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عنوان فارسی مقاله: آنچه که مورد انتظار ماست و آنچه که به دست می آوریم. پاداش کل برای کارمندان بالقوه
عنوان انگلیسی مقاله: What we expect and what we get? Total rewards for potential employees
مجله/کنفرانس: رویه – علوم اجتماعی و رفتاری_Procedia – Social and Behavioral Sciences
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت منابع انسانی
کلمات کلیدی فارسی: پاداش های سازمانی، مصاحبه شغلی، مصاحبه منصبی، کارمندان بالقوه، اولویت های پاداش دهی
کلمات کلیدی انگلیسی: organizational rewards; job interview; post interview; potential employees; rewarding preferences
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.sbspro.2018.03.010
دانشگاه: Alexandru Ioan Cuza” University of Iași, 700054 Iași
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 0 در سال 2015
شاخص H_index: 39 در سال 2019
شاخص SJR: 0.158 در سال 2015
شناسه ISSN: 1877-0428
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 6
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E12103
فهرست انگلیسی مطالب

Abstract


1- A brief introduction to organizational rewards


2- Research methodology


3- Expectations and reality for organizational rewards. Are students prepared for total reward?


4- Conclusions and further research


References

نمونه متن انگلیسی مقاله

Abstract


It would be advised that those who are looking to change their job or get a new one to be very well informed with respect to what kind of organizational rewards they can expect. In most of the cases, people want to be rewarded, but do not know what they need. Compatibility tests used in professional practice or job rotation on workstations are great possibilities to find out what kind of organizational rewards people are able to claim. Without a doubt, total reward will be applied differently, depending of people’s profile (age, seniority, skills, and so on). Usually students from master and PhDs have no work experience and yet, they ask from their first jobs for advancement opportunities. Well, this represent a wrong choice since beginners in work should focus first of all on professional development. This paper explains in two stages, before employment (at the job interview) and after employment, what types of organizational rewards are in demand, according to students from master and PhD programs.


1- A brief introduction to organizational rewards


In theory, the usefulness of total reward and the possibility of applying it into public or private environment, is already demonstrated. Studies show, however, that in order to obtain full reward models for organizations, it’s mandatory to draw up a laborious methodology, that implies high costs for researchers and also for participants in the research (the productivity of employees at the workstation is null during the stages of research and thus, the company makes a financial effort for the study undertaken.). In literature, there is a considerable amount of research on the classification of organizational rewards, but it has not reach the point of exhaustion. Many of the terms used may also be redundant, and this problem arises due to the defective translation of concepts. When defining an organizational reward item, there must be specificity of the form, along with the explanation of content, and context of the term used. Essentially, the notion of total reward, according to Armstrong (2010), tends to reward people rather than motivate them with money. Paul Thompson suggests that the definitions of the total reward “not only includes traditional quantifiable elements such as fixed pay, variable pay and benefits, but also intangible, non-financial elements such as: opportunities for career growth, learning and development, intrinsic motivation provided by the work itself and the quality of professional life in the organization”(Armstrong, 2010).

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