It is very important in this case that organizations motivate people with the salary and not because of it. If organizations motivate employees to pay, these hotels will pay more and more and unconditionally. But if they get used to always getting something for what they do, it will be a system in which both the employee and the employer will be satisfied (Možina [et.al.] 1994, 513). job, the wage level has at least two other purposes. The first objective concerns competitiveness in the labor market. The second purpose concerns the pay relationship 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 appreciates their work. These include: praise (written, verbal), independence at work, interesting and challenging work, success at work, good mutual relationships with colleagues and superiors, favorable working conditions, possibilities for promotion, possibilities for training and education on the job, the possibility of participating in the definition of objectives, knowledge of work results (Svetlik and Zupan, 2009, 561). Although it has been proven that non-material rewards have a good effect on promotion and employee satisfaction, obviously, in the long term, praise without a visible effect on salary will not be met with a good response. That is why it is wise to combine all rewards and recognitions into a comprehensive whole with a payment system and other types of rewards (Svetlik and Zupan, 2009, 561). Written praise and thank you letters for a job well done have a slightly greater effect. It is also important who and how it is awarded, because the awards given by the hands of illustrious people mean more 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 the paper ... they want to know which factors are most important to them and which create job satisfaction and quality of work life. We conducted empirical research among employees of selected companies in the Celje region 6.1 DESCRIPTION OF THE SAMPLE We designed a questionnaire that was distributed to 60 employees of selected companies in the Celje region between 21 and 28 August 2013. The survey was written, anonymity was guaranteed. 60 surveys were distributed, 54 completed surveys were returned, 51 respondents filled out correctly, which also represents a sample of all respondents. 6.2 INTERPRETATION OF THE RESEARCH RESULTS The purpose of the survey was to determine to what extent the respondents in the Celje region. are they satisfied with the work they do and what are the factors that encourage their commitment to work. The research results are presented below.