Abstract
Purpose This paper aims to investigate the impact of total rewards on retention. The finding relies on need satisfaction approach as a mechanism. This is done by investigating the role of need satisfaction of “autonomy, competence and relatedness” as possible mediators between elements of total rewards and retention. Design/methodology/approach This paper focussed on exploring the literature published in various popular databases .Based on the conceptual analysis, a set of possible frameworks linking the three constructs has been stated for future research. Findings The research has evolved with few possible frameworks to model the assertions by investigating and corroborating it with quantitative studies to be empirically tested. Originality/value The originality lies in applying self-determination theory framework of need satisfaction mechanism in explaining the relationships between total rewards and retention, thereby adding new insights to the employee retention literature.
Highlights
Why do some industries experience lower voluntary employee turnover as compared to ones with highest even after implementing total rewards program? Is it not taking into account changing needs and requirements of the employees? Employees are biggest differentiators for attaining sustainable competitive advantage (Taamneh et al, 2018) and rewarding them is the biggest investment (Bryant and Allen, 2013)
The results showed that abusive supervision had a stronger effect on organizational deviance and that of social exchange theory (SET) and justice were not significant
Ryan and Deci (2017) rightly pointed out “ there has been an enormous amount of research on rewards in organizations, very little of it has considered the relation of pay to basic psychological need satisfaction of employees which mediated between rewards and critical positive outcomes.”
Summary
Why do some industries experience lower voluntary employee turnover as compared to ones with highest even after implementing total rewards program? Is it not taking into account changing needs and requirements of the employees? Employees are biggest differentiators for attaining sustainable competitive advantage (Taamneh et al, 2018) and rewarding them is the biggest investment (Bryant and Allen, 2013). Still there exists limited information on need satisfaction approach of total rewards which is instrumental in driving positive workplace outcomes (Thibault Landry and Whillans, 2018). This happens because these organizations view employees as a single group with homogenous needs while proactive organisations always ensure in considering an employee’s requirements before offering them the benefits (Silverman and Reilly, 2003). Total rewards and organizational Supported display negative behaviour at workplace as justice, turnover intention compared to those over-rewarded
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