Reward Optimisation: The case for employer branding
type: CreativeWork
description: Orientation In competitive global markets, it is becoming ever-more challenging to attract and retain talented employees that possess scarce skills critical to the sustained success of an organisation. Technological advancement and the changing nature of the work has exponentially increased the demand for highly skilled knowledge workers, often referred to simply as talent. Imitating the products and processes of competitors has become easier to do than ever before and competitive advantage is increasingly being found in intangible assets, such as a reputable/desirable employer brand and having access to scarce intellectual and human capital. Reason for the Study A positive relationship between the level of remuneration and the perceived attractiveness of a job offer has consistently been found and is often the basis of determining reward offerings. The global economic recession of the recent past and the decreasing availability of financial resources has meant that organisations need to identify alternative (non-financial) strategies to attract, motivate and retain employees, colloquially referred to as the war for talent. Developing a desirable and attractive employer brand has become a promising non-financial strategy that has already proven to be effective in talent attraction and retention. In the present study, the notion that talented employees may accept a lower level of remuneration to be employed at an organisation that is perceived to have a reputable/desirable employer brand was investigated, in other words that a reputable/desirable employer brand may represent a remuneration discount for organisations. Given that remuneration or the salary bill is typically the largest expense for any organisation and provided the offers remain attractive to talented employees, any saving will represent a significant amount of money. Attracting talented employees, at a remuneration discount compared to their competitors, would enable organisations to further enhance th…
abstract: Orientation In competitive global markets, it is becoming ever-more challenging to attract and retain talented employees that possess scarce skills critical to the sustained success of an organisation. Technological advancement and the changing nature of the work has exponentially increased the demand for highly skilled knowledge workers, often referred to simply as talent. Imitating the products and processes of competitors has become easier to do than ever before and competitive advantage is increasingly being found in intangible assets, such as a reputable/desirable employer brand and having access to scarce intellectual and human capital. Reason for the Study A positive relationship between the level of remuneration and the perceived attractiveness of a job offer has consistently been found and is often the basis of determining reward offerings. The global economic recession of the recent past and the decreasing availability of financial resources has meant that organisations need to identify alternative (non-financial) strategies to attract, motivate and retain employees, colloquially referred to as the war for talent. Developing a desirable and attractive employer brand has become a promising non-financial strategy that has already proven to be effective in talent attraction and retention. In the present study, the notion that talented employees may accept a lower level of remuneration to be employed at an organisation that is perceived to have a reputable/desirable employer brand was investigated, in other words that a reputable/desirable employer brand may represent a remuneration discount for organisations. Given that remuneration or the salary bill is typically the largest expense for any organisation and provided the offers remain attractive to talented employees, any saving will represent a significant amount of money. Attracting talented employees, at a remuneration discount compared to their competitors, would enable organisations to further enhance th…
author: Horn, Johan Andries
language: eng
date published: 2018
date modified: 2026-07-22T22:23:19Z
provider: University of Cape Town
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Organisational Psychology

PropertyValue
property ID: Handle
value: http://hdl.handle.net/11427/29746