faculty: "FEB" and publication year: "2012"
| Author||S. Aboud|
|Title||Employer attractiveness, reward schemes and individual characteristics : the war for talent.|
|Faculty||Faculty of Economics and Business|
|Programme||FEB MSc Business Studies|
|Abstract||Talent is scarce. Companies compete for the most talented employees in what is often dubbed the “war for talent”. Many organizations operate on the belief that talent is won if strategies are implemented that ‘focus on stars’. Critics of this “mindset” came up with an alternative, a more egalitarian way of rewarding employees. This resulted in the so called “new organization”,|
This thesis asserts that a one size fits all approach was not apply to reward schemes and employer attractiveness. Rather the propensity of a prospective employee to prefer individual reward over egalitarian pay or vice versa will depend on his or her individual characteristics. This thesis addresses the following questions: (1) How do reward systems (hierarchical and egalitarian incentives) influence the attractiveness of an organization in the eyes of prospective employees? (2) What is the moderating effect of behavioural type, gender and risk preference on the relationship between reward systems and the attractiveness of an organization in the eyes of prospective employees?
Respondents (N = 175) filled in one of the two versions of the survey. The results show that prospective employees are equally motivated to work for organizations that offer a form of egalitarian pay over organizations that offer a form of individual hierarchical pay. However, none of the individual characteristics were found to moderate the relationship between an (egalitarian or individual) reward system and the attractiveness of such an organization. In addition, the direct effect seems to decay if we take personality characteristics into account
Hence, these results suggest some practical and managerial implications. It assumes that prospective employees do not self-select into organization according to personality type. Given the fact that pay doesn’t influence attraction for talent, other factors that could influence talent should be investigated. Furthermore, we can conclude that given the fact reward schemes doesn’t influence the composition of the work force, the “type of reward” maybe depends on the type of work. In addition, managers shouldn’t fear that one type of reward scheme attracts a certain type of person to their organization.
|Document type|| scriptie master|
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