- Title
- Espoused and actual employee value proposition (EVP) at the SPAR Group - Eastern Cape (SPAR EC)
- Creator
- Prins, Alveno
- Subject
- Employee retention -- South Africa -- Eastern Cape
- Subject
- Employee motivation -- South Africa -- Eastern Cape Personnel management -- South Africa -- Eastern Cape Supermarkets -- South Africa -- Eastern Cape
- Date Issued
- 2018
- Date
- 2018
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/23001
- Identifier
- vital:30291
- Description
- Globally there is a shortage of talent with organisations facing the challenge of attracting, engaging and retaining top talent. It has therefore become a priority for any organisation to ensure, that the offer made to attract talent, extends beyond a salary. The Employee Value Proposition (EVP) is a strategic tool that could be used to ensure that the offer made to employees is indeed an offer of value, considering both extrinsic and intrinsic attributes; therefore, ensuring the attraction, engagement and retention of talent. All organisations have an EVP, whether documented or not; however, the effectiveness thereof should be questioned. This was the aim of this study, namely, to assess whether a gap exists between the espoused and actual employee value proposition at the SPAR Group – Eastern Cape (SPAR EC). The study used an existing questionnaire to collect data from a sample of 150 respondents. The questionnaire was adapted to align to the company and industry studied and aimed to answer the following questions: To what extent did employees expect to find, both intrinsic and extrinsic EVP characteristics in the company? How important were these intrinsic and extrinsic EVP characteristics to attract employees to the organisation? In addition, to what extent did employees experience the expected intrinsic and extrinsic EVP characteristics in the organisation? These questions formed the essence of the study, using expectation, importance and experience as categories to distinguish the perceptions of respondents. The data was analysed using descriptive and inferential statistics. The results indicated that a gap does indeed exist between the espoused and actual EVP at SPAR EC. EVP attributes associated with people and their advancement, such as personal and career development opportunities, recognition provided to employees for exceptional performance, work-life balance and the level of involvement and empowerment of employees, were experienced to a lower extent in the organisation, when compared to the respondents’ level of expectation and how important they deem these attributes. It was therefore recommended that SPAR EC focus on these attributes, as employees determine for themselves the extent to which they experience “value” in organisations. Employees who view their organisations' EVP to be of less value are likely to withdraw, by either not contributing or by resigning from the organisation altogether (Heger, 2007).
- Format
- xii, 106 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economics Sciences
- Language
- English
- Rights
- Nelson Mandela University
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