Investigating the Total Rewards and Its Effects on Organisational Commitment in Higher Education Institutions

Orientation: Higher education institutions play an important role in the creation of skills, which benefits the economy; as a result, high-quality personnel is needed. Retaining special-interest employees in higher education organisations has become a top priority and a requirement for any organization’s productivity and competitiveness. Recruiting and attracting top talent has remained a difficult and time-consuming task for human resource managers.

The aim of this analysis was to see how total rewards affected organisational commitment as calculated by the Total Rewards Scale and the Organizational Commitment Questionnaire.

The Aim of the Research: There is a scarcity of research on total rewards’ effect on organisational engagement. Academic staff commitment is essential because higher education institutions have a major impact on a country’s growth.

The research design, approach, and process used in this analysis was a survey design with a quantitative research method. The survey data was collected using a semi-structured questionnaire. For this analysis, a sample of 279 academic workers was chosen from the total population of participants.

Key Takeaways: Total incentives (performance management, 0.387; appreciation, 0.335; talent growth and career opportunities, 0.328; compensation, 0.231; benefits, 0.213; work–life balance, 0.024) and organisational engagement have a positive and meaningful association, according to the findings. Organizational dedication was explained by 52.3 percent of overall bonus variance. Organizational engagement was significantly predicted by performance management, rewards, benefits, appreciation, talent growth, and job opportunities. Work–life harmony, on the other hand, had a negative impact on organisational engagement.

Managerial Consequences: The study’s findings have implications for managers since they must support and facilitate total compensation in order to ensure talent retention in higher education organisations, which benefits both the institutions and the employees.

Contribution: A solid incentives strategy is needed for higher education institutions to attract, retain, and inspire talent. Total incentives can be used to keep employees happy. Furthermore, performance management should be strengthened because it has an effect on academic personnel loyalty to the organisation. Managers with a strong interest in talent retention will find the findings useful, and they can be used to create a rewards plan.

Author (s) Details

Calvin Mzwenhlanhla Mabaso
Department of Software Studies, Vaal University of Technology, Private Bag X021, 1900 Vanderbijlpark, South Africa.

Bongani Innocent Dlamini
Department of Human Resources Management, Durban University of Technology, 19 Aberfedly Road, 3209 Scottsville, South Africa.

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