<<Research Studies

Career Advancement Potential Edges Out Salary as Top Work-Seeking Factor for 2011 Graduates
According to a study of 2011 versus 2010 university graduates, the top factor when deciding where to work has changed from salary to career advancement opportunities.

‘Rewards Gap’ Leads to Decreased Employee Motivation
A report from Mercer finds that a ‘reward perception gap’ between employers and employees is eroding employee engagement levels.

Most Employee Recognition Programs Do Not Meet CEO Expectations 
A Globoforce survey of 150 HR and finance personnel finds that close to nine out of 10 believe their current recognition programs do not meet the CEO-approval bar.

Private Companies Rely on Short-Term Incentives to Reward Employees 
Four out of five companies surveyed have short-term incentives or bonus plans in place, while only a third have long-term incentives, to reward workers.

Lack of Organizational Respect Fuels Employee Burnout 
Organizational respect influences burnout above and beyond the effects of job demands and negative affectivity, a study by the Wharton School of Business finds.

As Budgets Tighten, Companies Seek Alternative Means to Incent Employees 
A white paper by Best Practices, LLC examines some of the best practices of leading companies for performance management and incentives.

Working Below Potential: Women and Part-time Work 
The UK’s Center for Social Inclusion at Sheffield Hallam University finds that managers’ resistance to the idea of senior staff being able to work part-time has deterred many women from reaching their full potential in the workplace.

Igniting the Creative Spark in Organizations 
According to researchers at the University of California – Berkeley and Cornell University, firms that focus on individual employee achievement are more conducive to generating innovative ideas than companies that emphasize a team-based culture.

Rewards and Performance Management Challenges: Linking People and Results
According to this Towers Perrin survey, in spite of cost pressures, rewarding and retaining talent remains at the top of most HR department’s agendas and will for at least the next three years.

The State of Working America 2002-03
The Economic Policy Institute reports in this comprehensive study of labor trends from 1991 to the present that American workers experienced gains in income and a decline in poverty during the strong economy of the ‘90s, but conclude that these gains have likely eroded since economic growth began to stagnate in 2001.

Compensation Plans in Curious Times: Salary Increase Budgets Being Reduced
The Conference Board reported in this 2002 study that the threat of war, a sluggish stock market and profit worries are negatively impacting companies’ compensation plans.

2002/03 Strategic Rewards® Charting the Course Forward: Maximizing the Value of Reward Programs
In this current economic slump, many companies have been forced to cut costs, many of them related to HR expenses, in order to stay afloat.

People Power: Business Owners List Attracting, Retaining Talent as Top Concern
This report, based on a survey of more than 400 small and midsize business owners and senior executives, describes the issues and challenges of attracting and retaining talented employees.

The Retention Dilemma
Examining the high costs of employee attrition and recent trends in worker retention, this report provides data on the actual costs to companies when an employee resigns.