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ion can take the form of money-related or non-money related an individual may become motivated by security driven knowing that they have a lifetime /permanent job as compare to those that prefer to become motivate by money-related issues such as cost of living or perks offered by the organisation.

On the other hand their are employees whose motivation stems from employability driven that is motivated through the use of training and development or personal career path, in comparison to those that are contribution driven, believing performance related pay or merit bonus are better form of motivation.

Best Practice versus Best Fit Approach to HR Management
'The best fit approach stresses significantly on the strategic alignment of HR policies and ensuring that it fits the objectives of the organization, while the best in terms of attracting, retaining and motivating human beings.' Taylor 2000 as cited in Thorpe and Homan (2000, p. 15).

There are however significant challenges to the best fit approach to HRM. According to Walton, 1985; Guest, 1987 as cited in Thorpe and Homan (2000, p. 16) 'There is nothing new about challenges to the best fit perspectives from those arguing that some form of best practice approach to HRM is more likely to lead to performance improvements at the organizational level in most all circumstances'.

Maund (2002) states there are a number of words used to describe what employees receive for their efforts at work. All the words commonly used can be housed under one word; payment.

Foot and Hook (1999, p. 123) defines 'Payment as the most straight forward of a€|a€| terms and seems to be the most appropriate terms to use. It can include monetary or non-monetary payment'.

New Pay' and Old Pay Systems
In addition to reward, Lawler, 1995; Armstrong and Murlis, 1998; Lewis, 1998) as cited in Philbean and Corbridge (2002, p. 205) reveals that 'New pay and its juxtaposed stereotypical' opposite of Old pay are concepts which are used to distinguish between contemporary and traditional reward practices. Old pay is characterized by bureaucratic salary administration, organisational hierarchy, rigid job evaluation and grading system, incremental progression, lack of horizontal integration with other HR activities and the detachment of pay from the strategic objectives of the organisation. The primary concerns of old pay are fairness, consistency, equity and transparency. This is arguably more compatible with the traditional organisation structures and employment relationships of the 1970s and 1980s. In the twenty-first century old pay, it is alleged, will inhibit organisational responsiveness and development in more turbulent organisational environments.

New pay can be viewed as a functional adaptation to change in the external context and increasing competitive pressures. There have been significant changes in the reward strategies adopted by organizations in Europe, moving from the traditional based payment system to Wheat Howler (1990) called 'new pay'. This new pay has introduced more flexible and variable rewards systems. This consisted of: - Bonuses; Performance Related pay; Promotion and Career Advancement; and Performance Related Pay - pay based on performance at work, based on the acquisition of new skills and knowledge.

Maund (2002) argues that 'new pay' is seen as being more suitable f