Ultimately, this explains why organizations that are motivation oriented succeed while those that are non-motivation oriented fail. It is because when employees are motivated, they yield maximum positive results leading to the success of the organization. Therefore, motivation is goal oriented thus it cannot be placed outside the precincts of any business whether non-profit, profit or private (Dessler, 2006). Because we have recognized the employees' needs, the ultimate success of an organization depends on the ability of the organization to develop sufficient values to compensate employees. Workers should be looked at, from a perspective of non-economic, economic and personal satisfaction. The current business environment is increasingly becoming competitive because employers are pressured to meet the needs of employees. Failure to this, organizations and employers are poised to lose creative and talented experts. This is because these professionals will leave the organization for those organizations that are willing and ready to meet their demands and needs. This suggests that organizations should adopt appropriate strategies to motivate their workforce, experts and professionals (Hax & Majluf, 2001).

According to Maslow,...

In order to implement the salary approach as a motivating factor effectively, HR departments have considered four main elements of salary structures. They include job rate relating to the advantage firms attach to every job. The second element is payment and is likely to encourage groups of employees through appropriate rewards for their performance. The third element is personal allowances related to facets like scarce and defined skills, specific groups of professionals, or groups with the longest serving period in the organization. Lastly, we have fringe benefits including pensions and paid holidays. When an organization is determining the structure of payment, it is vital to consider the prevailing working conditions, wages and salary in other industry players (Dessler, 2006).