Monetary rewards lift engagement and belonging, Workhuman study finds
ONTARIO, CANADA — A new report reveals that the structure of employee rewards has a direct and measurable impact on workplace engagement and retention.
The research from Workhuman, which surveyed more than 2,500 employees in the U.S., U.K., Ireland, Canada, and Australia, indicates that workers with a very positive rewards experience are twice as likely to feel motivated and nineteen times more likely to recommend their employer, underscoring rewards as a critical retention tool.
Such results can be coupled with recommendations from talent solutions firm Robert Half, which emphasizes the need to make recognition part of daily culture and to tailor work.
Robert Half notes, “By celebrating success consistently and authentically, Canadian employers can improve morale, reduce turnover, and create a workplace where people want to stay and grow.”
Monetary rewards and choice boost performance
The research establishes that monetary value and personal choice are foundational to an effective rewards program. When rewards carry real economic value, employee engagement rises by 21%, and feelings of belonging increase by 28%.
The data further shows employees are 25% more likely to feel motivated when they can use rewards for indulgent splurges rather than routine purchases, with 95% of those who splurge reporting motivation. This emphasis on tangible value signals fairness and substance, according to the report.
Workhuman’s analysis concludes that to make rewards meaningful, they must provide tangible value, connectedness, memorability, universality, and personalization, allowing employees to select items they wouldn’t otherwise purchase.
This strategic design transforms rewards from a generic perk into a powerful motivator with a direct correlation to performance and advocacy.
Social, personalized rewards deepen motivation and belonging
Beyond individual value, the study links reward design to strengthening social bonds and the critical need for personalization.
Seventy percent have redeemed reward points as a gift to another person, and one in every five (56%) has redeemed them as a gift that helps the well-being of family or friends.
This social application is associated with a 19% increase in motivation and a 16% increase in a sense of belonging to others.
Personalization is equally vital: employees who say reward options reflect their culture, values, and interests are three times more likely to love their recognition program.
Workhuman’s SVP of E-commerce, Sarah Whitman, states effective rewards must feel “consumer-grade: mobile, rich with choice, and [personalized].”
“This research shows just how significant it can be when employees are able to turn recognition awards into a high-quality, global reward experience that reflects their values, interests, and culture,” she said.
The report affirms that choice is a clear signal of respect, turning a generic gift into a meaningful one that deepens emotional impact and strengthens workplace collaboration.
