Introduction In the world of rapid changing environment and globalization, for an organization to compete favourably and competitively, the

performance of their employees goes a long way in determining the success of an organization (Ajila and Abiola 2004 ! "oth public and private sectors organizations are putting increasing attention on human resource management to maintain and motivate its most valuable and worthy assets, the employees! According to #atalini (20$2 , organizations are ta%ing more of a proactive stance towards ensuring employees are satisfied with their place of employment and feel a level of commitment and connection to employers! "ac% then, employee satisfaction is often not a primary focus of an employer! &rganizations routinely focus on finances, production, and pleasing customers and neglect the impact their actions or lac% of action has on employee satisfaction! 'he conse(uences may be seen in products or services that are not up to standards and an increase in turnover and increase in cost for employers! )ence, finding the right balance between employee satisfaction and its enhancement of employee motivation and performance is imperative as it will have positive effects on several aspects of an organization, including lowering turnover rates and increasing productivity and profit! 'he use of rewards has been found over the years to be one of the management tools in the organization to increase job performance! "esides, it is common to offer employees attractive, lucrative and competitive remuneration pac%ages! *or e+ample, an attractive reward pac%ages has been a norm of any employment contract! 'hese have a direct lin% or inter,related to improving employees- job competency, retaining high achievers and finally achieving the organizational performances and goals (.ansor, "orhannudin and .ohd /usuf 20$2 ! "esides, performance of employees in any organization is important not only for the growth of the organization, but also for the personal growth of the employees (Ajila and Abiola 2004 ! 'he rewards systems for employees are now closely connected to the performance measurement indicators of an organization! If the rewards does not commensurate with their performance, this will lead to low motivation and high attrition, which eventually affecting the service delivery (0abiha, 'hum and 1ardana, 20$2 ! )ence, rewards are very important to ensure that ade(uate

and reasonable reward pac%ages can significantly increase motivation of employees to increase wor% performance! 2enerally, a reward is given in return for good wor% or in recognition of merit or for performance of a service rendered! .c#ormic% and 'iffin ($343 suggested that rewards can be either intrinsic or e+trinsic! Intrinsic rewards classified as rewards that are inherent in the job itself! 5mployee feels satisfied and enjoyed when tas%s are completed successfully or attain his goals! &n top of that, intrinsic reward is also referred as 6psychological7 rewards! 5+amples of intrinsic rewards are opportunity to use one-s strength, a sense of achievement from completing the job, challenging roles, receiving appraisal, and positive recognition and appreciation towards one-s effort, and last but not least being treated in a caring and respected manner! &n the other hand, e+trinsic rewards are those that are e+ternal to the tas% of the job, such as pay, wor% condition, fringe benefits, security, promotion, contract of service, the wor% environment and conditions of wor%! 1uch tangible rewards are often decided at the organizational level, and it is not within the control of individual employees! Ajila and Abiola (2004 suggested that for an individual to be motivated and commited in his job, there must be a need that the individual would have to perceive a possibility of satisfying oneself through some rewards! *or instance, if the wor%s inherently contains elements that is satisfying, individual will feel intrinsicially motivated and will be motivated to complete his job! 8i%ewise, if the individual perceives that he could gain e+ternal rewards from completing the job, he will be e+trinsically motivated and committed in accomplishing the job! Problem statements As it-s a %nown fact that employees- performance can be improved by increasing motivation, deciding which type of rewards to motivate employee is of important to bring the best out of the employee! )aving stressed the importance of a good remuneration policy on the performance of employees and the different %inds of reward that can influence employees to perform better on a job, it is relevant that employers are committed to put in place appropriate incentive plan that will motivate wor%ers to be more purposeful and improve their job performance! .a%ing sure to %now what motivates the employees is the mar% of an enlightened leader, and rewards policy need to have the fle+ibility to be tailored to fit the needs of individuals

and the organization! As rewards management has been a crucial to determine success of an organization, it is essential to comprehend what type of rewards, either intrinsic or e+trinsic, can be used in today wor% dynamics to motivate employees to improve job performance!

Objective of the study 'he objectives of this study are to determine the relationships between intrinsic rewards and e+trinsic rewards on job performance, as well as to e+amine the most effective types of rewards that may improve job performance! 'he following are the topics that we will be discussing in the study 9, $! 2! :! 'o discuss the relationship between intrinsic rewards and job performance! 'o discuss the relationship between e+trinsic rewards and job performance! 'o e+amine what are the most effective types of rewards to towards improving job performance! Literature Review Job motivation and reward system 2ood remuneration pac%ages have been proven over the years to be one of the policies that organizations adopt to increase their wor%ers performance and thereby increasing the organizations productivity! &rganizations offer intrinsic and e+trinsic rewards to members for the purpose of improving human resources outcomes (.ahaney and 8ederer, 200; ! 'he reward system should be aligned to motivate employee performance that is consistent with the organization-s strategy, attract and retain people with the %nowledge, s%ills and abilities re(uired to realize the organization-s strategic goal, and create a supportive culture and structure (Allen and <illman, 200$a ! =eward systems are strategically designed when rewards are lin%ed to activities, attributes and wor% results that support the organization-s strategic direction and that foster the achievement of strategic goals! 1uch lin%ages can lead to improved s%ills and %nowledge, fle+ibility, commitment, retention and productivity ()oward and >ougherty, 2004 ! =eward systems are li%ely to have a direct effect on the direction of employees- individual attention and effort ("amberger and 8evi, 2003 !

=ewards that an individual receives are very much a part of the understanding of motivation! =esearch has suggested that rewards now cause satisfaction to the employees and it directly influences the performance of the employee! 8awler ($3?@ concluded that factors influence the performance with regards to wor%! *irstly, it depends on the amount received and the amount the individual feels he or she should receive! 1econdly, comparison to what others collect influences peoples performance, and thirdly, and employee-s satisfaction with both intrinsic and e+trinsic rewards received affects overall job performance! *ourthly, people differ widely in the rewards they desire and in the value they attach to each! And the firth, that many e+trinsic rewards satisfy only because they lead to other rewards! 'he observations above suggest the need for a diverse reward system! 0umerous rewards systems operate within organizations! It is seen in the literature that reward practices of businesses are mostly analyzed under the classification of intrinsic and e+trinsic rewards (.ahaney and 8ederer, 200; ! Extrinsic Rewards =emuneration factors that are e+ternal to the job such as pay, wor% condition, security, benefits, promotion contract of services and wor% environment are e+amples of e+trinsic rewards (.ansor et!al 20$2 that employees can find very motivating, and to be most effective should be provided fairly, strategically, and lin%ed to performance! "onuses, raises, paid vacations and promotions are also included in here! Arofit sharing, tuition reimbursement and paid or unpaid leave to pursue further education are practiced by some businesses as additional strategies in determining job satisfaction! 5+trinsic rewards drive employee-s morale and the rewards distribution has always loomed large in corporations particularly in tune with performance appraisals in present eras of globalization (>atta 20$2, Appelbaum et al!, 20$$ ! A research article by Ben%ins, 2upta, .itra, and 1haw ($33? showed that providing e+trinsic rewards motivate in enhancing wor% performance! 'he study was conducted using a meta,analytic review of empirical research, and the goal behind the study was to determine whether monetary rewards or gifts and material items were more apt to increase motivation and productivity amongst employees! *rom the results of this meta,analysis study it is %nown that e+trinsic rewards do correlate with a higher level of performance and outcomes from employees see%ing to obtain the rewards! >ata concluded that an increase in activity ranged from 24C to

@4C, showing a positive correlation between e+trinsic rewards and increased (uantity! .aterial rewards were more effective in increasing performance, but monetary offerings also had a positive effect and increase in performance! 'he meta,analysis study completed by Ben%ins et al! ($33? does indicate that e+trinsic rewards based on material items and monetary compensation can increase employee performance, but it is important to point out that the study does not prove that employee satisfaction and motivation are maintained for the long term and will sustain at a high level if the material and monetary enticements are not continuously offered! 'he research studies show that e+trinsic motivators can improve performance and satisfaction of employees in a variety of jobs and roles! It is important to also e+plain that there may be a direct relationship between how e+trinsic rewards are structured and presented to employees, since the approach can have either a positive long,term effect on motivation and performance or the opposite effect and cause feelings of unfairness among employees, which will lead to job dissatisfaction and decreased motivation! An article titled 62etting D.ore "ang for the "uc%-9 1ymbolic Ealue of .onetary =ewards in &rganizations7 (.ic%el F "arron, 200? discussed that to increase motivation and satisfaction it is important to set up an e+trinsic reward system! 1ymbolic value can be e+plained as the meaning associated with the monetary or material reward! 'he effects of the reward system may have negative results if the system set up to decide who receives rewards and how they are dispersed is seen as flawed by employees! 'he article suggests that when designing a system there are several factors need to be considered to ensure its intentions of motivating employees through e+trinsic satisfaction! *airness issues must be considered! According to e(uity theory and distributive justice, employees must feel that the reward is fair and e(uitable! &bserving a fair and honest practice to determine who receives the reward is very important! 1everal aspects of employee roles and performance are considered rather than just be based on a sole category such as attitude or performance! Bust by having high output of performance although not a team player or displays a negative attitude in the wor%place, that person-s receipt of the reward may cause other employees to view the reward practice as not fair! 'herefore where the reward might have had a direct motivational effect on one employee, it indirectly might cause a decrease in satisfaction and motivation for a group of employees! )ence, factors such as who is presenting the reward, why the rewards are distributed, how they are distributed,

and who receives them and why are important distribution practices in the success of e+trinsic reward programs! 'he article discussed the importance employees feel when rewards are given by high,up e+ecutives and in a setting where they feel recognized by many at the wor%place! "ergum and 8ehr-s ($3;4 study, which investigated the influence of monetary incentives and its removal on performance, showed that the subjects in the e+perimental group who received individual incentives performed better than those in the control group! >aniel and #aryl ($3?$ study was designed to e+plore the ability of the investment model to predict job satisfaction and job commitment! 'he result showed that job satisfaction was best predicted by the reward and cost value of the job! And job commitment on the other hand was best predicted by a combination of rewards, cost values and investment size! 5+trinsic are concrete rewards that employees can find highly motivating, and to be most effective, rewards should be provided fairly, strategically, and tied to performance! It remains significant for wor%ers as pay is an important consideration for most wor%ers in accepting a job, and unreasonable pay can be a strong de,motivator! 'he creativity of movie and short,story titles developed by two groups of preadolescent students were compared by 5isenberger and =hoades (200$ 9 one group was rewarded during a prior training tas% (generating creative uses for common objects and another group was trained but received no monetary rewards! =esults indicated that students who received money during the initial training tas% compared to individuals who received no money developed more creative titles! In another study, 5isenberger and =hoades e+amined whether college students with the promise of a financial reward could generate more creative short,story titles! =esults showed that the students who were promised money produced more creative than the titles of students who were not promised rewards! Individuals- feelings of personal control may be enhanced, thereby boosting levels of intrinsic motivation and creativity with the presence of e+trinsic rewards!

5ffective rewards management influence employees- affective commitment, motivation and subse(uent high organizational performance and this are clearly reflected in practice

e+amples! 2oogle, for e+ample, was ran%ed 4th in *ortune-s 'op $0 "est #ompanies to wor% for, branding it as one of the most desirable employers worldwide (#00 .oney, 20$$ ! #ompany reports indicate a high rate of employee satisfaction, low employee turnover and high organizational profitability! "oth monetary and non,monetary rewards are incorporated in 2oogle-s employee management and retention strategies! 2oogle employees receive an average salary of G?; ?00 a year, as compared to an average of G2$ @00 in the H< private sector (=upert, 20$$ ! "esides, 2oogle-s reward management strategy includes fle+i,time and a wor% environment in line with changing wor% patterns that promotes employees- wor%,life balance! 2oogle has created specialized wor% environments where its employees are encouraged to spend 40C of their time on core business tas%s, 20C on projects related to the core business and $0C on any pet projects unrelated to the core business ('he 2oogle #ulture, 20$$ ! 'his serves to boost employees- competitive intrinsic motivation, as well as rewards and job satisfaction while help 2oogle to improve business operations and ma+imize financial opportunities! Aer%ins($3?? suggested that individuals who are intrinsically motivated see% opportunities to solve boundary,pushing challenges, demonstrate high levels of commitment to their organization and are thus less li%ely to leave the employment relationship and this being one of the 2oogle-s strategy! )ence, we can conclude that when applied the rewards in the right way they can generate significant results! Intrinsic Rewards Intrinsic reward is intangible reward or recognition that an individual received from performing meaningful wor% and did it well! .c#ormic% and 'ifflin ($343 pointed out that intrinsic reward is defined as stems from rewards inherent in the job itself and which the individual enjoys as a result of successfully completing the tas% or attaining goals!

In another article by Ajila and Abiola (2004 , intrinsic reward are defined as Dpsychological rewards- and the e+amples of intrinsic rewards are opportunity to use one-s

strength, a sense of challenge as well as achievement, receiving appraisal, positive recognition, and being treated in a caring and considerate manner! =efer to earlier research article by Ajila ($334 , an e+trinsically motivated person is committed for e+ternal rewards! )owever, an intrinsically motivated individual will be committed for inherent job contains tas%s that are rewarding! )er article further suggested that to maintain motivation in a wor% situationI there must have both 6need7 and 6drive7 to perceive the possibility of reward satisfaction! 'here is another study by <enneth 'homas (2003 on the important benefits of the intrinsic reward to an organization! 'he results showed that retention by %eeping the people who are energized and self,managing, intrinsic rewards are strong predictors! 'he employees with high levels of intrinsic rewards will eventually become informal recruiters and mar%eters for their organization because they will recommend the organization to friends as a place to wor% and its products and services to potential customers! "esides, intrinsic rewards are identified as sustainable and healthy source of motivation for people! 'his is because of intrinsic motivation is very much self,sustained and hard to wear off! "eswic% (2004 observed that some people participate more out of interest in a tas% than others! Jhile some gain satisfaction mainly from which performance on the tas% leads to physical rewards! )e pointed that intrinsic motivation is defined as a process of satisfaction in which the rewards come from carrying out an activity rather than the outcome of the activity! )e commented that rewards being intrinsic to a tas% rather than being a means to an end that is rewarded or satisfying! Jhen people are intrinsically motivated, they tend be more alert of a wide range of events, while giving careful attention to complications, inconsistencies, novel events and unforeseen possibilities! 'hey re(uire more fle+ibility to ma%e decisions, to ac(uire new information, and have an appreciation of well finished and integrated products, all of which may lead to more in,depth learning and more creative outcomes! In his view, intrinsic motivation is regards to be appetitive, and new information will further add on to the appetite! *or instance, underta%ing a scientific research project can satisfy personal development goals while at the

same time intrinsically rewarding in oneself! 1atisfaction achieved from such incentives is seen to be intrinsic to the person rather than to the tas%! In overall, the intrinsic rewards will create self,sustained and a strong form of motivation for both employees and organization! 'his %ind of motivation is strengthening on the employeesshared desire on their wor% which will ma%e an e+cellent contribution to meaningful reasoning, so that they will be very much performance,driven! It represents self,management and professional development demanded by younger wor%ers! *urthermore, intrinsic rewards will ma%e a person more independent! Discussion 5mployees are the most important assets of an organization! &rganizations that have the ability to identify the best reward system for its employee will not only able to attract and retain employees but also motivate them to achieve organization-s goal! Intrinsic and e+trinsic reward system is to encourage desired employee behaviors to ensure the success of human resource strategies! 'herefore, it is crucial that organizations design and deploy a suitable reward system that complement human resource strategies and fits the business competitive strategy! Hsing the business competitive strategies as described by Aorter, we identify the attributes of the competitive strategy selected and then deduce a suitable human resource strategy (innovation,oriented, contribution,oriented and commitment,oriented ! 'o support the human resource strategies and facilitate the implementation of the business competitive strategy, an appropriate reward system (intrinsic reward, e+trinsic reward, combination of both is finally determined!

#ompetitive strategy

&verall leadership

cost >ifferentiation

*ocus

)uman resource strategy =eward systems

#ontribution,oriented e+trinsic reward

Innovation,oriented intrinsic reward

#ommitment,oriented #ombination of

intrinsic and e+trinsic 'able $9 'he strategic fit between human resource strategies, reward systems and competitive strategies An organization that implements differentiation as competitive strategy emphasize on delivery of highly customized and uni(ue product or service! 1uch product or services are highly valued by customers thus organization enjoys a strong loyalty sentiment from customer! #ustomers do not mind paying a premium price for such uni(ue and high (uality product or services! 'he success factor of differentiation strategy depends on the organization-s ability to cultivate creativity and innovation among its employees to provide high (uality product or services! 'herefore, an organization that implements differentiation strategy should use innovation,oriented as its human resource strategy! &rganization that implements differentiation strategy produces high (uality product or service via e+tensive research and development activities! 'his includes the use of sophisticated machinery or latest technologies to be able to produce product or services that satisfies customer-s e+pectation! 'herefore, organization must reward employees that have such s%ill set and innovation! Intrinsic reward system is the best fit to reward employees in an organization that practices innovation,oriented human resource strategy! "y offering intrinsic rewards, employees will be more motivated to develop their creativity and innovation! Intrinsic rewards such as fle+ible wor% schedule as employees becomes more (ualified in their wor%! Aroviding recognition and human capital,based pay to outstanding employees will also motivate them to produce high (uality product and services that eventually increases organization-s reputation! &rganizations that implement competitive strategy of cost leadership strategy will always try to lower production cost and aim to be the lowest cost producers in the industry! #ustomer

will stable demand of products and services with reliable (ualities! 'here will be less management discretion to monitor the production of product and services! resource strategy! &rganizations that implements competitive strategy of cost leadership strategy need to continuously reduce costs and achieve more economies of scale! 1uch strategy re(uires a human resource strategy of contribution,oriented because more weight needed to be applied to first,line producers and sales personnel! &nly through this way, they will boost their performance or productivity to bring in more sales or reduce wastage in productionKoperational processes! An e+trinsic rewards system complemented by contribution,oriented will ensure success of organization implementing cost leadership strategy! &rganizations that implements focus competitive strategy will concentrate its resources to a niche or specific segment mar%et! Although focus competitive strategy concentrate on a niche mar%et, the organization will strive to achieve differentiation or cost advantage in that niche mar%et! &rganizations that successfully implement focus competitive strategy will enjoy high customer loyalty and prevents competitor from competitor from entering the niche mar%et! &rganization needs highly e+perienced employee to produce products and services within that particular niche mar%et! 'herefore, an organization that implements competitive strategy of focus will have commitment,oriented human resource strategy! *ocus strategy can be cost,focused or differentiation,focused! &rganizations that adopt competitive strategy of focus need to offer a positive reward system that include combination of e+trinsic and intrinsic rewards in order to retain e+perienced employees and cultivate their commitment to the organization! 'his includes e+tra annual leaves, sponsored company trips, employee stoc% options scheme, job security, letter of appreciation and fle+ible wor%ing hours! 'herefore, organization that adopt overall cost leadership strategy should use contribution,oriented human

Interviews

After interviewing few employees at Astro, we concluded that Astro is implementing *ocus strategy whereby Astro position itself to serve target mar%et segment by offering differentiated 'E channels to meet customers- s needs! At the same time, Astro strategize to be the low cost provider within its broadcasting industry due to economies of scale! Je found out that the company is implementing commitment,oriented human resource strategy whereby it focuses on both 5+trinsic and Intrinsic rewards to motivate and retain its employees! .ost of the Astro employees that were interviewed from various departments in Astro such as production, mar%eting, censorship, programming, and customer service agreed that their pay is at least on par with mar%et rate, if not better! "esides, we also found that most of the customer service officers are fresh entrants and they feel satisfied and enthusiastic with the starting salary of =. 2,@00! &n top of that, fresh entrants are also able to get &' allowance when usually not the case in other companies! According to them, Astro provides a better per%s than other .0#s whereby under the e+trinsic rewards, apart from the basic pay, Astro e+tend the employee benefits by providing medical care, group insurance, 51&1 etc! *urthermore, some employees from production department claims that the fle+i wor%ing hours allowed in Astro provide them a wor%,life balance! 'he censorship department staffs also added that they enjoy wor%ing on shift and they only wor% for 4 days in a wee% with : days off! Astro offers its employees opportunities to learn new s%ills set in their wor%s! According to the production team, theyLre very proud to be in the team as they are the first person to learn new technology in the movie ma%ing or television program producing industry! 'his helps Astro employees to %eep pace with the latest technology and %nowledge in the rapid changing broadcasting environment! In turn, the employees are more willing to ta%e,up the challenges in wor%, for e+ample setting new program with new technology, i!e! )> programs! 1ome programming staffs commented that they are happily attached to Astro as they get to ac(uire new %nowledge and s%ills from various training, namely *irst Aid, *ire 5scape, #1= etc! that are provided free to Astro employees! 'hey claim that itLs an annual routine for all the staff to comply the training re(uirements and the trainings are beneficial and informative to them! Recommendation/ onclusion

'his study showed that intrinsic and e+trinsic rewards are effective towards improving job performance! In today-s highly competitive world, organizations that able to deploy the right rewards system will drive wor%er-s performance and motivate wor%ers in achieving achieve organizational goals! 'his study serves as a framewor% for organizations to select appropriate reward systems tailored to the specific circumstances of the organization, with reference to the competitive strategy and human resource strategy selected! &rganizations that deploy differentiation as competitive strategy should use innovation,oriented as human resource strategy and intrinsic reward system would be suitable! &rganization that deploy overall cost leadership as competitive strategy should use contribution,oriented human resource strategy and e+trinsic reward system! 8astly, organizations that deploy focus competitive strategy should use commitment,oriented human resource strategy and a combination of both e+trinsic and intrinsic reward system to get the best from its wor%ers!

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