Job evaluation methods are used for creating criteria for increasing employee motivation and raising job performance levels. There are different types of financial and non-financial rewards and benefits. The number of 196 employees in the tertiary sector of the economy were asked to evaluate the importance of job performance measurement. They were asked to evaluate their own experiences of receiving financial and non-financial benefits and elements of positive and negative motivation. Employee feedback was collected using an FNFRP Questionnaire which was designed for this research. Results show that employees consider job evaluation as an important part of receiving financial and non-financial benefits. Although employees considered job evaluation an important part of increasing job performance, most employees dont have very little personal experience in receiving a financial or non-financial reward. Employees reported that they faced the following factors for job motivation: independent working, a positive working environment, good technical equipment, opportunities to be creative, participating in decision-making, and receiving praise from their supervisors. These results could be implemented into company strategies for creating rewards and benefits as factors of job motivation.

1. Al, A. D., & Anıl, ˙I. (2016). The comparison of the individual performance levels between full-time and part-time employees: The role of job satisfaction. Procedia-Social and Behavioral Sciences, 235, 382-391. doi:https:// doi.org/10.1016/j.sbspro.2016.11.048
2. Ardyanfitri, H., & Wahyuningtyas, R. (2016). The influence of job career development opportunities, training, occupational safety and health on the job satisfaction of employees in the Telkom University. Journal of Administrative and Business Studies, 2(5), 231-240. doi:https://doi.org/10.20474/jabs-2.5.3
3. Bahtijarevic-Šiber, F. (2014). ´ Strategic human resource management: Contemporary trends and challenges. Zagreb, Croatia: Šolska knjiga.
4. Belias, D., Koustelios, A., Vairaktarakis, G., & Sdrolias, L. (2015). Organizational culture and job satisfaction of Greek banking institutions. Procedia-Social and Behavioral Sciences, 175, 314-323. doi:https://doi.org/10.1016/j.sbspro.2015.01.1206
5. Business Dictionary. (2007-2011). Human Resource Management (HRM). Web Finance Inc. Retrieved from https://bit.ly/1unfn2m
6. Çekmecelioglu, H. G., Günsel, A., & Uluta¸s, T. (2012). Effects of emotional intelligence on job satisfaction: An ˘ empirical study on call center employees. Procedia-Social and Behavioral Sciences, 58, 363–369. doi:https://doi.org/10.1016/j.sbspro.2012.09.1012
7. Çetin, M., Karabay, M. E., & Efe, M. N. (2012). The effects of leadership styles and the communication competency of bank managers on the employee’s job satisfaction: The case of Turkish banks. Procedia-Social and Behavioral Sciences, 58, 227–235. doi:https://doi.org/10.1016/j.sbspro.2012.09.996
8. Elfering, A., Gerhardt, C., Grebner, S., & Müller, U. (2017). Exploring supervisor-related job resources as mediators between supervisor conflict and job attitudes in hospital employees. Safety and Health at Work, 8(1), 19-28. doi:https://doi.org/10.1016/j.shaw.2016.06.003
9. Farooqui, M. S., & Nagendra, A. (2014). The impact of person organization fit on job satisfaction and performance of the employees. Procedia Economics and Finance, 11, 122–129. doi:https://doi.org/10.1016/s2212-5671(14)00182-8
10. Hanaysha, J., & Tahir, P. R. (2016). Examining the effects of employee empowerment, teamwork, and employee training on job satisfaction. Procedia-Social and Behavioral Sciences, 219, 272–282. doi:https://doi.org/10.1016/j.sbspro.2016.05.016
11. Hassan, S. (2016). Impact of HRM practices on employees performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15–22. doi:https://doi.org/10.6007/ijarafms/v6-i1/1951
12. Hatane, S. E. (2015). Employee satisfaction and performance as intervening variables of learning organization on financial performance. Procedia-Social and Behavioral Sciences, 211, 619–628. doi:https://doi.org/10.1016/j.sbspro.2015.11.081
13. Huang, Y.-H., Lee, J., McFadden, A. C., Murphy, L. A., Robertson, M. M., Cheung, J. H., & Zohar, D. (2016). Beyond safety outcomes: An investigation of the impact of safety climate on job satisfaction, employee engagement and turnover using social exchange theory as the theoretical framework. Applied Ergonomics, 55, 248–257. doi:https://doi.org/10.1016/j.apergo.2015.10.007
14. Izvercian, M., Potra, S., & Ivascu, L. (2016). Job satisfaction variables: A grounded theory approach. Procedia-Social and Behavioral Sciences, 221, 86–94. doi:https://doi.org/10.1016/j.sbspro.2016.05.093
15. Kabak, K. E., ¸Sen, A., Göçer, K., Küçüksöylemez, S., & Tuncer, G. (2014). Strategies for employee job satisfaction: A case of service sector. Procedia-Social and Behavioral Sciences, 150, 1167–1176. doi:https://doi.org/10.1016/j.sbspro.2014.09.132
16. Kirkpatrick, D. L. (2009). Managing change effectively. Boston, MA: Routledge. doi:https://doi.org/10.4324/9780080510859
17. Li, X. (2016). Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two thai companies founded and managed by chinese people. Journal of Administrative and Business Studies, 3(6), 255-262. doi:https://doi.org/10.20474/jabs-3.6.1
18. Mihalcea, A. (2013). The impact of leader’s personality on employees job satisfaction. Procedia-Social and Behavioral Sciences, 78, 90–94. doi:https://doi.org/10.1016/j.sbspro.2013.04.257
19. Nadinloyi, K. B., Sadeghi, H., & Hajloo, N. (2013). Relationship between job satisfaction and employees mental health. Procedia-Social and Behavioral Sciences, 84, 293–297. doi:https://doi.org/10.1016/j.sbspro.2013.06.554
20. Oraman, Y., Unakıtan, G., & Selen, U. (2011). Measuring employee expectations in a strategic human resource management research: Job satisfaction. Procedia-Social and Behavioral Sciences, 24, 413–420. doi:https://doi.org/10.1016/j.sbspro.2011.09.022
21. Sheykhshabani, S. H., & Beshlideh, K. (2011). Interaction of environment and personality in predicting job satisfaction of Iranian employees. Procedia-Social and Behavioral Sciences, 15, 4089–4092. doi:https://doi.org/10.1016/j.sbspro.2011.04.420

Hainš, V., Vidacek., & Bockaj, J. (2018). Employee perception of financial and non-financial reward as elements of job performance evaluation. International Journal of Business and Administrative Studies, 4(2), 53-59. doi: https://dx.doi.org/10.20469/ijbas.4.10002-2