Rewards used to appreciate a company's staff benefit both workers and employers. Once employees are recognized for adequate performance and productivity, they gain higher morale, satisfaction with their work, and also involvement in government functions. As a result, organizations experience superior effectiveness capabilities associated with increased sales and power. Through organizational rewards, employees associated with employers desire a positive and fruitful operating environment. There are 2 basic styles of workplace reward; The first form of reward is financial. Traditional work therefore meets their needs and these needs could also be met with financial rewards. Financial rewards are monetary or cash reimbursements for certain work performed by employees within the company (Hansen, 2010). Employees would go to any level to increase their financial gain as they will do something to avoid having their offer of financial gain removed. The very fact that employees fear losing their jobs, money has been an economic rationale only because money is critical to survival in the associated economy (Dunham, 2009). Financial reward in the trendy society is the most transferable means of meeting basic needs (Kohn, 2009). Physiological satisfaction, protection and social needs could be earned exclusively with money (Kepner, 2010). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The expectation of effort for performance is firmly persuaded by the performance evaluation that is often part of the reward system. An employee is likely to put in extra effort if they understand that performance is evaluated, evaluated and rewarded. 18 Performance-outcome expectancy is influenced by the extent to which the employee thinks that performance is followed by rewards (Allen, 2007). Finally, each reward or potential reward should somehow have a totally different price for each individual. a personal will will want a promotion over reimbursement; someone else will exclusively desire the other (Nelson, 2009). Once a company rewards an entire work group or team for its performance, collaboration between members generally improves. However, competition between different teams for rewards may cause overall performance to drop below certain values. More general team or cluster rewards are gain-sharing plans, where groups of employees who achieve certain goals share gains measured against performance goals (Shutan, 2010). Often, gain-sharing programs emphasize quality improvement, cost reduction, and diverse quantitative outcomes (Kepner, 2010). Despite the positive role that financial rewards have in competition, employees tend to have a completely different approach and tendency towards monetary rewards (Hansen, 2010). The most general of the various reactions to the regularity of payments and salaries by staff is that, once the lower levels are overcome, it is believed to be a life of fairness. (Kohn, 2009) assumed non-monetary rewards as the extreme margins made accessible to employees are believed to be an addition to salaries and wages. It also contains direct as well as indirect compensation (Shutan, 2010). Direct compensation will include profit sharing, sick pay, pension plans, and so on.