“Motivation is the desire to achieve beyond expectations, being driven by internal rather than external factors, and to be involved in a continuous striving for improvement”. (Torringtonet al., 2008). Motivation, in the context of work, is a psychological process that results from the interaction between an employee and the work environment and it is characterized by a certain level of willingness. The employees are willing to increase their work effort in order to obtain a specific need or desire that they hold (Beardwell et al., 2003). According to Arnold et al., (2001), motivation consists of three components: • direction – what a person is trying to do • effort – how hard a person is trying • persistence – how long a person keeps on trying 
Motivation theory tries to explain why people at work behave the way they do in terms of their efforts and strive for achievement. Managers can motivate employees through methods such as pay, promotion and praise. Employees can also motivate themselves by seeking work where individual goals, needs and wants will be achieved. These two types of motivation are called intrinsic and ex- trinsic motivation and are more closely described as follows: (Armstrong 1988, p. 109). Intrinsic motivation refers to the motivation that comes from inside an individual. The motivation is generated trough satisfaction or pleasure that one gets in completing or even working on a task. Factors that influence on intrinsic motivation include responsi- bility, freedom to act, scope to use and develop skills and abilities, interesting work and opportunities for advancement. These motivators, which are concerned with the quality of work life, tend to have a long-term effect since they are inherent in individuals and not imposed from outside. (Armstrong, 2009). Extrinsic motivation is something that is done to or for people to motivate them. It aris- es from factors outside an individual, such as money, grades, criticism or punishments. These rewards provide satisfaction and pleasure that the task itself might not provide. An extrinsically motivated person might work on a task even when they have little interest in it. This type of motivation usually has an immediate and powerful effect, however it does not tend to last for long. (Armstrong, 2009).

1. Motivational Rewarding
by Sakib Dalan
Iliass Dadda
Saad Elorch
Othmane Elyaalaoui

2. Contents
 Introduction
 Analysis and theories
 Conclusion

3. What is Motivational Rewarding?
 Reward Managment is concerned with
the formulation and implementation of strategies and policies that aim to
reward people fairly, equitably and consistently in accordance with their
value to the organization.
Purpose of this study
Companies and organizations everywhere need employees to work with. However, while
getting employees can easily be done through the recruitment process, there is the more
difficult task of keeping them motivated to work hard to achieve improved performance
and to attain both organizational and personal goals

4. Intrinsic Motivation
 Intrinsic motivation refers to the reason why we perform certain activities for
inherent satisfaction or pleasure; you might say performing one of these
activities is reinforcing in-and-of itself.
The types of motivation
 Intrinsic motivation
 Extrinsic motivaiton
Examples for Instrinsic Motivation
 Challenge
 Curiosity
 Contol
 Cooperation and competition
 Recognition

5. Extrinsic Motivation
 Extrinsic motivation refers to our tendency to perform activities for known
external rewards, whether they be tangible (e.g., money) or psychological
(e.g., praise) in nature.
Examples for Extrinsic Motivation
 Employee of month award
 Benefits pacakage
 Bonuses

6. Analysis
In order to gather empirical data we chose to focus on a diverse range of
companies such as the banking institutions, oil and gas companies,
insurance companies and production companies. Below is the breakdown
of the background information of the respondents.

7. 15%
27.5%
42.5%
15%
Age
16-26 27-37 38-48 49-59
75%
25%
Sex
Male Female
65%
30%
5%
Marital status
Married Single Divorced

8. 5%
15%
33%
40%
7%
Years working in the same work tasks
1< 1<X< 2<X<5 5<X<10 10>
2%
7%
23%
45%
23%
Years working in the same company
1< 1<X<2 2<X<5 5<X<10 10>

9.  The rewards are distributed rightfully: 36/40 agree
 The rewards match my work effort: 29/40 agree
 I am satisfied with the quality/quantity of the rewards:
34/40 agree
 I am ready to increase my work efforts to gain better
rewards: 40/40 agree.
 The rewards motivate me to perform well in my job:
39/40
Answers for the Multiple choice question

10. 1-Does a manager have the responsibility to
motivate the employees ?
0
5
10
15
20
25
30
category 1 category 2
Average employees stated that it is the
manager’s responsibility to motivate them in
order to perform better, while others said that
employees should be responsible and self-
motivated on their own and highly productive at
work.
 Which matches Douglas McGregor (theory
Y), which says type Y are internally
motivated worker, and perform better
themselves without any direct guidance
and rewarding from the manager to
motivate them.

11. 2-Which motivation method do you
prefer?
0
5
10
15
20
25
Intrinsic Extrinsic
Column1
When asked, elderly employees tended
to choose Instrinsic over Extrinsic.
However most of the workers agreed
upon the effectiveness of Extrinsic
System.
 This completely declines the theory of
Frederick Herzberg. He stated that
Intrintic awards were much stronger
than Extrinsic awards. Which accepts
the Hartwhorne Effect. People are
more likely to be motivated when
employers contribted to them
finacially.

12. 3-do you believe the rewards have
increased employee motivation ?
Almost all the enterviewees agreed that being
rewarded boosts their motivation, because it
makes them perform better if expecting something
other than their monthly payment and agreed on
the fact that they should be rewarded based on
each one’s personal need.
0
5
10
15
20
25
30
35
40
agree disagree
 As stated in Maslow’s hierarchy of needs,
which says that the individuals most basic
needs must be met before they become
motivated to achieve higher level needs.

13. 4-Do the employees perceive intangible
and tangible rewards as equally
important ?
Some employees prefer intangible rewards because
their motive is to have a certain recognition in the
job and desire to reach a better position, while
others care less about recognition and getting a
better position at work, their main concern is to
gain something more than their monthly payment
in which ever form.
0
5
10
15
20
25
intangible tangible
 As stated in herzberg theory, intangible
reward such as recognition and
achievement boost the employee’s
motivation.

14. 5-Should the employees have an
opportunity to influence on the decision
making process of the reward system ?
0
5
10
15
20
25
30
35
40
45
conciderable unconciderable
All employees stated that it will be
more conciderable if having the
option to be part of the decision
making process of the reward
system
 Stated as a major finding of the
4phase of the hawthorne study which
explained that objects, persons,
event and work methodes are carriers
of social meanings which must be
discussed with the employee.

15. 6-what are the challenges of a manager
when developing a reward system ?
While developing a reward system each manager find it hard to reach a
system which will satisfy the needs of the majority of the employees
working under him. Because while ones can be rewarded by money
others would prefer recognition and some would like promotions.

16. 7-is there any difference between the motivation of employee
who have been working for the company for a long period and
those who have just started ?
0
5
10
15
20
experienced new comers
motivation
From all the organizations managers we interwied most of them found it self
explanatory that employees who has been on the job for a long period of time are
always less motivated but perfom the same way they did and complet all their tasks,
while new commers are always more motivated and complet more tasks than
required due to wanting to get recognition and quickly gain a better position or a
better pay rate.
 New comers expect reward after a hard work as stated in Vroom’s expectancy theory.
 Rewards could be recognition or Achievement. as stated in Frederick herzberg theory, these
two factors help increase the employee’s satisfaction and motivation

17. Conclusion
The aim of this research was to explore three vital issues in human resource
management mainly: to ascertain whether rewards motivate employees, identify
what kinds of rewards employees consider most beneficial and finally discuss some
dilemmas and difficulties managers face in applying motivation theory to workplace
setting.

18. Is rewarding system worth the effort?
 According to the data we aquired it motivates employees well and
eventhough the companies are having some difficulties on the development
process, system based on extrinsic method can be an advatage for companies
future.

19. References
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Publishers.
 Herzberg, F., Mausner, B. and Snyderman, B.B. (2011) Motivation to work.
United States: Transaction Publishers.
 Tosi, H.L. and Pilati, M. (2011) Managing organizational behaviour:
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Elgar Publishing.
 Arnold, J., Randall, R., Silvester, J., Patterson, F., R, R., all, F.... and
Robertson, I.T. (2010) Work psychology: Understanding human behaviour in
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 Newell, M.W. and Grashina, M.N. (2003) The project management question
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