In support of its mission to advance the profession, WorldatWork introduced a sponsored research pilot initiative in the fall of 2007. The goal was simple: provide financial support for quality research in the total rewards fields, and then disseminate and promote the results through the association’s publishing channels, web distribution, press releases, and conference presentations.
After a large number of high-caliber submissions were received in 2007, WorldatWork announced a second funding cycle in the spring of 2008. Through the two RFP opportunities, nearly 50 applicants from academia, consulting, and independent research organizations proposed provocative research projects. In all, a total of four grant recipients were selected for funding by a cross-functional internal team at WorldatWork. The recipients are listed below.
Questions regarding the WorldatWork sponsored research initiative can be directed to: Ryan Johnson, CCP
Director of Information Development and Public Affairs rjohnson@worldatwork.org
Updated July 2010
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2007 Grant Recipients
Organizational Culture and Total Rewards: Person-Organiztion Fit Report Now Available
Principal Investigator: Michael M. Harris, Ph.D.
Organization: University of Missouri-Saint Louis
Abstract: The relationship, or fit, between organizational values (or culture) and employee values has often been studied as determinant of various employee attitudes and outcomes. This research examines the nature of the compensation and reward programs offered by organizations and how they are affected by both the organization’s values and the employee’s values – in other words, the relationship between cultural fit andemployee reactions to an organization’s reward system. The major question asked is whether or not cultural fit is related to employee attitudes and engagement.
Principal Investigator: Gayle Porter, Ph.D., Professor of Management
Organization: Rutgers, The State University of New Jersey – School of Business Camden
Abstract: This study intends to provide information of value to any company that currently supplies hand-held connectivity devices to employees, or is thinking of doing so in the future. It proposes to study the importance of advanced communication so that employee perceptions match the organization’s intent and expectations for use. Also to be studied are how the company’s prevailing culture interacts with differences in individual preferences, and ultimately, how employees manage work-life in an environment of prolific connectivity devices.
The Relative Influence of Total Rewards Elements on Attraction, Motivation and Retention Report Now Available
Principal Investigators: Stephanie C. Payne, Ph.D., Michael K. Shaub, Ph.D. Allison Cook, Margaret T. Horner, Wendy R. Boswell, Ph.D.
Organization: Texas A&M University
Abstract: The study will determine the relative influence of the five reward strategies included in the WorldatWork Total Rewards Model for attraction of applicants and motivation and retention of talented and effective employees, as well as the boundary conditions for these relationships. The research team hypothesizes that the relative importance of each of these strategies will differ depending on the outcome of interest. It is predicted that compensation, benefits, and work-life policies will be more important for attraction, whereas work-life, performance & recognition, and development & career opportunities will be most important for motivation and retention. Using policy capturing analyses, the team will test these propositions by surveying a cohort on three different occasions as they move into the workforce.
2008 Grant Recipient
Beyond Compensation: How Employees Prioritize Total Rewards at Various Life Stages Report Now Available
Principal Investigators: Margaret Leaf and Rebecca Ryan
Organization: Next Generation Consulting
Abstract: The purpose of this research is to match the WorldatWork Total Rewards Model to employee life stage. The research hypothesizes that the relative importance of the five Total Rewards elements (Compensation, Benefits, Work-Life, Performance & Recognition, and Development & Career Opportunities) is based on life stage. In the same way that investors choose a different investment portfolio based on factors including age, risk tolerance, and goals, the research hypothesizes that employees choose and prioritize different components of Total Rewards according to their life stage and employment priorities. The implication is that HR practitioners who understand their employees’ life stages and employment priorities can fashion a more customized and meaningful package, thereby increasing their odds of attracting and retaining them.
