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n long term organizational performance. The implication of their study is that organizations should not spend a lot of time designing and implementing elaborate and sophisticated reward systems to improve performance. They just have to make sure an appropriate reward system is installed that is considered to be fair and equitable by employees.

The reward system can be achieved using different methods, these are individual pay and team pay. Individual rewards system is a system in which employees pay is dependent on individual performance, competency, contribution or organizational performance. The individual pay argues that those who contribute more should be paid more (Alfred, 1999). The CIPD's 2002 reward management survey found out that an individual's pay progression is now usually linked to an assessment of performance and the skills and competencies that he or she applies in the job. This encourages individuals to expand their knowledge and skills. It will foster a developmental culture in the organization, albeit placing considerable demand on training and administrative resources,it also fits the concept that job roles are now broader and there are needs to be some rewards for people to progress in their roles. It is seen as a more sophisticated variant of pay progression based on performance (Wright, 2004). On the other hand, Team pay links payment to members of a formally established team to the performance of that team. The rewards are shared among the members of the team in accordance with a published formula or on an ad-hoc basis in the case of exceptional achievements(Reference). Rewards to individuals may also be influenced by assessments of their contribution to team results. Team pay aids in encouraging people to work together, cooperative behavior enhances flexible working within teams and encourages multi-skilling, clarify team goals and priorities and provide for the integration of organizational and team objectives. It also serve as a means of developing self managed or self directed teams (Armstrong 2007). Although individual and team based rewards offers important advantages ,researchers have also identified a lot of drawbacks in team based rewards such that they suggest that the use of team based rewards may create the potential for motivational loss resulting from perceptions of inequality due to free-riding of other team members. In other words, high performers may feel inequitably treated when they are rewarded at the same level as poorer performers in the same group (Heneman and von Hippel, 1995). Team based rewards may also foster competition between teams, encouraging team to focus on their own performance and this may lead to a reluctance to share information or assist other teammates ( Mohrman et al, 1992).

All organizations have objectives and goals they must achieve to be considered successful. Reward systems helps organization to to achieve the objectives of high productivity, job satisfaction, increased profit to mention a few. Robbins (1998),points out that there are six important work related factors contributing to job satisfaction, mentally challenging work,equitable rewards, supportive working condition, supportive colleagues personality and individual's genetic disposition. Employees are satisfied when they feel that the rewards they receive from their job correspond to their skills and effort. It is not solely about the amount of money the receive(Reference). They are