The role of management bonuses in employee behavior is a little researched area but one that is potentially of great significance for companies. A study in Canada looked at the impact of management pay for performance bonus eligibility on the turnover levels of non-management employees. The results indicate that management bonus eligibility is indeed related to greater levels of voluntary non-management employee turnover, but is not related to greater involuntary turnover.
Key Topics: Pay for performance; Bonus eligibility; Employee turnover
How to curtail internal misconduct is a constant challenge for most companies, particularly as it can have a significant impact on the company’s reputation and bottom line. A study at the University of South Carolina examined the effects of offering employees financial rewards for reporting internal misconduct on the rate of whistleblowing. The results suggest that offering additional financial rewards can have a positive effect on whistleblowing but that intention to whistleblow is also affected by both an employee’s current compensation level as well as their moral view of misconduct.
Key Topics: Whistleblowing; Employee misconduct; Reward; Compensation
With labour markets becoming increasingly competitive, government agencies can often face challenges in attracting and retaining Millennials. A Canadian study examined some of the factors that motivate Millennials in the workplace, as well as their expectations of working in the public sector. The study found that both perceived intrinsic benefits and extrinsic rewards motivate Millennials, while many Millennials working in the public service see it as a vocation.
Key Topics: Public service; Millennials; Motivation
The non-profit sector can often find it difficult to compete on employee compensation levels with the for-profit and public sectors. A recent US study examined the challenges that the non-profit sector faces in attracting and retaining Millennials by analysing the compensation levels, perceptions of equitable compensation, and sector-switching intentions among Millennial workers. The results indicate that compensation was a factor in sector-switching intentions for some types of Millennials but not for all.
Key Topics: Millennials; Non-profit sector; Compensation; Turnover
There has been limited research on employee motivation factors in the African context. A recent Nigerian study looked to address this by examining the role of intrinsic and extrinsic motivational factors on the commitment and performance of employees in the Nigerian Beverages industry. The results found that various intrinsic, extrinsic and social motivation factors are strongly related to employee commitment and performance. The results also indicated that the absence of motivational incentive may lead to negative employee behaviours.
Key Topics: Motivation; Commitment; Performance; Reward
Variable compensation plans are generally seen as one of the best ways of motivating salespeople. A US study examined the impact of various types of variable compensation system changes (VCSCs) on the job satisfaction and performance of salespeople. Focusing on the various VCSC dimensions, such as the size and frequency of changes, the researchers found that VCSCs do impact significantly on salespeople’s job satisfaction and performance, but the size of the impact can differ based on various environmental factors.
Key Topics: Variable compensation system; Sales compensation; Job satisfaction |
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