# data[].attributes.body
It includes praise, respect, recognition, empowerment and sense of belonging. These are the positive reinforcements used by many organisations in place of monetary rewards.
ADVANTAGES OF NON-MONETARY REWRD
1- It helps in highlighting desired behaviours and through recognition, create role models.
2- Recognition should be given immediately that helps in strengthening the behaviour and the consequensces.
3- This improves staff turnover.
4- Helps in buliding positive affective relationships between managers and employees.
5- Employees feel they are appreciated and that their efforts are valued.(Brown & Armstrong, 1999).

# data[].attributes.body
MONETARY REWARD
Reward system vary from organisations to organisations & can include pay, bonuses, profit sharing and performance related pay. There is still skepticism about whether giving monetary rewards will lead to improvement of performance.
Studies have shown to support both the side of the debate: de Waal & Jansen(2011) summarises a number of researchers :
1-More than half the growth in productivity in Chinese industries was attributed to the use of bonuses(Yao1997).
2- Studies demonstrating the positive effects of performance related pay (Balfield & Mardsen, 2005).
3- High peformance- related pay scale lead to strong stock market presence (Hollowell, 2005).
CONTRADICTORY EVIDENCE
de Waal & Jansen also include evidence for this:
1- Organisations in which there is very high inequalities in pay there is also a very high turnover.
2- This is also true in baseball where the teams with highest pay inequalities lose more games(Bloom,1999). This suggest that any gains in productivity by high performers are outweighed by the costs to the low performers.
3- Researchers conducted in UK(Fattorusso et al., 2007) and Holland (Duffhues & Kabir, 2008) found no relationship between the size of bonus payments and performance.

# data[].attributes.body
INTRINSIC MOTIVATION & EXTRINSIC MOTIVATION
Intrinsic motivation comes from within, while extrinsic motivation arises from outside. When you're intrinsically motivated, you engage in an activity solely because you enjoy it and get personal satisfaction from it. When you're extrinsically motivated, you do something in order to gain an external reward.

# data[].attributes.body
The belief in equity theory is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. Theory predicts that people will weigh up what action will cost them in terms of benefits it will produce.
The key proposal of this theory is that workers compare themselves with other workers in similar posts to check the fairness or the equity of their own positions. When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and demotivation.
Employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. T

# data[].attributes.body
He proposes that workers are rationale beings whose decison making is guided by logical thought processes in which potential costs and rewards play a significant role. The theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximise pleasure and to minimise pain.
-Vroom realised that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

-He stated that effort, performance and motivation are linked in a person's motivation.

-He uses the variables Expectancy, Instrumentality and Valence to account for this.

MOTIVATION =expectancyXinstrumentalityXvalence

# data[].attributes.headline
GOAL SETTING THEORY - Edwin Locke (1960's)

# data[].attributes.subject
GOAL SETTING THEORY - Edwin Locke (1960's)

# data[].attributes.body
The goal setting was a key motivator in getting people to work hard and improve their performance. Locke and Latham suggest that specific goals produces higher levels of performance than setting vague goals. Goal setting theory provides guidance on how to set goals and these are based on 5 key principles which are referred to as 4Cand 1 F.
1- Clarity- goals should be clear.
2- Challenging- goals should be relevant.
3- Complexity - goals must be achieveable with a specific duration.
4- Commitment- goals must be understood and accepted.
5- Feedback- goal setting must involve feedback on task progress.

# data[].attributes.body
Cognitive theories of motivation seek to explain our behaviors as a product of the careful study and active processing and interpretation of information received.

Assumptions
Proponents of cognitive theory of motivation assert that our expectations guide our behaviors, usually, in ways that would bring about desirable outcomes.
Cognitive motivation is believed to be rooted on two basic factors:

The first factor involves information available to us. Initially, we will process a situation based on whatever input is immediately available to our senses.

The second factor involves our past experience, which we refer to when we try to make sense of information presently available and in determining how to respond or relate to the current situation.

# data[].attributes.headline
Theory of Achievement Motivation- McClelland (1965)

# data[].attributes.subject
Theory of Achievement Motivation- McClelland (1965)

# data[].attributes.body
The theory proposes that there are different needs that motivate people and that these diffrences are measurable. Three types of needs are identifiied in this theory.
1- Need for Achievement- The need to get things done, to achieve things, to be a success. People who have high need for achievement (N-Ach) will be driven to succeed and are highly motivated by challenges and appraisals.
2- Need for affiliation- The need to be liked by others, to be accepted as part of a group, to put effort into developing and maintaining social relationship.
3- Need for power- The need to have influence and control over others.

# data[].attributes.body
It is a revision of Maslow's Need Theory. It categorises needs into 3 basic levels.
1- Existence Needs- The basic survival needs.
2- Relatedness Needs- The social and self esteem needs. Alderfer proposes that the self-esteem needs can be divided into two: external and internal and our need for relatedness satisfies the external element of our self-esteem needs.
3- Growth Needs- The needs related to self-development and advancement.

# data[].attributes.body
Acc. to Malslow the basic human needs need to be satisfied before we can proceed to higher order need. He claimed that all needs of humans are arranged in a hierarchy. The original hierarchy lists five needs, it starts with the physiological needs, safety needs, social needs, self-esteem needs and self- actualization need. Only when lower order needs are satisfied can an individual move to higher order needs.
The updated model now has 8 levels, the 3 new levels incorporated in his theory are cognitive needs, asthetic needs and transcendence needs.

# data[].attributes.body
1- Need Hierarchy Theory- Abraham Maslow.
2- ERG Theory or Three Need Theory of Motivation- Clayton P. Alderfer.
3- Theory of Achievement Motivation- David McClelland.