Impact of rewards reduction on employees’ behaviour: And when the work is a calling?

Abstract

In the global context of severe economic and financial crisis, governments and companies face a period of great austerity which has led them, as never before, to high cuts in labour costs, especially the cutbacks and reduction of rewards. This paper explores a conceptual model that presentation of work orientation (job, career and calling) as a moderating variable in the relationship between the reduction or cuts of rewards and the employees’ behaviours, highlighting performance and turnover intentions. This conceptual model has both theoretical and practical implications for both the understanding of organizational behaviour and for human resources practices, especially for the rewards' management.