The performer needs to see that the reward opportunities are directly linked to the effort and results taken and that there is an appropriate benefit to the organization. By personalizing the reward, you can anchor the meaning of the achievement more deeply than if you simply treat the reward as a mechanical administrative task. Make sure everyone can win. Reward programs built on the principles of competition or compliance are counterproductive, if not downright destructive. Make sure that rewards are contingent.
Reward programs become entitlement programs when they lose their contingency on performance.
Each reward should be fully earned and people should understand exactly what they have done to achieve it. Don't expect success all at once. The process of developing an effective program is one of change and continual improvement. Remember that you are in competition with other consequences. Reward programs simultaneously compete with negative reinforcements that occur throughout the organization.