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

Frances Jørgensen; Anne Sluhan

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

Frances Jørgensen, Anne Sluhan

Aarhus University

Research output: Contribution to conference › Paper › Research › peer-review

Abstract

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.

Original language	English
Publication date	2013
Publication status	Published - 2013
Event	The 28th Workshop on Strategic Human Resource Management - Copenhagen Business School, Frederiksberg, Denmark Duration: 15 Apr 2013 → 16 Apr 2013 Conference number: 28 http://www.eiasm.org/frontoffice/event_announcement.asp?event_id=939

Workshop

Workshop	The 28th Workshop on Strategic Human Resource Management
Number	28
Location	Copenhagen Business School
Country/Territory	Denmark
City	Frederiksberg
Period	15/04/2013 → 16/04/2013
Internet address	http://www.eiasm.org/frontoffice/event_announcement.asp?event_id=939

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Cite this

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title = "Engendering Organizational Commitment through “Non‐financial” Rewards and Incentives",

abstract = "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{\textquoteright}s efforts to align the reward and incentive scheme with employees{\textquoteright} 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. ",

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AB - 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.

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