paraphrase text below: A survey conducted by Velnampy (2007) to test Maslow's hierarchy of needs theory reveals that consciously or unconsciously level employees in both public and private sector organizations attach more importance to lower-level needs and higher-level employees emphasize higher-level needs. In another study, Sajuyigbe, et al. (2013) collected data from 100 employees of selected manufacturing companies in Ibadan, Nigeria and concluded that pay, performance bonuses, recognition and praise were significantly related to organizational performance, supporting Herzberg's motivation-hygiene theory. Apart from cash or monetary rewards, motivation theories and empirical studies also attest to the role of non-cash rewards in motivation especially in technology-based, high-paying jobs. Brown and Armstrong (1999) reported that the non-financial schemes in their survey were particularly popular among knowledge and technology-based sectors as well as sales and service companies. Another study by Beran (2005) confirmed that the majority of companies have in place one form of non-financial reward or the other especially employee recognition and that the policy enhanced productivity. In another study, Rose (1998) discovered that the respondent companies that prefer non-financial rewards are those that rely on high levels of customer contact