{"id":{"repo_id":"cape-town","oai_identifier":"oai:open.uct.ac.za:11427/8534"},"canonical_url":"https://search.dev.ndltd.org/etd/cape-town/oai:open.uct.ac.za:11427/8534","repository":{"repo_id":"cape-town","name":"University of Cape Town","base_url":"https://open.uct.ac.za/oai/request"},"display":{"title":"Investigating talent attraction: percieved attractiveness of non-financial reward elements by means of an experimental design","abstract":"The changing nature of work and an increased global need for organisations to remain competitive in the war for scarce skills and talent has influenced the manner in which organisations manage their talent. Organisations are altering their strategic imperatives to include more effective and highly attractive reward packages that attract top talented employees. As a result this could increase their competitive advantage in the market. Lately however, financial rewards and money is no longer enough to attract, motivate or retain employees. These changes have led organisations to seek out non-financial attraction rewards that are most effective in harnessing top talent. The main objective of this study was to establish which non-financial rewards and what combinations of these rewards were perceived to be most attractive to employees when considering a job offering. A secondary objective was to establish which non-financial rewards were most attractive to various demographic groups namely: gender, race, and age.","abstract_html":"The changing nature of work and an increased global need for organisations to remain competitive in the war for scarce skills and talent has influenced the manner in which organisations manage their talent. Organisations are altering their strategic imperatives to include more effective and highly attractive reward packages that attract top talented employees. As a result this could increase their competitive advantage in the market. Lately however, financial rewards and money is no longer enough to attract, motivate or retain employees. These changes have led organisations to seek out non-financial attraction rewards that are most effective in harnessing top talent. The main objective of this study was to establish which non-financial rewards and what combinations of these rewards were perceived to be most attractive to employees when considering a job offering. A secondary objective was to establish which non-financial rewards were most attractive to various demographic groups namely: gender, race, and age.","abstract_has_math":false,"creators":["Thompson, Nicola Claire"],"institution":"Organisational Psychology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Schlechter, Anton"],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014","date_published":"2014","updated_at":"2026-07-22T22:23:13Z","subjects":[],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/11427/8534","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Schlechter, Anton"]},{"key":"dc:creator","label":"Author","values":["Thompson, Nicola Claire"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2014-10-17T10:10:23Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2014-10-17T10:10:23Z"]},{"key":"dc:date.issued","label":"Date","values":["2014"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Organisational Psychology"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Cape Town"]},{"key":"dc:type","label":"Dc Type","values":["Master Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Masters"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["MCom"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/11427/8534"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Includes bibliographical references."]},{"key":"dc:description.abstract","label":"Abstract","values":["The changing nature of work and an increased global need for organisations to remain competitive in the war for scarce skills and talent has influenced the manner in which organisations manage their talent. Organisations are altering their strategic imperatives to include more effective and highly attractive reward packages that attract top talented employees. As a result this could increase their competitive advantage in the market. Lately however, financial rewards and money is no longer enough to attract, motivate or retain employees. These changes have led organisations to seek out non-financial attraction rewards that are most effective in harnessing top talent. The main objective of this study was to establish which non-financial rewards and what combinations of these rewards were perceived to be most attractive to employees when considering a job offering. A secondary objective was to establish which non-financial rewards were most attractive to various demographic groups namely: gender, race, and age."]},{"key":"dc:title","label":"Title","values":["Investigating talent attraction: percieved attractiveness of non-financial reward elements by means of an experimental design"]}]}],"canonical_facts":{"dc:contributor.advisor":["Schlechter, Anton"],"dc:creator":["Thompson, Nicola Claire"],"dc:date.accessioned":["2014-10-17T10:10:23Z"],"dc:date.available":["2014-10-17T10:10:23Z"],"dc:date.issued":["2014"],"dc:description":["Includes bibliographical references."],"dc:description.abstract":["The changing nature of work and an increased global need for organisations to remain competitive in the war for scarce skills and talent has influenced the manner in which organisations manage their talent. Organisations are altering their strategic imperatives to include more effective and highly attractive reward packages that attract top talented employees. As a result this could increase their competitive advantage in the market. Lately however, financial rewards and money is no longer enough to attract, motivate or retain employees. These changes have led organisations to seek out non-financial attraction rewards that are most effective in harnessing top talent. The main objective of this study was to establish which non-financial rewards and what combinations of these rewards were perceived to be most attractive to employees when considering a job offering. A secondary objective was to establish which non-financial rewards were most attractive to various demographic groups namely: gender, race, and age."],"dc:identifier.uri":["http://hdl.handle.net/11427/8534"],"dc:language.iso":["eng"],"dc:publisher.department":["Organisational Psychology"],"dc:publisher.institution":["University of Cape Town"],"dc:title":["Investigating talent attraction: percieved attractiveness of non-financial reward elements by means of an experimental design"],"dc:type":["Master Thesis"],"dc:type.qualificationlevel":["Masters"],"dc:type.qualificationname":["MCom"]},"updated_at":"2026-07-22T22:23:13Z"}