Motivation and RewardThe most complete definition of motivation states that it is a series of individual processes that stimulate behaviors for personal, collective or work benefit. Motivation can be both positive and negative and can be both personal and work-related, and many times one goes hand in hand with the other. The motivation can be: (a) Extrinsic: money, position, power. (b) Intrinsic: personal motivation, done exclusively out of interest or for the pleasure of doing it. The function of this psychological need is to push humans to improve and dominate their environment. This helps us achieve more difficult goals, since they are psychological needs. Motivation is important for any area; When applied in the workplace, it can make motivated employees strive to perform better at work. A satisfied person who appreciates his work, passes it on and enjoys serving his customers; If that's not possible, he'll at least try. Motivation is fundamentally about maintaining company cultures and values ​​that lead to high performance. For this reason, you need to think about what you can do to stimulate individuals and groups to give their best so as to further the interests of both the organization as well as your own. People who work in organizations do so expecting certain expectations and outcomes and are willing to put in the work, to achieve the goals and objectives of the organization if this leaves them with some significant advantage. their commitment and dedication. Nobody works for free. Each employee is interested in investing work, dedication and personal commitment, knowledge and skills if he receives adequate remuneration. Organizations must design reward systems that increase people's commitment to the organization's business. Organizations are interested in investing in compensation for people if they receive contributions that fit their goals. New payment systems take many different forms ranging from variable pay to skill-based payments (Heneman & Gresham, 1998). These new forms of payment have emerged in response to fundamental changes in the nature of work (Heneman, Ledford, & Gresham, 2000). These fundamental changes