Abstract
Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.
Highlights
The world of work has transformed drastically over the past two decades
The results indicated that extrinsic rewards have a statistically and practically significant relationship with intrinsic rewards (r = 0.42; p < 0.01; medium effect), total rewards (r = 0.90; p < 0.01; large effect), workplace trust (r = 0.68; p < 0.01; large effect) and work engagement (r = 0.34; p < 0.01; medium effect)
The results indicated that the relationship between both intrinsic and extrinsic rewards, as well as total rewards and workplace trust, was statistically significant
Summary
The world of work has transformed drastically over the past two decades. With perpetual shifts in volatile environments, global firms are expecting their workforce to become equipped with more flexibility, new skill sets and the ability to adapt to the increasing pressures and demands that this emerging century presents (International Labour Office, 2006). In the current economic climate, organisations are often forced to make changes to their reward and talent structures. This emanates as a result of organisations experiencing high turnover rates as skilled workers are increasingly leaving their current positions due to a perceived lack of adequate reward practices. This includes, for example, poor promotional opportunities, unsuitable pay structures, supervisory issues and challenges surrounding other benefits and incentives (Jiang, Xiao, Qi & Xiao, 2009; Nyaga, 2015; Robyn & Du Preez, 2013; Scott et al, 2012)
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