奖励常常被认为是具有操控性的。大多数员工对这些行为的看法与对惩罚的看法相似。很明显，这是管理层试图强迫工人做一些工作(Chizema et al.， 2015)。奖励的性质被认为是可取的，但它仍然取决于另一个人所应用的条件的满足。员工会感觉到组织在控制他们，这是一种惩罚。绩效工资的主要挑战之一是设定绩效和目标的目标。这导致了若干绩效工资制度的失败。我们考虑到，在目标不是特别高的情况下，所有的工人都是成功的，但是对于组织管理来说，这是同样昂贵的(Ederer & Manso, 2013)。在目标非常高的情况下，少数员工被认为是成功的，而剩下的努力工作但仍未达到要求目标的员工，往往认为这是管理层偏袒那些得到奖励的特定个人。此外，目标的设定、修改和重置需要花费管理层几个小时的评估和批准时间。
目标和目的需要在组织目标的更广泛的背景下设定，以确保工人明显地看到他们自己的工作和整体组织效率之间的联系(Garvey & Milbourn, 2003)。然而，要在设定目标的范围内达到熟练程度，最优管理的技能和努力是必不可少的。大多数管理者没有这个领域的经验，很可能在工作中也学到了同样的东西。在试点研究框架内，公务员制度委员会已认识到有一种等级渐变的可能性，即将等级作为薪金。由此可见，劳动力的工资水平呈现出向上升流的趋势。这被认为是一个问题，因为它大大增加了整体工资的成本(Gittleman & Pierce, 2015)。建议采用两种技术来考虑雇员的职位。这发生在确定业绩奖励金额的薪酬范围内。随着员工薪酬超过工资区间的中点，由于绩效能力的原因，薪酬的设定越来越困难。
Rewards are often regarded as being of manipulative nature. Majority of the workforce views them in the similar manner as punishments are seen. It is evidently identified as management’s attempt to coerce the workers to perform some work (Chizema et al., 2015). Rewards are considered desirable by its nature, but it remains contingent on conditions satisfaction that has been applied by another individual. It is sensed by the employees that organization is controlling them and this is subsequently felt as punishment. One of the major challenge with the performance based pay is the concern of setting the targets of performance and goals. This has resulted in failure for several systems of performance based pay. It is taken under consideration that within instances where the goals are not extremely high, all of the workers are classified successful, but it is equally costly for the organizational management (Ederer & Manso, 2013). In instances where the goals are extremely high, a limited number of employees are deemed successful and the remaining workers that have worked hard and still did not meet the required goals often view it as management favoritism for the select individuals who get the rewards. Moreover, goals setting, modifications and resetting consumes several hours of evaluation and approval time of the management.
Goals and objectives are required to be set in broader context of the organizational aims to ensure that the workers evidently view the association among their own work and the overall organizational effectiveness (Garvey & Milbourn, 2003). However, skills and effort of optimal management is essentially needed for achievement of the proficiency within setting of the goals. Most of the managers do not hold experience within this field and most likely learn the same during the employment. Within the pilot study framework, it has been recognized by ICSC that there is a grade creep possibility which suggests grade as a salary. Herein the salaries of the workforce hold tendency of moving to the top of the grade. This is regarded as an issue due to it increasing the costs of overall salary considerably (Gittleman & Pierce, 2015). Two techniques have been recommended wherein the position of the employee is considered. This occurs within the pay band in determination of the performance award amount. Setting of pay increasingly becomes difficult due to the competencies of performance as the pay of the employee surpasses the salary band’s mid-point.