Les liens entre la rémunération intangible et le roulement volontaire dans le secteur des TIC au Canada
The purpose of this thesis is to study the links between the intangible reward and voluntary turnover components in the information and communications technology (ICT) sector in Canada. Using Blau’s social exchange theory (1964) and Balkin and Bannister’s resource dependance theory (1994), and the empirical-literature, this thesis proposes two general hypotheses as well as seven sub-hypotheses. The first general hypothesis suggests that intangible reward is associated with lower voluntary turnover. Regarding the seven sub-hypotheses, they come from this first general hypothesis. These are the seven components of intangible reward that are analyzed in this thesis, which are the number of hours worked per week, on average, the possibility of a part-time work schedule, the average number of hours in the normal work week, the presence of a compressed work week, the presence of a summer schedule, the possibility of teleworking and the presence of structured training programs. The second general hypothesis suggests that the number of intangible reward practices offered is associated with a lower voluntary turnover. The cross-sectional data used in this study come from companies operating in the ICT sector in Canada. In partnership with TECHNOcompétences, data collection was carried by Normandin Beaudry’s firm, from January to April 2016. One hundred twenty five surveys were distributed to as many organizations. These surveys were completed by human resources directors from these organizations. Ten of the organizations did not report any data regarding voluntary turnover. Thus, the data of 115 questionnaires were used and analyzed within the framework of this study. The two general research hypotheses are invalidated. Indeed, for the first hypothesis, none of the seven sub-hypotheses (1a to 1g) could be confirmed. The results were not significant. Regarding the second hypothesis, the relationship is not significant, also invalidating the Hypothesis 2. In conclusion, this thesis reiterates the importance for human resources managers and their organizations to offer diversified intangible reward practices that are adapted to the workforce reality that makes up the labor market. It also aims to recall the need to have a complete global compensation offer, where intangible and tangible rewards are complementary.
TIC Intangible rewards Voluntary turnover ICT