Introduction The employees and organizations should provide greater commitment to attain performance targets and for executing organizational strategies. Top management often uses a variety of motivational tools and rewards to enroll organizational commitment for execution of a strategic plan. To enable workers to maintain energetic commitment, the organization should be creative in devising and adopting motivational incentives, which include non-monetary and monetary (Thompson, Strickland III, & Gamble, 2009, p.404). Managers should understand various factors that motivate employees and should depend more on motivational incentives as a technique for attaining the projected financial and strategic results. This approach often helps improve the commitment of employees for daily strategic execution and attainment of performance targets. Discussion Monetary incentives are normally the most important motivational techniques in the effort of gaining enthusiastic employee commitment to attain operational excellence and strategic execution. Financial rewards often comprise various combinations of stock rewards, profit-sharing plans, performance bonuses, base pay increases, piecework incentives (mostly for production employees), and organizational contributions to workers or retirement arrangements (Thompson, Strickland III, & Gamble, 2009, p.404). However, successful organizations and managers often make extensive use of these non-monetary incentives, such as proper job security, decreased (or increased) autonomy, stimulating assignments, special appreciation at organization’s newsletter or gatherings, opportunities to be transferred to attractive units or locations, and rapid promotion. Employees should be provided with fringe benefits and attractive perks. These include maternity leaves, telecommuting, paid sabbaticals, free lunches or subsidized cafeterias, personal travel services, on-site massage therapists, gym facilities, paid vacation of about three weeks, academic sponsorships, and full medical coverage. Organization should also rely on internal promotion since it promotes positive tie between employers and employees. It is also an incentive for an excellent performance. Internal development helps improve employees’ knowledge and responsibility concerning the operations, technology, and business they are managing (Arnolds, 2007). Moreover, an organization with exciting amenities and features typically has definitely constructive effect on worker productivity and morale. Organizations should often promote a workplace in which there is concrete mutual respect, compassion, and sincerity among workers and between workers and managers or top management. A “family” workplace where employees are on a first-name basis and well-built comradeship encourage teamwork and inter-unit alliance. Another important factor is to share information with workers regarding competitors’ actions, market conditions, operational measures, strategy, and financial performance (Thompson, Strickland III, & Gamble, 2009, p.404). Extensive disclosure and timely communication can show that employers or managers trust their employees. Uninformed workers are unable to obtain information helpful for carrying out their work, prevent them in learning new ideas, and regularly turn employees off