Engendering Organizational Commitment through “Non­‐financial” Rewards and Incentives

In this paper, we present findings from the analysis of a qualitative case study exploring how a novel approach to a reward and incentive scheme was used engender organizational commitment in employees in a Danish Professional Service Firm (PSF) in the financial service sector. The firm’s efforts to align the reward and incentive scheme with employees’ values appeared to have a positive influence on employee turnover as well as other key performance measures. The findings from the paper have theoretical and practical implications in terms of how individual and organizational values can be aligned through SHRM practices.