Identifying total rewards systems and organizational culture type using the competing values framework

by Voyt, Deborah D., D.B.A., CAPELLA UNIVERSITY, 2011, 157 pages; 3453194


This study gathers information about total rewards systems and organizational culture type using Cameron and Quinn's (2006) Competing Values Framework (CVF) of organizational culture. Previous research has examined organizational culture in the context of company and SHRM performance, but none has examined total rewards systems and culture in the context of the CVF. The research adapted Cameron and Quinn's (2006) Organizational Culture Assessment Instrument (OCAI) to assess the culture type of each organization through a web-based study of compensation practitioners located in Southeast Michigan. Thirteen key themes emerged from the data regarding total rewards, what compensation managers think is important, and what needs to be improved. The results were then compared with results from the Scott, McMullen, Sperling, and Bowbin (2007) total rewards qualitative study. Pay-program attributes, pay linked to performance, and alignment were identified in both studies as the most important attribute contributing to the success of total rewards systems. Ten themes were identified from the data regarding how organizations measure success of total rewards. The two most frequent measures of total rewards success were employee retention and employee engagement scores. The results from this study add to the SHRM research on total rewards and the fit between total rewards systems and organizational culture. In addition, compensation professionals can use the results to take practical steps to align total rewards systems with organizational culture to improve effectiveness of total rewards programs.

AdviserJames J. Krolik
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3453194

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