Work engagement among employees is essential for the attainment of the organizational outcomes such as increased performance, organizational effectiveness, customer satisfaction, employment, and reduction of staff turnover rates. As indicated different types of rewards affect work engagement. It is for this reason that organizations need to address the issue of total rewards for its employees. This positive correlation points out to the fact that total rewards are important motivators for employees in their workplace (Hoole & Hotz, 2016). Different total reward strategies have varied impact on the work engagement. Some aspects of total rewards that have been considered as having great influence of the work engagement levels include quality of work, leadership, career development, organizational culture, and work-life balance. The perceptions of the employees on the total rewards structure in their respective organizations affect their levels of engagement (Hoole & Hotz, 2016). Different cultural practices affect how different individuals perceive work engagement.
Hoole, C., & Hotz, G. (2016). The impact of a total reward system of work engagement. SA Journal of Industrial Psychology, 42(1), 1-14.
When engaged in the global business environment, organizations are forced by circumstances to adapt their practices to fit within the local context and to ensure that they connect with the prevailing conditions at the national, regional, or local level. In adapting to the local cultures and practices, organizations need to consider the law and regulations that vary from one nation to the other. In such a situation, an organization needs to ensure it identifies the government-prescribed benefits, analyze the differences and similarities in every market, and to consults experts in local compensations and benefits laws and regulations. A scenario where the organization aligns its rewards system with the local practices may be described as polycentric. In this set-up, each subsidiary will be accorded the recognition as its own entity and will be allowed to implement local culture and legal compensation norms (Himachali, 2009). One effect of this arrangement is that it will maximize the achievement of a local objective as opposed to the objectives at the global level.
ReferencesHimachali, S. (2009). Factors Affecting Global Compensation and Benefits. Dynamics of Human Resource Management.
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