The goal of work status rewards is to compensate employees for their individual job performance. Specific examples of these rewards include profit sharing, bonuses, and stock options. Associates are rewarded based on the status of the roles they occupy. These rewards are distributed through job evaluation methods. Job evaluations analyze an individual's performance on the job. Typically, ratings distribute more credit to jobs that require a higher level of commitment and responsibility. Work status rewards contribute to employee motivation in the workplace. One of the main functions of leaders is to support employee motivation. Constructive feedback should be provided when leaders encourage motivation. Individuals have different motivations, such as more money, promotions, or time off from work. Each person appreciates different rewards. Therefore, when trying to motivate people, it is essential to identify what exactly motivates each individual. Workers have a desire to feel appreciated at work. Appropriate rewards and recognition provide employees with a fair exchange for their effort, motivation to improve their performance, and an explanation of what achievements are valued by the organization. Most organizations use rewards to influence their workers. Personal biases or prejudices should be avoided in the job evaluation process. Work status rewards should be calculated based on objective reasoning about an employee's value to the organization. Individuals differ widely in the rewards they desire and the value they place on each. Rewards related to work status play an important role in understanding motivation. Rewards affect employee satisfaction, which can influence individual performance. Employees tend to compare themselves…middle of the paper…and ensure rewards are relevant and appreciated. A balance between different rewards should be implemented to meet different employee needs. Management should motivate employees to work at their optimal level to achieve company goals. Employment status rewards command benefits, however they can cause potential problems. Rewards given based on job status and individual performance can develop a status mentality, discourage creativity, and fail to support a bureaucratic hierarchy. Works Cited McShane, Steven L. and Mary Ann Von Glinow. Organizational behavior: Emerging knowledge and practices for the real world. 5th ed. New York: Paul Ducham, 2010. Print.Kohn, Alfie. 1993. Why incentive plans can't work. Definitive prizes. A Harvard Business ReviewBook, edited by S. Kerr. Boston, MA: Harvard Business School Press.