The document discusses the reward system of private organizations. It notes that reward systems aim to attract, motivate, and retain employees to achieve organizational goals. Reward systems can include both extrinsic rewards like pay as well as intrinsic rewards. The document then provides details about Right To Play, a non-profit organization that uses sports and games to help children in disadvantaged communities. It outlines Right To Play's mission, vision, values and provides a SWOT analysis. The document concludes by discussing the types of reward systems used by Right To Play, including incentives, competency-based pay and team-based rewards.

1. Reward System of Private
Organization.

2. Introduction
• Understanding what motivates people is necessary at all levels of
management. Motivation is generally linked to reward, and it is
widely recognised that reward management is central to the
regulation of the employment relationship.
• The reward system varies from organization to organization, and
comes in various and concrete forms, including monetary or non-
monetary, tangible or intangible, and physical or psychological, and
these are offered to the employees as compensation for the
productive work they execute.
• An effective reward system can serve the strategic purposes of
attracting, motivating, and retaining employees to achieve
organisational goals.

3. • Types of Reward
– Extrinsic Reward
– Intrinsic Reward
• Objectives
Reward systems have three main objectives:
– to attract new employees to the organization,
– to elicit good work performance,
– and to maintain commitment to the organization.
• Attraction
• Commitment
• Direct v/s Indirect Pay

4. Right To Play
• Right To Play an NGO, which is committed to every child’s right to play.
We give children a chance to become constructive participants in society,
regardless of gender, disability, ethnicity, social background or religion.
Through games and sports, we help create social change in communities
affected by war, poverty and disease.
• Providing training and support service/consultancy to Developmental
Sector.
• Support services includes planning and formulation of developmental
projects,
• Technical support during implementation, Monitoring & Evaluation,
• Training and Capacity Building, Research & Study, Micro Planning.

5. • Mission
To improve the lives of children in some of the most disadvantaged areas of
the world by using the power of sport and play for development, health and
peace.
• Vision
To create a healthier and safer world through the power of sport and play.
• Values
Right To Play’s values reflect the best practices of sport and play.
CO-OPERATION
HOPE
INTEGRITY
LEADERSHIP
DEDICATION
RESPECT
ENTHUSIASM
NURTURE

6. SWOT Analysis
• Strengths • Opportunities
– Direct Aid from Canada – Increased awareness about
– Multi Cultural NGO’s
– Well paid & Satisfied Employees – Employment Opportunities
– Open Door Policies – Organized fund raising
– Investment in physical
• Weakness infrastructure
– Lingering Disputes with Local – Involvement of financial sector
Authorities
– Beurocratic Procedures • Threats
– Being Stop by Govt. to play – Security Threats
major role – Short Time projects
– Undercover offices & lack of – Govt. Policies
Marketing Opportunities
– Cut off of funding

7. • In Right To Play we follow the following type of
reward systems :
– Incentive & Rewards
– Competency Based Pay
– Skill Based Pay
– Team Based Rewards
– Profit Sharing
– Merit Pay
– Employee Ownership
– Employee Benefit

8. • Conclusion
This has been a fairly simplistic presentation of the basics of
reward systems, focusing on the main components of
organizational reward systems.
• Recommendation
Pay, promotions, fringe benefits, and status symbols are
perhaps the most important rewards. Because these rewards
are important, the ways they are distributed have a profound
effect on the quality of work life as well as on the effectiveness
of organization.