Motivate and RewardWe're about to dive into the details of how Google makes their employees happy and how they are rewarded, we'll also compare this to HR theories used by the likes of Guest, Pfeffer, Hawthorne and Frederick Taylor's Scientific Management. Motivating has various methods to motivate and reward your valuable employees. These motivational factors act as a long-term strategy for the company and ensure that staff work at an optimal level, while being appropriately rewarded and maintaining high morale in the process. One of Google's long-term goals is to create challenging jobs to attract unique individuals who have skills well above average, for example Google engineers are encouraged to spend up to 20% of their time developing new products or improving existing ones, this is normally done through teamwork Just as Pfeffer Best Practices describes “Employee Engagement and Information Sharing”, to elaborate on this point one of the founders of Google said: “Google tends to hire problem solvers of problems, do-it-yourself spirit, they are some of the nicest and brightest people I have met. This is the most enjoyable part of working at Google” -Ben Stoddard (Lyubomira Angova and Nevena Dragoshinova,02/07/2013) This organization also offers. many incentives that make working at Google an immense experience, in order to keep their employees at the top of their game in terms of innovation, work ethic and creativity, perks such as employees being called "Googlers" instead of workers, thus eliminating or reducing status differences as stated by Pfeiffer's best practice. Google's HR department is at......middle of paper......you work for money, people work at Google to change jobs and enjoy life." (Pradeep 03/20/2010 ) this is a testament to how much Google rewards its employees to the point that salary is of secondary importance, as contribution is of primary importance. Google's innovative culture has played an important role in shaping employee perception in terms of salary,. unlike any other organization since this is not considered important compared to the work done, it is almost as if Googlers are rewarded and motivated by the great work they do of changing and improving the web interface in an attempt to dominate the Internet making Google the best browser available. This is the same level of commitment, flexibility and quality demonstrated in the HRM Guest model. Recommendations From the research we have gathered, we have come to a collective agreement that we