Introduction Any organizations’ most valuable asset is the people working to attain the mission-vision of the entity. Human resources management is an essential factor that an organization must be able to take care because its goals can only be achieved through the proper management of workers and staff. The employment of people entails enhancing their capabilities, maintaining their personal aims, and properly compensating their services. Workplace management is a related area with human resources management, and there have been strategies and techniques that managers use to understand better the needs of workers. Royal et al (2007, 29) states that organizations must guarantee workers of a healthy environment, fair labor relations, harmonious interpersonal relationships, and legal working conditions to maintain and retain the desired human resources. Small and big business organizations need to be aware how important human resources are – and in order to retain and invite effective employees, reward systems must be enhanced. This paper discusses the reward system of Google Company. Google Inc. gives a standard package of fringe benefits plus a first-class dining facilities, free gyms, laundry and dry cleaning rooms, massage and haircut services, carwashes, shuttles and buses, play area, sleeping quarters, and a lot more that not any company provides. According to Steiber and Alange (2013, 252), Google management believes that in giving their employees these amenities, workers’ maximize their talents. These intrinsic and extrinsic rewards systems given to Google employees prove to be beneficial to everyone as a whole. Human resources are what make businesses thrive and the workers make or break companies. Workers are contented and happy while working while Google, Inc. profits more due to high productivity. Google, Inc. thinks and act beyond what law dictates in dealing with employees, thus, they remain to be big, successful, and popular.
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Google, Inc. Every computer literate person or even those who do not know how to surf the web but are familiar with the Internet have heard of Google. It is the most popular search engine that every information-seeking individual would easily type in the topic in Google. In fact it has become a household by word when looking for information on anything: “Why don’t you google it,” or “Have you tried googling?” Google’s custom search engines have been used by more and more sites in the Internet. This just shows how its technology has impressed many users. Majority of this Google custom search engine users share the same reasons why they believe in the effects to business (and other purposes) the presence of the technology has on their site. One of the popular reasons is because the Google search engine technology allows the site owner to customize their configuration in varied ways like the ability to include AdSense, a method of displaying results for famous website subject matters. According to Campbell (2096, 59), Google’s technology is the search engine technology is undergoing a regular check for possibility of improvement to better serve the users who rely on the company’s speed and accuracy. In 2009, Ranked by Fortune magazine as the best place to work in the United States, Google, Inc. has attained another fame by becoming the most well-known and respected website. In fact, “google” is now a verb in the dictionary that is synonymous to “search,” “look up,” and “find.” The company supports a huge catalogue of websites and content that is freely accessible through its search engine. Moreover, Google creates revenue through offering online advertisements in 120 languages, and operates mainly in the US and the UK and found in many countries around the world. Google, Inc. categorizes its web-based products and services: Google.com, Google labs, Google Checkout, Google GEO, Goole Mobile, and Google Android. Google’s Reward System 4

Google’s Reward System The corporate environment today focuses on making the most profit by attracting the best talents, retaining them, and motivating them to perform well. The manner in which business organizations can achieve this is by providing the most lucrative rewards. Google, Inc. is one of these companies that highlight their rewards system. Karoly et al (2004. 7) writes that this unique organization started small in the middle part of the 1990s and grew to become a big company today. Larry Page and Sergey Brin founded Google and they were non-traditional corporate managers. They did not want to create a common workplace where employees become discontented later due to backstabbing, etc. Page and Sergey wanted to create a special workplace and came up with Googleplex, a place where employees can brainstorm and collaborate together in a college campus type of environment. Googleplex is like an incubator of ideas that can become blockbusters. Page and Sergey think that the best talents in the industry would be attracted to work for Google if they are provided with a work environment where everyone is having fun, can dream, and get rewarded for their hard work. Stacy Sullivan is Google, Inc.’s Chief Culture Czar focuses on making all Google employees happy in and out of the workplace, and one of maintaining this high level of satisfaction is providing all the best perks and rewards. In addition to these on-site perks is the compensation and benefits such as free health and dental services, flex spending accounts, 401K plans, insurance, tuition reimbursement, and vacation packages. And there are more unique incentives and benefits such as maternity pay and paid maternity leave up to 18 weeks. Google, Inc. mothers and fathers are given Take-Out Benefits where they are given US$500 worth of free meals in the first three months with their newborn. Childcare is supported with Google’s Gift
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Matching Program and employees who are thinking about adopting a child are given with Adoption Assistance are given reimbursements for expenses up to US$5,000. The aforementioned meals are actually free. Free lunch and dinner are available from a wide array of selection inside the Googleplex. Healthy and delicious gourmet meals every day is offered. Snacks are also served between meals. Some Google headquarters have doctors and nurses full time in their site clinics. Employees can ride for free on shuttle services from their workplaces to some locations. A Google employee who buys a hybrid car is reimbursed up to US$5,000. Still, Sullivan is still thinking of more rewards to give Google workers. Macey and Young (2002, 28) writes that this can be considered to be the key to success of Google, Inc. The material and monetary rewards are not the only motivation that Google employees get. At Google, Inc. there is no real hierarchy and work groups are small. The company does not form any huge goal for employees. The structure is flat so that creativity would be maximized. Since there are no official channels, ideas can freely flow within groups. There are multiple small workgroups that are monitored by project managers. Thus, independence is highly valued at Google. An employee belonging to a group has the freedom to transfer to another group without the approval of his/her leader or the HR department. The allowance of time is another unique perk for Google, Inc. employee. Every worker has the freedom to spend 20% of his working time to develop his own personal project. Google management supports an employee’s desire to pursue his/her personal passion. Many people would wish to work for Google, Inc. because of the unique culture, spectacular rewards, and superb perks. Every employee can go to work anytime they want, can bring pets along, wear anything even in pyjamas, eat all they want, enjoy games, swim in the pool, overstay in the gym,
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consult the doctor, wash their clothes, relax with the free overflowing coffee, and a lot more that no company ever provides for their workers.
Conclusion
This relaxed working environment that Google, Inc. gives all its employees gives psychological benefit and encourage workers to be more loyal, effective, creative, and productive. According to Google, they reward their employees because they believe this act would benefit the company and the workers as well. Google believes that people are the best investment and it is just right to motivate them well to do better. Poundstone (2012) explains that with the dynamic organizational set-ups, there have been emerging reward systems and performance-based strategies that cropped up. These systems goes beyond simply rewarding for jobs well done, but includes other attributes that put monetary incentives/rewards for employee competencies, skills, work quality, leadership, satisfaction, and customer service. For any company to boost sales and earn that needed profits, it is essential to have a solid incentive plan for its employees since they are the forerunners in the business. Motivation is a vital element for businesses to drive employees to work harder and achieve company goals. Incentive programs and plans may fail or succeed depending on its foundation, trustworthiness, and staying power. Google’s founders firmly believe that every successful business is made up of employees who are highly satisfied with their jobs. They further impose that workers should always be taken care of and they would be very productive, which in turn would be beneficial to the company. Companies should learn from Google, Inc. and how they treat and satisfy all their employees. It is not enough to give workers what is mandated by law because there is now law that limits how business owners/employers should give their works. True, a quality performance must be facilitated and given the appropriate acknowledgment.
References
Campbell, C. (January 01, 2006). SPECIAL REPORT: DESIGN - Inside the Googleplex - A look inside the new inner sanctum of one of the world's most innovative technology companies. Canadian Business, 79, 22, 59.
Karoly, L. A., Panis, C. W. A., United States., Rand Corporation., & Labor and Population Program. (2004). The 21st century at work: Forces shaping the future workforce and workplace in the United States. Santa Monica, Calif: RAND.
Macey, S., & Young, G. (January 01, 2002). Feature The Future of Employee Benefits: A Call for Reform. Employee Benefit Plan Review, 57, 25-30.
Poundstone, W. (2012). Are you smart enough to work at Google?: Fiendish puzzles and impossible interview questions from the world's top companies. Oxford: Oneworld.
Royal, M., Wallace, M., & Masson, R. (January 01, 2007). Differentiating Rewards: Overcoming Pay for Performance Struggles. Journal of Compensation and Benefits, 23,6, 28-31.
Steiber, A., & Alange, S. (April 01, 2013). A corporate system for continuous innovation: The case of Google Inc. European Journal of Innovation Management, 16, 2, 243-264.