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Factors driving change to remuneration policy and outcomes.

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dc.contributor.author Bussin, M.H.R.
dc.contributor.author Huysamen, D.
dc.date.accessioned 2009-07-23T09:46:48Z
dc.date.available 2009-07-23T09:46:48Z
dc.date.issued 2004
dc.identifier.citation 2(2), 45-54. en
dc.identifier.uri http://hdl.handle.net/10210/2728
dc.description.abstract The aim of this study was to develop an in-depth understanding of the relative importance of the factors driving change to remuneration policy decision making and the impact on organisations. Data from 148 organisations was analysed and subjected to rigorous statistical analysis. The results show that the most potent drivers of remuneration policy are retention of key staff, financial results and organisation strategy. The greatest changes to remuneration policy were in the areas of variable pay, merit/performance related pay, market position, total package and job evaluation/ broadbanding policy. A strong correlation was found between the extent of change in Remuneration policy and impact on the organisation. This suggests that the greater the change in Remuneration policy the greater the impact on the organisation. en
dc.language.iso en en
dc.publisher SA Journal of Human Resource Management en
dc.rights Complies with the rights as specified by the publisher: http://sajhrm.co.za/ & Copyright University of Johannesburg en
dc.subject Remuneration policy en
dc.subject Decision making en
dc.title Factors driving change to remuneration policy and outcomes. en
dc.type Article en

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