WorldatWork Research Grants
Consistent with the association’s mission of advancing the knowledge and careers of professionals, WorldatWork has periodically offered research grants to qualifying projects and researchers. At this time, there is no available research funding through the association. When funding becomes available, this page will contain information about the RFP opportunity.
In addition to periodic grant funding, WorldatWork has numerous opportunities for academics, researchers, and others to promote their research, or gain visibility with the association’s audience, such as:
- Being published in our monthly member magazine workspan;
- Being published in our quarterly scholarly journal, the WorldatWork Journal;
- Submitting a book proposal to our book publishing group;
- Submitting a request to be interviewed regarding your research for a video or podcast;
- Submitting a proposal to speak at one of the WorldatWork live events – including the world’s largest annual conference of compensation and total rewards professionals;
- Getting involved with the association’s volunteer leadership opportunities, such as being a peer reviewer of published articles, or as a member of one of the WorldatWork Advisory Councils.
Telework 2011: A Special Report from WorldatWork
A Report by WorldatWork Based on Data Collected by The Dieringer Group
When employee data was collected in December
2010, the average American worker was more
concerned with job security than with taking advantage
of opportunities to telework. At the same time,
employer views about telework have been changing,
as evidenced by its expanded use on an ad hoc or
occasional basis. (WorldatWork 2009)
In addition to technological changes that have further
supported telework as a practical matter, employers
are increasingly recognizing the bottom-line benefits
of telework, such as supporting business continuity
strategy, reducing real estate costs, and attracting
talent from wider labor pools. (Corporate Voices for
Working Families [CVWF] 2009)
has value as it relates to employee engagement, satisfaction
and retention as either an overall differentiator
from a competitive standpoint or because employees
view it as a privilege that is earned through good
performance. (CVWF 2009)
This special report provides a view of telework
from both the employee and the employer perspectives,
and creates a useful picture of how telework is
playing out in the United States today.
Findings in this report are based on employee
data collected by The Dieringer Research Group Inc.
(commissioned by WorldatWork) and employer data
collected by WorldatWork from its membership membership of
human resources and total rewards professionals.
HR Pay Practices Survey 2010 (U.K.)
HR Magazine and WorldatWork
While the term ‘the age of austerity’
continues to be bandied around boardrooms,
the fears of redundancy, pay cuts, pay
freezes and other ‘difficult decisions’ remain
at the forefront of employees’ minds as
they live in the shadow of recession, while the
emotive subject of pay has become an
increasingly serious issue for employers.
These are the key findings from this
HR magazine/WorldatWork Pay Practices
Survey, conducted during 2010.
This is the first year HR magazine has
teamed up with WorldatWork to investigate
pay practices across all sectors of the
U.K. economy. The results make interesting
reading as employers move tentatively out of
recession and into recovery.
Developing Performance Incentives
and Sustaining Engagement
in a Volatile Environment
PARC and WorldatWork
Over the last three years, the role of incentives has had greater public prominence than ever
before. This was probably inevitable given the perceived relationships between incentive
practice in the banking sector, the financial crisis and the regulatory actions that followed.
The popular media now take a much stronger interest. In the UK, the US and no doubt
elsewhere, variable pay outcomes have become significant news events. The terms “bonus”
and “incentive” have become tarnished. The traditional aims of incentives – to provide
motivation, focus and variable cost – often seem to have been undermined. The public focus
is on executive incentive plans as being “bonuses” although such plans are now an ingrained
part of the reward program for employees at all levels in commercial organizations.
In parallel with this, the economic environment has of course been very difficult; many
companies have seen demand for their products and services severely impacted by the
recession. While adjusting and trimming their organizations, they have needed to keep their
employees engaged and focused. Additionally, a volatile or turbulent context may also be the
result of natural events, e.g. volcanic ash or a corporate calamity.
Developing and operating incentive plans in such circumstances has not been easy.
Decisions which take account of several perspectives need to be taken to ensure that
incentives continue to operate in an appropriate way.
This report offers:
- a reminder of how incentives have developed
- a summary of current thinking on how incentives influence engagement and motivation
- an update on the changes made to incentives by a selection of organizations as they faced the
recent recessionary environment
- interpretations of these developments, and
- observations and concluding questions.
Organizational Culture and Total Rewards: Person-Organiztion Fit
Michael M. Harris, Ph.D., University of Missouri-St. Louis
Despite a relatively large body of academic
literature on the subject, important questions remain regarding the general fit between a
person and his/her environment (P-E fit) as well as
person-organization fit (P-O fit). More specifically, one
area that has been relatively unexplored is the relationship
between P-O fit and total rewards systems.
The minimal research that has been conducted
on the subject seems to support a link, but details
- Used a broader measure of P-O fit than was used
in earlier research on total rewards systems. This
comprehensive evaluation has helped to more
fully explain the overall fit between an organization
and an employee as it relates to reactions to
the total rewards system.
- Examined more parameters of total rewards.
- Included employee engagement, a relatively new
construct that has been defined in a variety of
ways, as a potential outcome in the research model.
- Using a 40-item organizational cultural profile
(OCP), research participants rated:
- Their own values
- Their perceptions of their organizations’ values
- The importance to themselves of each of
the major rewards elements included in the WorldatWork Total Rewards Model as well as
their satisfaction with each component
- Their overall work engagement.
Beyond Compensation: How Employees Prioritize Total Rewards at Various Life Stages
Margaret Leaf and Rebecca Ryan, Next Generation Consulting
In 2008-2009, Next Generation Consulting (NGC) teamed with WorldatWork to study how employees at different life stages prioritize their rewards. We hypothesized that the relative importance of the five total rewards elements (compensation, benefits, work-life, performance and recognition, and development and career opportunities) is based on life stage, including age, work experience, parental status and other demographic variables.
The Relative Influence of Total Rewards Elements on Attraction, Motivation and Retention
Stephanie C. Payne, Ph.D., Michael K. Shaub, Ph.D. Allison Cook, Margaret T. Horner, Wendy R. Boswell, Ph.D., Texas A&M University
This research examined the relative influence of WorldatWork's five rewards elements on individual attraction, motivation and retention, as well as the boundary condition for these relationships. We proposed that the relative importance of each element would differ depending on the outcome of interest.
Case Studies: A Supplement to the
WorldatWork Executive Rewards Questionary
Diane Vavrasek and WorldatWork
In 2007, the all-volunteer Executive Rewards
Advisory Board of WorldatWork, a group of practitioners
working in the executive compensation
field, came together to produce the WorldatWork
Executive Rewards Questionary: Optimize Executive
This WorldatWork sponsored research report responds
to a question that was posed since the publication
of the Questionary: Would the use of this one-of-akind
tool have had any effect on some of the highly
publicized and embarrassing executive compensation
situations of the past decade. The simple answer, as
shown in this report, is yes.
Employee Equity Plans: Do They Have a Future?
PARC, WorldatWork and Hewitt New Bridge Street
Broad-based equity plans have been a feature of organizational life for many companies over the past several decades. But how relevant are these plans today, in the aftermath of a major equity market downturn and the expensing of options? Do they still represent good value – either for the employee or the company? Do these plans help align employee and shareholder interests?
This report draws on research conducted during the summer of 2009, including a survey of 800 companies, case study interviews, and a review of academic literature. The report also contains a schedule of the current tax treatment around the world.
|Watch an interview with Charles Grantham, Ph.D.,
Work Design Collaborative
Flexible Work Arrangements for Nonexempt Employees
Charles Grantham, Ph.D.,
Work Design Collaborative
Jim Ware, Ph.D.,
Work Design Collaborative
Jennifer E. Swanberg, Ph.D.,
Institute for Workplace Innovation, University of Kentucky
Work is evolving at a dizzying speed in the
United States. In the past decade, more
work has started shifting to service- and
information-based industries, inexpensive hand-held
communication devices are pervasive, and the face
of the workforce has changed dramatically. Today,
the workforce is more diverse than ever, and it will
include more hourly or “nonexempt” employees as the
United States continues moving toward a service- and
But this evolution is not occurring without systemic
challenges and disruptions. First, the way work happens
in the United States seems to be changing more quickly
and fundamentally than is the system of employment
laws that was built to support it many decades ago.
Thus, a key question has become, “How can employers,
operating under a system of old laws, succeed in this
new, rapidly changing work environment?”
The goal of this research was to develop a better
understanding of how a new, smarter management
model might be developed for dealing with the challenges
of this work environment. Specifically, the study
focused on the ability and limitations of nonexempt
workers to participate in a work design that goes by
many different names:
- Distributed work
- Alternative work.
Implications of Employer-Supplied Connectivity Devices
Gayle Porter, Ph.D., Professor of Management
Rutgers, The State University of New Jersey, School of Business – Camden
Technology now allows connectivity 24/7, and
many employers are — or are considering —
furnishing hand-held electronic devices to
members of their workforces. In the best conditions,
this can facilitate work efficiency and improve work-life
effectiveness. In other situations, it may communicate
to employees that they are expected to never disconnect
from work, and potentially either foster resentment
or enable unhealthy work behaviors.
Through a survey
of 627 employees across multiple organizations and
industries, this research explored the prevalence of
employer-supplied connectivity devices, along with
users’ work habits, beliefs about their companies’
culture and perception of the intended message when
their employers supplies these devices.
Telework Trendlines 2009
WorldatWork and The Dieringer Research Group Inc.
When gasoline prices shot past $3 in mid-2008
on their way to $4 per gallon or more in
some areas, both employers and employees
began looking for relief. Alternatives immediately
were explored and implemented. Transit subsidies,
carpooling, vanpooling and, of course, telecommuting
quickly rose to the surface because of their relative
ease of implementation.
But in 2008, telecommuting seemed to be in a
different place than it had been before. In the 1980s,
1990s and even in the first part of this decade, the technology
required to support remote work seemed to still
lag behind the need. The proliferation of high-speed
connectivity and the explosion of hand-held devices
occurred during the early 2000s and have become a mainstream way of working for many employers and
employees. Indeed, history may record someday that
the technology required for productive remote working
and the urgent need for remote working (due to high
fuel prices) converged in 2008. But is there data to
support this notion? WorldatWork is pleased to publish
Telework Trendlines 2009, the latest in a set of longitudinal
data collected by The Dieringer Research Group.