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

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dc.contributor.author Smit, Wilmien Andrea
dc.contributor.author Stanz, Karel J.
dc.contributor.author Bussin, Mark
dc.date.accessioned 2015-11-23T10:41:54Z
dc.date.available 2015-11-23T10:41:54Z
dc.date.issued 2015-08-06
dc.description.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. en_ZA
dc.description.librarian am2015 en_ZA
dc.description.uri http://www.sajhrm.org.za en_ZA
dc.identifier.citation Smit, W., Stanz, K., & Bussin, M. (2015). Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support. SA Journal of Human Resource Management / SA Tydskrif van Menslikehulpbronbestuur, 13(1), Art. #665, 13 pages. http://dx.DOI.org/ 10.4102/sajhrm.v13i1.665. en_ZA
dc.identifier.issn 1683-7584 (print)
dc.identifier.issn 2071-078X (online)
dc.identifier.other 10.4102/sajhrm.v13i1.665
dc.identifier.uri http://hdl.handle.net/2263/50594
dc.language.iso en en_ZA
dc.publisher AOSIS OpenJournals en_ZA
dc.rights © 2015. The Authors. Licensee: AOSIS OpenJournals. This work is licensed under the Creative Commons Attribution License. en_ZA
dc.subject Multi-generations en_ZA
dc.subject Retention en_ZA
dc.subject Total reward components en_ZA
dc.subject Perceived organisational support en_ZA
dc.subject Perceived supervisor support en_ZA
dc.subject South African organisations en_ZA
dc.title Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support en_ZA
dc.type Article en_ZA


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