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The purpose of this paper is to ascertain and explain the prevalence of financial and non‐financial rewards in Swedish real estate firms.

The paper draws upon insights provided by agency theory, social exchange theory and resource dependence theory to explain the results of a questionnaire survey of reward practices of Swedish real estate firms.

Differences in the types of financial rewards are exacerbated by differences in the benefits used at various levels of the firm. The adverse impact of that is limited by government provided social welfare protections. Learning and development programs, coupled with flexible work hours are social exchanges that could drive reciprocal discretionary effort by employees.

This paper provides the first comprehensive description of reward management in the Swedish real estate sector.

The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.

Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.

Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.

Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.

Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.

The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

The April 1975 Budget With modern Chancellors of the Exchequer seeming increasingly to favour having two or three Budgets a year, there is an ever‐present hazard when writing an article of this nature, that the comments one makes on changes and developments in taxation will have been superseded by further changes by the time they appear in print.

As universities are human capital intensive organizations, practices followed by a university for enhancing the satisfaction of its teachers can be of great help in attracting, retaining and managing highly qualified and competent teachers. The purpose of this paper is to empirically examine the impact of job satisfaction (JS) on organizational commitment (OC) of university teachers in India.

A total of 396 academicians are surveyed to assess the subjects’ responses to JS and commitment questionnaire. Structural equation modeling (SEM) was used in the process of statistical analysis.

The results confirmed a significant impact of JS on OC of university teachers in India. With 1 percent increase in estimates of pay and job security (PJS), organizational support (OS) and job challenge (JC), there would be 21, 36 and 49 percentage increase, respectively, in OC of university teachers. Of all the factors of JS, JC is the most significant contributing factor, followed by OC and PJS that help in motivating and retaining the teachers in higher education institutions in India.

The sample of the study has been chosen from the higher education sector in Northern India, and so it still needs to be explored whether the findings of this study can be replicated in different geographical areas and organizational settings for further verification and generalization.

Encouraging greater satisfaction among the faculty members may positively influence work-related behaviors, especially commitment among the teachers. The paper may benefit the decision makers in universities to follow the proactive practices to improve the satisfaction and commitment of teachers as educational performance is of priority on the national agenda.

The study provides useful insights about a JS-OC relationship model and informs the stakeholders on how to create an enabling environment at the policy and practice level that would help in attracting and retaining teachers in universities in India. It contributes to enriching the JS and OC literature in a sector and a country poorly addressed so far in research.

Previous research has found that nonprofit organizations pay lower wages than do other organizations. This has been attributed to altruism on the part of workers who are willing to donate some of the value of their time to organizations that support causes in which they believe. This paper extends that analysis to the cost of fringe benefits. Do nonprofit organizations spend less on fringe benefits than do other organizations? Utilizing a data set containing information on wages and fringe benefits in the nonprofit sector we estimate a standard wage equation to test for such a relationship. We find that not only are nonprofit organizations spending less on fringe benefits than are other organizations, but that they are spending significantly less than would be predicted by the previous research on nonprofit wage differentials.

ALL THE FIGURES go to prove that the recession is behind us. There is no question but that business is once again on the up and up. Order books, for the first time in ages, are full and, what is quite as important, all the indications are that delivery dates will be met in the future — as they should always have been.

Office work has grown explosively in this century. Once a small occupational category, office work now includes about 40 percent of the American work force. Yet office work continues to be “the familiar unknown”: we worry about its growing size, we are concerned about its productivity, and we design systems to improve it; but our real knowledge of what goes on in the office is very shallow. This article discusses only a few of the many subtle facets of office work that vendors and users must understand to meet the needs of this attractive, but difficult market.

The labour turnover rate is in general 10 per cent in China. Although this rate is especially high for blue collar workers, fluctuation among qualified employees and managers is high as well. As a result, the economic development has led to high competition on the Chinese market. Moreover, companies also have to deal with lack of employees – especially highly qualified ones. The purpose of this paper is to figure out the impact of fringe benefits on the labour turnover rate of Chinese professionals.

The study subjects were 14 managers working for private companies in the Shanghai region. The authors conducted semi‐structured interviews as the primary data collection procedure to investigate reasons, opinions, and views about fringe benefits and employees' loyalty to their organisations.

The paper outlines highly diverse perspectives about fringe benefits. Furthermore, the authors show a series of reasons for labour turnover and motivators of Chinese professionals.

This paper contributes to the compensation literature by analyzing the relation between fringe benefits and loyalty of Chinese professionals. Moreover, it shows to what extent fringe benefits influence labour turnover in China. It also presents the preferred fringe benefits of employees in Chinese companies.

IN 1981 we began surveying U.S. companies in the $800 million to $20 billion annual sales range to obtain a sophisticated job description of the top corporate planning positions. The real aim of the survey was simple: to establish a role model for the corporate planner of the 1980s. To define this model, the survey sought to determine as precisely as possible: