We may analyze rewards in mlply ways

and their applicability can be questioned, fortunately the volumes of research have led to some simplified conclusions that are easy to understand and apply. The following performance model presents these results in a simplified manner and follows the advice of Terpstra"borrow from the best.' The model integrates the popular models presented by Vroom, B.F. Skinner, Locke, Herzberg, and Maslow. Rather than introduce another motivational model, we propose to provide a framework for strategic communication that managers can implement for improved motivation.

Rewards-efforts
Thorndike's law of effect, one of the only unequivocably established laws of human behaviour, simply states \hat a behaviour that results in a pleasurable outcomes tends to be repeated, whereas a behaviour that results in a nonpleasurable outcome tends not to be repeated. The value of the reward and the probability of obtaining the reward determine the amount of effort that an employee will exert on the job. The greater the reward for workers, the greater their effort. In addition, workers often do not know what the probability is of obtaining the desired reward when they perform in a certain manner. Increased probability of success leads to increased effort.
We may analyze rewards in mlply ways, but one of the more universally accepted approaches is in terms of needs; people have needs, and when these needs are satisfied as the result of some behaviour, a pleasurable or satisfying feeling-a reward-results.
Langer distinguishes three classes of needs: physical, social, and egotistical. The physical needs are for food and water, for air, temperature control, sleep, elimination, and