Non-cash rewards are also important because certain employees may only be looking to travel to a specific destination and they may not have the relevant resources to reach there, and such incidents of reward system can fulfil their needs and also give an equivalent benefit to the bank. However it is observed that in spite of organisation spending huge amounts of money on reward system, very few human resource managers are able to justify the outcome of the employee performance and measure it with the results achieved by the employees (Armstrong, 2010). The performance of employees mostly goes up and there is a visible evidence for such acts, but few or ore of such activities and motivation ends up into creating the desired results for which the reward is actually attached. In such cases, it becomes a dilemma whether to continue or discontinue with such rewards. However motivated one becomes after hearing the announcement of cash or non-cash rewards, the employees tend to attach results with the reward, and in many cases, it could spoil the process of achieving the results and may also adopt shortcuts which somehow violates the conduct. A more stringent human resource planning and performance measurement tools may be needed to assess the perfect or at least close to reality performance of employees and credit the right ones with the reward.

Effect of company’s website in assisting employer branding

These attributes on the website has helped the bank secure a brand image which is more respected than recognised. Recognition may be easy for any brand, but gaining the respect of is customers and non-customers including the country as a whole is difficult and Barclays seems to have attained it.