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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
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).