It is very important here that organizations motivate people with the salary and not for it. If organizations incentivize their employees to pay, these hotels will always pay more and unconditionally. But if they get used to always getting something for what they do, it will be a system in which both employee and employer will be satisfied (Možina [et.al.] 1994, 513). of work, the level of wages has at least two other objectives. The first objective concerns competitiveness in the labor market. The second objective concerns the salary ratio in the organization (Možina [et.al.] 1994, 511).4.2 INtangible MOTIVATION FACTORS Completely intangible rewards can also be effective, showing employees that the company values ​​their work. Among them we include: praise (written, verbal), independence at work, interesting and challenging work, success at work, good mutual relations with colleagues and superiors, favorable working conditions, the possibility promotion, the possibility of training and education on the job, the possibility of participating in setting goals, knowledge of the results of the work (Svetlik and Zupan, 2009, 561), although it has been proven that non-material rewards have a positive effect on employee encouragement and satisfaction, of course, in the long term. Ultimately, praise without a visible effect on salary will not find a positive response. That is why it is wise to combine all rewards and recognition into a rounded whole with a payment system and other types of rewards (Svetlik and Zupan, 2009, 561). Praise: Even verbal praise that costs nothing has a great effect. Written praise and thank you letters for a job well done have a somewhat greater effect. It is also important who and how they are awarded, because awards given by distinguished people mean more about the content of the work: the possibility of using knowledge, the possibility of learning and professional growth, the interest of the work. Variety: work tasks; ...... middle of paper ...... they want to know which factors are most important to them and which factors create job satisfaction and quality of work life. We conducted empirical research among employees of selected companies in the Celje region. 6.1 SAMPLE DESCRIPTION We designed a survey questionnaire which was distributed to 60 employees of selected companies in the Celje region between August 21 and 28, 2013. The survey was written. anonymity is guaranteed. 60 surveys were distributed, 54 completed surveys were returned, 51 respondents completed it correctly, which also represents a sample of all respondents. 6.2 INTERPRETATION OF RESEARCH RESULTS The aim of the survey was to determine how well respondents from the Celje region are. satisfied with the work they do and what factors encourage their engagement at work. The research results are presented below.