There is no clearly defined employee rewarding and motivating system. The paper focuses on the example of a company 'Rips' where there is some employee dissatisfaction with existing material and immaterial compensation. The degree of satisfaction of the employee of the observed enterprise was investigated by means of a questionnaire survey. An additional survey was conducted through an interview with six executives of the observed company. The aim of the interview was to identify the existing forms of motivation and reward and the degree of effectiveness of these. The results were used to solve the existing problem, ie not the existence of a concrete plan to deal with the existing dissatisfaction of the workers. The study was conducted on a sample of 30 respondents. Research proves that giving cash benefits to employees is not the only and often the best choice of employee motivation. Along with this, there are a number of other material and immaterial compensations that are gaining more and more importance lately. The research proves the employee's dissatisfaction with the existing income, and regardless of that, most of the respondents would not leave the company when they would be offered employment opportunities in the competition. Research findings suggest that intangible compensations, but also good interpersonal relationships to work are more important than material compensations in terms of bonus or bonus. As one of the most important motivators, flexible working hours and a pleasant working environment are emphasized.