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satisfied when they feel that they have been fairly treated and when the rewards they receive are equal to the ones that their colleague who have same skills and exert the same effort receive. As Equity Theory suggests a€œperceived equity seems to lead to greater job satisfaction and organization commitmenta€ (Huczynki and Buchanan,2001:2). Employee satisfaction plays a significant role in defining organizational success, It is necessary to understand as to how employees can be kept satisfied and motivated to achieve out of the ordinary results. Customer satisfaction seems to be a natural aftermath of employee satisfaction and in turn organization is upshot of this duo(Reference). There is need to create a work environment that encourages employees to give quality response to customers needs,this is the key to pull service profit chain of business. Satisfied employees generate customer satisfaction by excellence in performance that leads to organizational success thus resulting in improved financial success. Employee satisfaction does not only enhance the productivity but also increase the quality of work (Naseem et al, 2011). Measures of firm performance generally include such bottom-line,financial indicators. It is important to determine how a firm compares with its industry competitors when assessing firms performance (Dess and Robinson, 1984).

Many companies have an incomplete understanding of what employees value and as a result have less committed employees and in such cases, key employees leave organizations because of pay,promotional opportunities and work/life balance(Reference). To attract and retain top talent in a cost effective way,employers must focus on what motivates employees and act accordingly. In addition to dividing commitment, employers should also communicate company goals -to create line of sight- to better engage employees and ultimately drive company success. The year's survey reinforces the importance of taking total reward approach , organization should focus on pay since top performers most frequently cite it as a reason why they should leave an organization(Reference). Employees place greater emphasis because of the recent decrease in pension plans,health care coverage and the realization that they might need to cover more of the expenses themselves(Reference). The expert system, as described by Heneman et al (2001), suggests that the business strategy, organizational structure and reward system must align with one another for organizations to perform successfully. The ideas and practices within each system must be consistent with those of the system as depicted. Lawler (1995) as summarized by Lewis (2000), the alignment of value, process and structure is crucial for reward system effectiveness. Inconsistencies between what organizations say about their reward systems and what they do will create misunderstanding and not create the behavior needed for business strategy achievement. Integrating reward and business schemes has to do with combining them as a whole so the contribute efficaciously to accomplishing the goals and objectives of the organization. Alignment of the reward system with organizational strategy helps to determine organizational effectiveness (Allen and Helms 2002).The argument put forward here is that there is growing realization that rewards alone can not lead to organizational success.

Although organizational success has been attributed to sever±¾ÂÛÎÄÓÉÓ¢ÓïÂÛÎÄÍøÌṩÕûÀí£¬ÌṩÂÛÎÄ´úд£¬Ó¢ÓïÂÛÎÄ´úд£¬´úдÂÛÎÄ£¬´úдӢÓïÂÛÎÄ£¬´úдÁôѧÉúÂÛÎÄ£¬´úдӢÎÄÂÛÎÄ£¬ÁôѧÉúÂÛÎÄ´úдÏà¹ØºËÐĹؼü´ÊËÑË÷¡£
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