Abstract:
ORIENTATION : The workforce is changing, as employers aim to attract qualified individuals
from Generation Y, born 1981–2000, but strategies for attraction require adaption, as the ‘onesize-
fits-all’ model no longer works for today’s multigenerational workforce.
RESEARCH PURPOSE : Determining what changes and priorities organisations need to consider
for their total rewards frameworks to attract youth employees.
MOTIVATION FOR THE STUDY : Companies offer employees historical benefits that they do not
want or value. This is important when one considers the attraction of Generation Y to
organisations, as they are increasingly becoming a formidable factor in an organisations’
success and sustainability. The motivation for this study was understanding what rewards are
aligned with the aspirations of this skilled generation, to attract them.
RESEARCH APPROACH, DESIGN AND METHOD : A sequential mixed-method approach was
followed, where data were collected, using quantitative and qualitative methods.
A questionnaire was distributed and a response rate of 276 participants from seven of the
nine provinces in South Africa achieved. Interviews were conducted where 11 participants
validated the quantitative findings.
MAIN FINDINGS : Seven reward categories were found to affect Generation Y’s attraction to
organisations, (1) leadership and environment (2) benefits (3) performance incentives
(4) individual development (5) safe, secure working environment (6) work–life balance and resources and (7) performance recognition.
PRACTICAL/MANAGERIAL IMPLICATIONS : A different approach is required for the attraction of
Generation Y.
CONTRIBUTION/VALUE-ADD : No empirical study exists that authenticates total rewards models
for Generation Y, identifying the most important reward preferences and developing a new,
more effective total rewards framework.
