Employee Performance Rewards

Employee Performance Rewards
Student Name
Institutional Affiliation
My choice of country for comparing with the United States is;
South Africa
Specific Employee Benefits
I made a comparison between the U.S performance reward systems for employees with the South African one. This is more specifically with regard to promotion based on performance and monetary value for a performance reward.
How the benefit works
In South Africa, the employee reward system is more oriented to merits such as academic achievements and years of experience. In the United States, many companies reward their employees for performance by giving tokens and cash rewards when employees use their special talents and skills to improve their performance or add more value to the organization. In South Africa, most organizations do not have a performance-driven compensation system thus most employees are compensated according to their official work agreement (Malik, Butt, & Choi, 2015). In the U.S, companies have adopted a reward system that is more focused on building its employees capacity by attracting, motivating, and retaining the best performing employees.
How the Benefit is Similar to the United States
The main similarity between the employee reward system for South Africa and the United States is that in both countries, the years of experience and academic attainments are important factors in determining employee compensation. In the U.S and South Africa employees with many years of experience in a given line of work are compensated more compared to those with no experience.

Similarly, employees with advanced academic degrees are rewarded more compared to diploma and certificate holders in both countries.
How the benefit is different from the United States
In the United States, the employee reward system is multifaceted such that the employees are compensated based on all factors including performance and experience while in South Africa, employees are compensated more based on their experience (Snelgar, Renard & Venter, 2013).References
Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control. Journal of Organizational Behavior, 36(1), 59-74.
Snelgar, R., Renard, M., & Venter, D. (2013). An empirical study of the reward preferences of South African employees. Retrieved from https://core.ac.uk/download/pdf/27026258.pdf