Английский язык: Аннотирование и реферирование текста

160 8.6. Changing Employer Responses to the Rewards of Work Research conducted by Sibson & Company shows that employ- ees distinguish their experience and how they feel about the different components of the Rewards Model. In a survey of a large, diverse sam- ple of Canadian workers, the study provided significant findings con- cerning the relationship of reward satisfaction to organizational com- mitment, performance and retention. For example, the study shows that though workers' commitment to an organization and their intention to leave are significantly related to their satisfaction with compensation, it is only part of their commitment. The determining variable is the pay system, i.e., the process whereby job grades/bands, raises, and commu- nication and decision-making about pay issues are determined. Organizations today are concerned not just with preventing peo- ple from leaving but with being able to create a sustained and mutually beneficial exchange with employees. This means more than just ap- proaching retention as a defensive play; it means approaching it as an offensive strategy Developing a Total Reward Strategy can help or- ganizations achieve this goal. There is evidence that much of the conventional wisdom about what employees value is being challenged today. Most companies, as they look deeper at the shifting nature of work and the changing expec- tations of workers, are revamping their EVP to be more responsive. To- day's employers are faced with addressing the fundamental shifts in employees' views on what makes work rewarding. The increase in transformational work and the preeminence of knowledge as the driver of economic growth has magnified this shift. The table below summa- rizes what some of these trends mean. Having the right people to manage and grow the business re- mains the most important challenge that companies face today. The competition for the right people will only intensify as the supply pipe- line continues to be inadequate and as requirements for talent become more complex.