Introduction Having motivated workers or employees is a great advantage for the organization, because when we have motivated employees. This is petty; we have good performance and high quality production and output. ‎‎ Motivation is a fundamental psychological process. Motivation could be defined as the process by which a person's efforts are energized, directed, and sustained toward achieving a goal. Furthermore, it is the process that stimulates people to take action and achieve desired goals. Employing effective motivation is a way to stimulate people, which makes workers more satisfied and loyal to their work. Money is not the only thing that motivates workers and employees. ‎There are additional incentives, which can act as motivators in the same way. ‎There are two fundamental theories of motivation in the study of organizational behavior; content theories and process theories. Content theories focus on what actually motivates people; they study the needs that must be satisfied for employees to be motivated. Process theories are not concerned with the needs that must be satisfied to achieve motivation, but instead deal with the thought processes that influence workers' behavior. ‎The need is satisfied by extrinsic reward (e.g. remuneration), or by intrinsic reward (e.g. recognition and reward) classical (Fayol), scientific (Taylor), human relations (Mayo) and neo-human relations . (Maslow, Herzberg, McGregor) schools of management thought are all theories of content. The first theories of motivation (theories of content); There are four early theories of motivation: Maslow's hierarchy of needs, McGregor's X and Y theory, Herzberg's two-factor theory, and McClelland's three-needs theory. These first…half of the document…were not given sincerely, which meant that the reward was not given effectively. The second problem was that the reward was not distributed or given directly to the employee, which was not an adequate way to target the reward. ‎The third problem is that not all employees are motivated by generous effort. According to Lange, he pawned the watch because he could not bear the taxes he would have to pay and this had no meaning for him. When these awards were given out, there was no sincere and honest praise to let the employee know that the company appreciates their efforts. If the reward distributed had been accompanied by praise, then he would have been motivated to work harder. This case shows that there is no fairness, because Lange is someone who received taxes for his Rolex, while the vice president did not. For this reason the employee motivation program failed.‎