This research proposal aims to examine the relationship between financial rewards, non-financial rewards, and employee motivation. It hypothesizes that there is a significant difference between the two types of rewards on motivation levels. The study will survey 40 employees of Chef International Peshawar to understand the current rewards system and employees' satisfaction. The results could help managers design motivational strategies to improve productivity and organizational success.

1. RE
SE
AR
PR CH
OP
OS
AL

2.  Employees lacking motivation a big question mark
“?”
 Research has shown that top-performing employees
are an asset to organizations, and companies that
focus on keeping their productive employees
engaged will experience long-term benefits (Denka,
2009).

3.  Management studies also support that when
employees are motivated, they tend to
perform at higher levels and are more
satisfied with their current position, and
both factors have been linked to greater
organizational success and performance
(Thomas & Velthouse, 1990; Koberg, Boss,
Senjem &Goodman, 1999; as cited in Drake,
Wong & Salter, 2007).

4.  Prior research suggests that motivation can
be summarized as a product of desire and
commitment, where both elements are
essential to produce the outcome (Whetten
& Cameron, 2007).

5.  In an organizational setting, unfulfilled
needs can be addressed by incorporating
distinct motivational rewards. The two
types of rewards will be examined in this
study are termed
Financial rewards and
non-Financial rewards

6.  Relationship between financial rewards
and non-financial rewards on employee
motivation help managers to foster a work
environment that increases productivity.

7. To find whether financial rewards or non-
financial rewards have a greater impact or
relationship with respect to employee
motivation levels.

9.  Main purpose is to check that their performance is
able for the financial and non financial rewards or
not.
 This study is about evaluate the employees
performance.
 Job enlargement and increase in morale.

10.  Rewards are granted for the appreciation of
performance or not.
 Identifying the form of financial rewards, their
volume and timings etc.
 Investigating the nature of non-financial rewards
granted to the employees
 Investigating the level of satisfaction of employees
along with rewards
 Draw conclusions and proposed recommendation for
the improvement of achievements.

11. .
 This can help managers better understand what motivates
their employees and can enable managers to apply certain
motivational elements to particular groups in the workplace.
 Formulate strategies that reach out to their teams and prove
beneficial.
 Results firm productivity and organizational success

12.  H0: There is no significant difference between
financial rewards and non-Financial rewards on
employee motivation.
 H1: There is a significant difference between
financial rewards and non-Financial rewards on
employee motivation.

13.  Chef International Peshawar
 40 Employees (Enough to Represent the whole
Population)
 Result Application: Applicable to all office of Chef
international in Pakistan.

14.  Do the organizations grant rewards to the employees?
 What are the forms of the financial rewards?
 What are the volumes and timings of the rewards?
 What is the nature of non financial rewards granted
to employees?
 Are the employees satisfied from the rewards given to
them?

15.  Population: Sample of 40 Employees (enough to represent
the whole Population)
 Includes, Supervisors, HR, Finanicance, Project Officers,
Program Officer
 Non probability sampling.
Source of Data
Primary source:
 The data will be collected though questionnaire.
Secondary Source:
 www.google.com www. Ask.com etc

16. to all the n.
a ble in n Pakista
e neraliz resent i
n ly be g tional p
dy can o interna
The Stu f CHEF
Offices o

17.  Bates, S. (2004, February). Getting
engaged. HRMagazine, 49(2), 44-51. doi: 547392141
 Clark, R.M. (2009). Are we having fun yet? Creating
a motivating work environment.
 Denka, A. (2009). Boosting employee morale: Luxury
or bottom-line concern in today’s
 Dewhurst, M., Guthridge, M., & Mohr, E. (2009).
Motivating people: Getting beyond
 money. McKinsey Quarterly. Retrieved from
https://www.mckinseyquarterly. com/Motivating_
people_Getting_beyond_money_2460