and commitment to the organization. This study addressed the pay satisfaction process by analyzing the relationship of personality and pay satisfaction. The mediator variables of amount realized and pay perceptions were also analyzed in the pay satisfaction and personality relationship. A sample of 251 blue collar workers was collected. Structural equation modeling was utilized to analyze these relationships. The results indicated that personality can have both a positive or negative relationship with pay satisfaction depending on the personality type. There was evidence that extraversion had a positive relationship with pay satisfaction, while conscientiousness, neuroticism and openness and a negative relationship with pay satisfaction. The study's limitations and avenues for future research were addressed.

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Total Rewards Perceptions and Work Engagement in Elder-Care Organizations

Cited by 51 publications

References 29 publications

The influence of organisational rewards on workplace trust and work engagement

The influence of organisational rewards on workplace trust and work engagement

Can you buy work engagement? The relationship between pay, fringe benefits, financial bonuses and work engagement

Personality and Pay Satisfaction: Examining the Relationship of a Sample of Blue Collar Workers Personality and Their Pay Satisfaction Levels

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