The contribution of reward systems to enhance employee engagement
- Authors: Liberty, Chantel Karen
- Date: 2017
- Subjects: Incentives in industry -- South Africa Employee motivation -- South Africa , Compensation management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/18608 , vital:28691
- Description: Increasing competition within the freight transportation market in South Africa has intensified the need for rail industries to identify ways in which to enhance their competitiveness within this market. One of the most important challenges for organisations’ operating in this market is to deliver goods on time, while meeting the needs of customers, at the lowest possible cost. If such organisations are to remain competitive, it may be required of them to shift their focus to their employees. Research has shown that employees render organisations’ with sustainable competitive advantage, more specifically, it has shown that engaged employees surpass disengaged employees. The distinguishing factor for organisations’ in the search of competitive advantage would therefore be an engaged workforce. The primary research objective of this study was to investigate contribution of reward systems to enhanced employee engagement within Transnet Engineering (TE) in Swartkops, Port Elizabeth. A theoretical overview was conducted to evaluate different definitions, engagement theories and factors of reward systems which contribute to enhanced employee engagement. An empirical study was conducted by means of a survey with a questionnaire as data collecting tool. The purpose of the structured questionnaire was to validate the findings obtained from the theoretical overview and to assess employees’ perceptions of reward systems and engagement. Recommendations were made based on the findings of the literature and empirical study. These recommendations will assist the organisation in understanding how reward systems can be used to enhance employee engagement, so that a competitive advantage can be achieved within the freight transportation market.
- Full Text:
- Date Issued: 2017
- Authors: Liberty, Chantel Karen
- Date: 2017
- Subjects: Incentives in industry -- South Africa Employee motivation -- South Africa , Compensation management -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/18608 , vital:28691
- Description: Increasing competition within the freight transportation market in South Africa has intensified the need for rail industries to identify ways in which to enhance their competitiveness within this market. One of the most important challenges for organisations’ operating in this market is to deliver goods on time, while meeting the needs of customers, at the lowest possible cost. If such organisations are to remain competitive, it may be required of them to shift their focus to their employees. Research has shown that employees render organisations’ with sustainable competitive advantage, more specifically, it has shown that engaged employees surpass disengaged employees. The distinguishing factor for organisations’ in the search of competitive advantage would therefore be an engaged workforce. The primary research objective of this study was to investigate contribution of reward systems to enhanced employee engagement within Transnet Engineering (TE) in Swartkops, Port Elizabeth. A theoretical overview was conducted to evaluate different definitions, engagement theories and factors of reward systems which contribute to enhanced employee engagement. An empirical study was conducted by means of a survey with a questionnaire as data collecting tool. The purpose of the structured questionnaire was to validate the findings obtained from the theoretical overview and to assess employees’ perceptions of reward systems and engagement. Recommendations were made based on the findings of the literature and empirical study. These recommendations will assist the organisation in understanding how reward systems can be used to enhance employee engagement, so that a competitive advantage can be achieved within the freight transportation market.
- Full Text:
- Date Issued: 2017
Chief executive officer compensation and the effect on company performance in a South African context
- Authors: Bradley, Samuel
- Date: 2012
- Subjects: Chief executive officers -- Salaries, etc. -- South Africa , Compensation management -- South Africa , Wage surveys -- South Africa , Organizational effectiveness -- Evaluation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:883 , http://hdl.handle.net/10962/d1001637 , Chief executive officers -- Salaries, etc. -- South Africa , Compensation management -- South Africa , Wage surveys -- South Africa , Organizational effectiveness -- Evaluation
- Description: The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research , the compensation of chief executive officers was broken down into three components: salary, bonus and "other" remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Studies on this topic have been carried out in other countries, most notably in the United States of America and the United Kingdom. It appears that no research of a similar nature has been carried out in South Africa. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The econometric models used for the research were based on models identified in the literature study. The data were then analysed for evidence of a correlation between chief executive officer compensation and the performance of the company. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age and experience and compensation was also found , which may present potential avenues of research to scholars in the future.
- Full Text:
- Date Issued: 2012
- Authors: Bradley, Samuel
- Date: 2012
- Subjects: Chief executive officers -- Salaries, etc. -- South Africa , Compensation management -- South Africa , Wage surveys -- South Africa , Organizational effectiveness -- Evaluation
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:883 , http://hdl.handle.net/10962/d1001637 , Chief executive officers -- Salaries, etc. -- South Africa , Compensation management -- South Africa , Wage surveys -- South Africa , Organizational effectiveness -- Evaluation
- Description: The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research , the compensation of chief executive officers was broken down into three components: salary, bonus and "other" remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Studies on this topic have been carried out in other countries, most notably in the United States of America and the United Kingdom. It appears that no research of a similar nature has been carried out in South Africa. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The econometric models used for the research were based on models identified in the literature study. The data were then analysed for evidence of a correlation between chief executive officer compensation and the performance of the company. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age and experience and compensation was also found , which may present potential avenues of research to scholars in the future.
- Full Text:
- Date Issued: 2012
Remuneration and rewards strategies at the Nelson Mandela Metropolitan University
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
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