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Chapter 1

The Problem and Its Setting

Introduction

Reward and recognition are well-known as an honor that is given to every employee who

deserve to be recognized for their work or service and grant someone’s effort. The advantages of reward

and recognition are that employees are more motivated to their work and improve themselves to achieve

promotion. A reward highlights the respect for the employees who are working for the extra mile to

stimulate fellow employees to show off their skills and eagerness, to be more productive in a respectful

way. Well-recognized employees have more drive and determination, better work relationships,

improved personal standing, and stronger connections to their company. Furthermore, employees

receiving strong recognition are much more likely to generate innovations and increased efficiency at

work. Impressively, employees report that recognition is more effective at increasing their engagement,

performance, and innovation than an added bonus of five percent of their salary

Every employee deserve to be rewarded because it is priceless, these motivate and satisfy

employees to enhance their work, loyalty and generates greater success for the business. Usually, if

employers failed to reward employees it will instantly affect employees’ performance to their task.

Paying employees for their productivity has been the foundation of business development according to

Armstrong and Taylor (2010), “Performance is defined as behavior that accomplishes the result.”

Reward is a positive boost that can be shown in the process of externaling behavior, appropriate

recognition is a great motivation and satisfaction to every employee. Negative effects may also come but

positives are more often than negatives. Rewards and recognition easily activate every employee to

apply new skill, and to be more productive than before.

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If an employer is a great motivator, motivation and satisfaction of employees can level up

considering good communication. We all know that the completion of every business objectives largely

depends on employees. Therefore, it is really important to identify how employers improve and motivate

their employees because nowadays, human assets are important for any business in order to get a

successful result. Starting capital can easily get back once employees are doing well in their assigned

jobs. Employees advantage is that they wouldn’t look for another job instead they will do their very best

to prove that they deserve extra reward and recognition.

Conceptual Framework

The researchers were the students of St. Augustine’s School, Grade 12 – ABM, decided to study

this problem because they want to know the impact of Reward and Recognition Programs on

Employees’ Motivation and Satisfaction.

Indicate the major factors that affects
the employees
Effects of major factors on the
Motivation employees
Recipient of the effects of the major
factors

Recognition Reward
Employees

Satisfaction

This figure shows the research paradigm of the study on how recognition and reward create

motivation and satisfaction for the employees.

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Theoretical Framework

Maslow’s Hierarchy of Needs, as people grow and mature, they aspire to “move up the ladder”

in fulfilling their needs. There are two types of needs: Higher Order Needs and Lower Order Needs. In

Higher Order Needs: Self Actualization, highest need levels, need to fulfill oneself to grow and use

abilities o fullest and most creative event; and Esteem, needs for esteem of others: respect, prestige,

recognition, need for self-esteem, personal sense of competence, mastery. In Lower needs: Social, need

for love, affection, sense of belongingness in one’s relationships with other person; Safety, need for

security, protection, and stability in the physical and interpersonal events of day-to-day life; and

Physiological, most basic of all human needs, need for biological maintenance; need for food, water, and

sustenance.

Herzberg’s Two Factor Model, there 2 factors which are Motivational and Maintenance Factors.

In Motivational Factors, a person can be motivated by work itself, achievement, the possibility of

growth, responsibility, and recognition. In Maintenance Factors, motivation is sustained by status,

quality of supervision, relations with subordinates, company policies, working conditions, and

compensation.

David McClelland’s Theory studied the needs of self-motivated achievers by 10% of the

employee population. High achievers are motivated by high but realistic goals. It is possible to build

achievements traits into jobs by including personal responsibility, participation in setting goals, and

timely feedback on performance.

Elton Mayo’s Theory favored small workgroup for motivating workers. Social relationships and

pressures drive individual performance. Individual has a need for recognition, security, and sense of

belonging – these are more important than “Physical Conditions.”

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Statement of the Research Question

The study aims the researchers being the students of St. Augustine’s School, Grade12 - ABM,

decided to study this problem because they want to know and help improve the system of companies on

how to satisfy and motivate using reward and recognition.

Specifically, it aims to answer the following:

1. What is the profile of respondents in terms of:

1.1 Company’s Name

1.2 Years of Service

2. What are the problems encountered by respondents in terms of reward and

recognition in their job?

3. Is there a significant difference in The Rewards and Recognition Programs on

Employees’ Motivation and Satisfaction?

Significance of the Study

The study is significant to the following:

1) ABM Students- This study is significant to the ABM students because it is business

related and they can use it as an additional reference for their subjects.

2) Employees- This study is significant to the employees since they are the main

components of the research topic.

3) Employers- This study is significant to the employers so they will know how to

encourage their employees to do better at work, motivate and satisfy them.

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4) Fellow Researchers- This study is significant for it can be used as a basis for their

related research.

Scope and Delimitation

The study focuses to know and help improve the system of companies on how to satisfy and

motivate using reward and recognition. This research does not include the study of age, sex, and position

and it effects on the satisfaction and motivation of employees.

Definition Terms

1. Reward System - reward system refer to programs set up by a company to reward performance

and motivate employees on individual and/or group levels.

2. Recognition - recognition programs are often combined with reward programs they retain a

different purpose altogether. They are intended to provide a psychological—rewards a financial

—benefit.

3. Employer - it is not only their job to hire employees to do the job and pay their salary, but it is

also their job to make sure that the employees are in good condition and is satisfied with their

jobs.

4. Tenure- recognition for employees’ years of service.

5. Voluntary Turnover rates - one of the biggest problems of business CEOs where good employees

leave on their own.

6. Appreciation - rarely done by most employers thinking that it’s not needed since their employees

are only doing their jobs.

7. Top-Down Appreciation – appreciation from the boss towards the employee.

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8. Payroll - spent on recognition awards like gold watches, pins, thank-you awards, plaques etc.

which is a huge market consisting of $46 billion.

9. Employee reward systems - refer to programs set up by a company to reward performance and

motivate employees but normally considered separate from salary.

10. Employees Underappreciated - employees feeling underappreciated often decides to renew

resumes and leave their jobs.

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Chapter 2

Review of Related Literature

This chapter shows related concepts and studies on the impact of reward and recognition system

towards the employees. These kind of literature state information about rewards and recognition and

how they affect the motivation and satisfaction of employees. These concepts are used as references by

the researchers to have a deeper understanding of their subject.

Study

As an employer, it is not only their job to hire employees to do the job and pay their salary, it is

also their job to make sure that the employees are in good condition and is satisfied with their jobs.

International Journal of Business and Management of 2010 completed a study that shows “there is a

significant relationship between work itself and works motivation and satisfaction.” This means that

more recognized the employees are, the more they perform well. According International Journal of

Business and Management of 2010 it says that motivated employees tend to be friendlier with co-

workers, and cooperative stating that they feel like they can live better in the environment where their

work is secured and appreciated. It also says that they feel more pride in their work when they are

recognized.

Appreciation from work is rarely done by most employers thinking that it’s not needed since

their employees are only doing their jobs. According the International Journal of Business and

Management of 2010 shows that this conflict can be solved by simply showing appreciations towards
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the workers even through simple gestures like asking for their personal problems and trying to listen as a

friend.

According the International Journal of Science and Research (IJSR) shows the results of in

survey done in India showing 46% of the respondents strongly agree that employee’s performance

increases after rewards and recognition. This means that there is a strong relationship between the

employees’ performance and the appreciation of their works. Also, 36% of respondents felt that the

major benefit that the company earns from giving out rewards and recognitions are the increase in the

level of performance. These results shows the high significance of rewards and recognition on the

satisfaction and motivation of the employee resulting in an increased rate of performance.

According the Forbes released their study results on their comprehensive research project on

employee recognition showing that “organizations that give regular thanks to their employees far

perform those that don’t. They said that 1-2% of payroll is spent on recognition awards like gold

watches, pins, thank-you awards, plaques etc. which is a huge market consisting of $46 billion. Their

study shows 87% of the recognition programs are allotted on tenure, which is a recognition for

employees’ years of service. This system is futile since only 58% of employees know that this program

exists. On the other hand, the study on the re-engineered recognition program showed a huge impact on

business performance. It showed that “recognition-rich culture” results to a big impact on the voluntary

turnover rates which is one of the biggest problems of business CEOs where good employees leave on

their own.

Forbes published a list of 5 best practices o the recognition:

1. Recognize people based on specific results and behaviors.

2. Implement peer to peer recognition – not top down.

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3. Share recognition stories.

4. Make recognition easy and frequent.

5. Tie recognition to your own company values or goals.

According to Forbes recognition should not only be done by executives but by the whole organization.

Their research clearly shows that top-down recognition is not effective but it is the peer to peer

recognition by people they work with every day.

Concept

According to the inc.com rewards and recognition systems are often used interchangeably but

should be considered separately. Employee reward systems are referred to programs set up by a

company to reward performance and motivate employees but normally considered separate from salary.

There is a key point to consider when making a reward program:

• Identification of company or group goals that the reward program will support

• Identification of the desired employee performance or behaviors that will reinforce the

company's goals

• Determination of key measurements of the performance or behavior, based on the

individual or group's previous achievements

• Determination of appropriate rewards

• Communication of program to employees

The entrepreneur designing a reward program must identify company goals to match the standards and

accomplish the targets.

Inc.com states types of rewards which are the variable pay, bonuses, profit sharing, stock

options, and group-based rewards.

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Recognition rewards are more of an extra effort from the side of the entrepreneur even as most

employees seek monetary rewards, recognitions help motivate them. Recognitions become ways of

motivating employees for entrepreneurs without big income or profit. As Patricia Odell said, “Cash is no

longer the ultimate motivator.”

Recognitions help the employees feel more appreciated with their loyalty and good work. In a

study, it was found that non-cash awards work better at reinforcing values and cultures within the

company or organizations.

According to Company Culture by Dave Anderson employees feeling underappreciated often

decides to renew resumes and leave their jobs. Recognitions help employees be motivated and happy

knowing their hard work isn’t going unnoticed. In an infographic, he said there’s a 28.6% lower

frustration level for companies with strategic recognition programs. He said the best way to keep good

employees as assets is to have good recognition.

Hrinasia.com states companies do everything they can to keep employees and their key talents

for the benefit of their business. Since employees help achieve the financial independence of the

company they take time to reward and recognize their efforts. Some of the benefits of employers in the

Philippines offer the following:

- Educational Packages

- Travel Packages

- Bonuses and Profit Sharing

- Home Improvement and Grocery Reimbursements

- Career Management Programs

- Sports Activities
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- Gymnasium

- Social Functions

- Leave Conversions

- Meal Allowance and Subsidised Benefits

- Mandatory Benefits

Synthesis

Employee reward systems are referred to programs set up by a company to reward performance

and motivate employees but normally considered separate from salary. Appreciation from work is rarely

done by most employers thinking that it’s not needed since their employees are only doing their jobs.

Employee’s performance increases after rewards and recognition mean that there is a strong relationship

between the employees’ performance and the appreciation of their works. The major benefit that the

company earns from giving out rewards and recognitions are the increase in the level of performance.

Recognition should not only be done by executives but by the whole organization. Motivated employees

tend to be friendlier with co-workers, and cooperative stating that they feel like they can live better in

the environment where their work is secured and appreciated. It also says that they feel more pride in

their work when they are recognized.

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Chapter 3

Research Methodology

This chapter presents the research methodology used by the researchers, the respondents and the

instruments used in gathering. The construction and validation of the instrument, sampling technique,

administration and retrieval of the questionnaire and the statistical treatment of data are also presented.

Research Design

The descriptive questionnaire method of research is claimed by Calmorin (2018) is appropriated

where the object of any class vary among themselves and one is interested in knowing the extent to

which different conditions obtain among the objects. The word questionnaire signifies the gathering of

data regarding present conditions. The survey has to do with two things: (1) to prove the values of fact

and (2) to focus attention on the most important things to report.

Research Locale

The presented study will be conducted businesses at the St. Augustine’s School, Inc during the

school year 2018-2019. This institution is located in Zone 4, Rizal Street Iba, Zambales.

Mission
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St. Augustine’s School is a dynamic Catholic Institution committed to provide excellent and

holistic formation by nurturing individuals to become Christ-centered and globally competitive agents of

social transformation.

Vision

We envision an excellent Catholic Educational Institution of spiritually enriched individuals,

equipped with 21st century, learning, research, and social skills, empowered stewards of the environment

and purposive advocates of alliances.

History of St. Augustine’s School

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The St. Augustine’s School is an educational institution administered by the Congregation of

Sisters of St. Paul of Chartres of French origin, in the Philippines. During the latter half of 1961, Fr.

Denis Egan of the Society of St. Columban, Parish Priest of Iba, in consultation with Bishop Henry

Byrne .D.D decided to open a Catholic School in Iba. It was also decided that it begins with

Kindergarten, Grade 1, 2 and 3. Each year would see the addition of grade level until the elementary and

High school grade levels are completed. Because there were already two public High Schools and

several public Elementary Schools in Iba, it was felt that the only hope of success was to give quality

education, and Bishop Byrne brought all the pressure he could on the Provincial Superior of the

Congregation of Sisters of St. Paul of Chartres Mother Charles de Jesus open the foundation in Iba,

Zambales.

Respondents of the Study

The respondents will be 50 persons of people, St. Augustine’s School Iba, Zambales, done by the

researcher S.Y 2018-2019. The respondents are from Iba, Zambales, which was randomly selected

through convenience sampling technique.

Research Instrument

The questionnaire-check list is considered as the main instrument to be used in the study. It

designed by the researchers themselves and anchored to the problem. It is composed of three main parts:

(1) composed of the checklist where filled-up by the respondents giving information of their profile such

as name to be optional, years of service and business name (2) What are the problems encountered by

respondents in terms of reward and recognition in their job? (3) Is there a significant difference in The

Rewards and Recognition Programs on Employees’ Motivation and Satisfaction?

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Validation of Research Instruments

The draft of the questionnaire is constructed by the researching using general format and rating

scale pattern after Likert Scaling after the panel of experts has validated the questionnaire. Adjustment

further refinement is made with the assistance of research adviser before the reproduction of the final

copies of the questionnaire is done.

Sampling Technique

The researcher will use the stratified sampling technique in the selected officially coming from

Iba, Zambales. The researchers seek the assistance of 50 as the parameter sample of the respondents.

Table 1 shows the distribution of the respondents.

Table 1

Distribution of the Respondents

List of Respondents Actual Number Frequency Percentage

(Business Name)
BPI 6 6 12%
Landbank 5 5 10%
Lights On 5 5 10%
Zentea 3 3 6%
HBC 1 1 2%
Mom’s Angel 3 3 6%
Iba Dress Co. 10 10 20%
Chowking 10 10 20%
Mang Inasal 7 7 14%
Total 50 50
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The table is shown above will be used to determine the overall disruptive rating given to the

respondents.

Data Gathering

The questionnaire and interview are used in gathering and collecting data. These instruments

guided the researchers in finding the specific answer to the research problem. It helps the researchers to

have a better understanding of The Impact of Reward and Recognition Programs on Employees’

Motivation and Satisfaction.

Statistical Treatment

The data gathering are statistically treated to answer the specific questions and the problems of

the problems of the study. The following statistics are used.

1. Percentage- This will be used to determine the frequency counts and percentage distribution

of personal-related variables of the respondents.

2. Weighed Mean- This will be used to determine the mean age and percentage of the

respondents on the problems encountered on The Impact of Reward and Recognition

Programs on Employees’ Motivation and Satisfaction.

3. Ranking- This will be used to determine the ranking of the students in terms of the problems

encountered in Segregation of plastics to prevent Soil Pollution.

1. ANOVA or F test (Analysis of Variance) - This will be used in determining the significant

difference in the problems encountered about The Impact of Reward and Recognition

Programs on Employees’ Motivation and Satisfaction.

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2. Likert Scale- This will be used to show the interpretation of the problems encountered about

The Impact of Reward and Recognition Programs on Employees’ Motivation and

Satisfaction.

Scale Range Qualitative Description Symbol

5 4.21-5.00 Strongly Agree SA
4 3.41-4.20 Agree A
3 2.16-3.40 Moderately Agree MA
2 1.81-2.60 Disagree D
1 1.00-1.80 Strongly Disagree SD
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Chapter 4

Interpretation and Analysis of Data

Table 1

Distribution of Respondents According to Name of Business

List of Respondents Actual Number Frequency Percentage

(Business Name)
BPI 6 6 12%
Landbank 5 5 10%
Lights On 5 5 10%
Zentea 3 3 6%
HBC 1 1 2%
Mom’s Angel 3 3 6%
Iba Dress Co. 10 10 20%
Chowking 10 10 20%
Mang Inasal 7 7 14%
Total 50 50 100%
Table 1 shows above the names of the business of the respondents and will be used to determine

the overall disruptive rating given to the respondents. The respondent numbers are achieved by

convenience showing most numbers from Iba Dress Co. since they have two branches and Chowking

because they had the most numbers of employees available to answer the questionnaire. It also shows

least number from HBC since they had the least number of employees which is only two.

Table 2
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Distribution of Respondents According to their Length of Service

List of respondents Actual number Frequency Percentage

(by Years of Service)

1-10 months 5 5 10%
11-20 months (1yr) 29 29 58%
21-30 months (2yrs) 5 5 10%
31-40 months (3yrs) 1 1 2%
41- 50 months (4yrs) 4 4 8%
51-60 months (5yrs) 1 1 2%
71-80 months (6yrs) 1 1 2%
111-120 months 1 1 2%

(10yrs)
151-160 months 1 1 2%

(13yrs)
161-170 months 1 1 2%

(14yrs)
261-270 months 1 1 2%

(22 yrs)
Total 50 50 100%

The Table 2 shows the Distribution of Respondents According to their Years of Service. It shows

58% of the respondents have 11-20 months of service since most of the respondents have been working

for their employers for 1 year. The researchers believe that this is because most of the establishments

that has been subjected to the survey have contracts that keep their employees for only one year. The

longest years of service is from Landbank which amounted to 22 years or 264 months.
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Table 3

Distribution of the Respondents According to their Preference on Forms of Rewards

A. The impact of Reward on employees’ Strongly Agree Moderately Disagree Strongly Result
motivation and satisfaction Agree Agree Disagree
(5) (4) (3) (2) (1)
1. Reward in form of special cash
bonuses for “long-term” sustained 37 12 1 0 0 4.72
and outstanding performance
recognition

2. Reward in form of special cash

bonuses for “on the spot” 24 18 4 4 0 4.24
recognition
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3. in form of trips to resort locations

for “winners” with spouses 8 21 11 10 0 3.54

4. Reward in form of special

recognition by top management at 24 25 1 0 0 4.46
national meetings

5. Reward in form of special

recognition by team management 19 25 5 1 0 4.24
at team meetings

6. Reward in form of tangible gift

20 20 5 5 4.1
(plaques/certificates/trophies/ grocery 0
supplies etc.)
7. Reward in form of time off with
pay 16 25 5 4 0 4.06

8. Reward in form of appreciation 24 21 5 0 0 4.38

4.24 (Agree)

- Signifies the respondents - Signifies the respondents

Table 3 shows the distribution of the respondents according to their preference on the forms of
that Agree that Disagree
rewards. It shows reward 1 with weighted mean of 4.72 ( Strongly Agree), reward 2 with 4.24 (Agree),

reward 3 with 3.54 (Agree), reward 4 with 4.46 (Agree), reward 5 with 4.24 (Agree) reward 6 with 4.1

(agree), reward 7 with 4.06 (Agree) and reward 8 with 4.38 (agree). Most respondents agree on reward 1

which is in form of special cash bonuses while reward 3 which is in form of trips have the least which

people only moderately agrees. The respondents mostly agree on the types of rewards reflected on the

overall weighted mean which is 4.24 (agree).

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Table 4
Distribution of the respondents according to their preference on the type of recognition

B. The impact of Recognition programs Strongly Agree Moderately Disagree Strongly Result
on employees’ motivation and Agree Agree Disagree
satisfaction (5) (4) (3) (2) (1)
1. Recognition should be given for
outstanding customer service 36 12 0 2 0 4.64

2. Recognition should be given for

outstanding sales results 34 15 1 0 0 4.6

3. Recognition should be given for

creative suggestions that improve 30 18 2 0 0 4.56
performance

4. Recognition should be given for

significant achievement “on the 21 25 4 0 0 4.4
spot”

5. Recognition should be given only

for sustained outstanding 22 18 5 3 2 4.1
performance over a long period of
time

6. The primary value of recognition

is acknowledgement of 29 17 4 0 0 4.5
performance by management

7. The primary value of recognition

is acknowledgement of 29 14 7 0 0 4.44
performance towards customers

8. The primary value of recognition

is tangible reward, e.g., cash or 15 30 5 0 0 4.2
merchandise

4.43
(Agree)

- Signifies the respondents - Signifies the respondents

that Agree that Disagree
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Table 4 shows the distribution of the respondents according to their preference on the type of

recognition. It shows recognition 1 with the weighted mean of 4.64 (Strongly Agree), recognition 2 with

4.6 (Strongly Agree), recognition 3 with 4.56 (Strongly Agree), recognition 4 with 4.44 (agree),

recognition 5 with 4.1(agree), recognition 6 with 4.5 (Strongly Agree), recognition 7 with 4.4 (Agree)

and recognition 8 with 4.2 (agree). The highest preference of the respondents is on recognition 1 which

is recognition for outstanding customer service while recognition 8 which states that the primary value

of recognition is the tangible reward got the least preference. The overall preference of the respondents

with the types of recognitions is agree which is reflected on the weighted mean of 4.43 (agree).
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Chapter 5

Summary, Conclusions and Recommendations

Summary

The questionnaires used by the researchers have two sets emphasizing the insights of the

respondents towards the effects of rewards and recognitions towards employees’ motivation and

satisfaction. The overall distribution of respondents are achieved by convenience sampling allowing

more questionnaires to be given to businesses with larger number of employees. The businesses that

answered the questionnaire are BPI, Landbank, Lights On, Zentea, HBC, Mom’s Angel, Iba Dress Co.,

Chowking, and Mang Inasal.

Table 1 shows the employers of the respondents. It shows most numbers from Iba Dress

Collection since they have two branches and Chowking because they have the most number of available

employees. It also showed least number from HBC since they only have two employees allowing least

number of available clients.

The Table 2 shows the Distribution of Respondents According to their Years of Service. 58% of

the respondents have 11-20 months of service since most of the respondents have been working for 1

year because of contractualization. The longest years of service is from Landbank which amounted to 22

years or 264 months.

Table 3 shows the distribution of the respondents according to their preference on the forms of

rewards. It shows the preference of the respondents on the rewards arranged respectively from most

preference to least: reward 1, reward 4, reward 8, reward 2, reward 5, reward 6, reward 7 and reward 3.

Most respondents agree on reward 1 which is in form of special cash bonuses while reward 3 which is in
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form of trips have the least which people only moderately agrees. The respondents mostly agree on the

types of rewards reflected on the overall weighted mean which is 4.24 (agree)

Table 4 shows the distribution of the respondents according to their preference on the type of

recognition. It shows the preference of the respondents on what they should be recognized for arranged

respectively from most preference to the least: recognition 1, recognition 2, recognition 3, recognition 6,

recognition 7, recognition 4, recognition 8, and recognition 5. The highest preference of the respondents

is on recognition 1 which is recognition for outstanding customer service while recognition 8 which

states that the primary value of recognition is the tangible reward got the least preference. The overall

preference of the respondents with the types of recognitions is agree which is reflected on the weighted

mean of 4.43 (agree).

Conclusion

The researchers conclude that most of the employees prefer monetary rewards and vacations

instead of trophies and other tokens of appreciation. The researchers believe that it is as such because the

employees prefer to be practical and take the addition income to support their family and needs. They

also entertain the idea of trips for them and their spouses because they see it as an opportunity for rest

days and so they can enjoy and relax occasionally instead of always working. The results show very few

of the respondents that disagree on rewards because obviously they want rewards for their good works

so they can feel appreciated and motivated.

It can also be concluded from the results that employees think they should be rewarded for

outstanding customer service. The researchers believe it is because it is hard to perform good customer

service especially for rude customers or when they are having a bad day which would typically affect

their performance, but they must maintain professionalism. The result of the research showed the
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researchers that none of the employees disagree on any type of recognition, which therefore means that

they want to be recognized for the effort they put into their work.

The researchers conclude that the problems encountered by the respondents towards rewards and

recognitions are that most of the business establishments in Iba, Zambales don’t have a system of

rewards and recognitions which is reflected on the interview with the employees when they said that

they barely get rewards and recognitions. Another problem observed by the researchers are that the

rewards and recognitions when given are most of the time unfair for employees who are on lower ranks

in the hierarchy of roles in the business.

The researchers conclude that rewards and recognition are major factors that employees look for

in a job because it doesn’t just motivate them to work harder but it also helps take care of the

employees’ emotional health. The researchers conclude from the insights of the respondents on the

questionnaire that it satisfies them when they get recognized and rewarded accordingly which motivates

them to stay in the business as assets for the employers. Since, employees are the important assets of a

business, without them, the business will not run effectively and profitable.

Recommendations

The researchers recommend the future researchers of related topic are the following:

1. To give other factors that affects the motivation and satisfaction of the employees.

2. To do the research on different areas and/or different types of businesses to see if there will be

significant differences.

3. To make a more comprehensive questionnaire that will tackle more specific factors that will

show how it affects their motivation and satisfaction.

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4. To be a participant or an observer in the area where the study will be done to be able to gather

more concise data.

The researchers recommend the employers the following:

1. To create a system of rewards and recognitions that would reward and recognize accordingly.

2. To conduct annual studies or surveys within their company to know how the employees are

doing and their concerns regarding the treatment of the employers to them.

3. Have more rewards that are monetary, well-thought and unique incentives instead of the usual

tokens.

4. Since the employees like rewards and recognitions that are more personalized and newer the

researchers recommend the manager/owner to host at least monthly dinner with their employees

held at their place. This reward brings employees the leadership facetime they crave more than

any tangible reward.

5. Recognize your team by recognizing their passions. The researchers recommend a program that

grants employees two hours every week to work on a project they’re passionate about- and it

doesn’t even have to relate a client.