Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found..

Sharing the benefits from water as a new approach to regional water targets for mining companies

© 2014 Elsevier Ltd. All rights reserved.Most major mining companies have articulated strategies and targets to minimise the impacts of operations on surface and groundwater resources. However, the focus tends to be on mitigating negative impacts. In this field note, we make two contributions to assist mining sites in playing a positive role in implementing Integrated Water Resources Management (IWRM) aspirations. First, we introduce the notion of "water benefits" as a pathway for operationalizing regional IWRM objectives at a mine site level. Second, we propose a decision making framework to facilitate investment in water benefits. The framework comprises of five steps: (1) Select system boundary wherein benefits are to be delivered; (2) Quantify water availability; (3) Determine potential benefits; (4) Identify acceptable benefits; and (5) Implementation and monitoring. For a site to deliver water benefits that extend beyond the legal obligation of the company, we contend that there must be a sound business case. We therefore distinguish between steps that should be decided by the business (steps 1, 2 and 4) from those that should be completed in collaboration with the broader community (steps 3 and 5). Within this field note we do not test the practical utility of the framework in an empirical setting and as such it is not intended to be prescriptive. Rather, we seek to provide a foundation for scholarly/industry debate about how decision makers at a mine site level could take a more active role in contributing towards IWRM aspirations. We conclude that a "water benefits" perspective offers a novel basis for establishing regional water targets and could serve numerous advantages at a site-level including improved recognition about the value of water and improved understanding and mitigation of strategic water-related risks