Managing Organizational Reward Systems to Increase Retention: The Gender Factor

This dissertation examines how differing goals men and women bring to the workplace affect the impact of corporate rewards intended to motivate and recognize performance and promote retention. It focuses on gender because of the changing composition of the American workforce. In 2010 women constituted 47% of the total U.S. employed workforce and 52% of the U.S. professional workforce. An emerging body of research indicates that women in professional positions increase the effectiveness of problem solving and the profitability of organizations. Unfortunately, little attention has been paid to the impact of reward systems on retention, especially for women. This dissertation explores the links among individual goals, organizational rewards, and retention. Using social cognitive theory, it examines gender differences in goals; identifies the types of rewards that are most effective for each group; and proposes a model for determining effective reward structures. The dissertation conclusions are these: (1) there are barriers to success for professional women and there is a need for organizational support; (2) flexible work arrangements are a key antecedent to reduce turnover of professional women; (3) mentoring of professional women is needed, but sponsorship is required; and (4) to be a visionary organization that creates and sustains a competitive advantage by retaining valuable human capital action has to be taken now