Background Total Reward Strategy is a holistic approach aligned with business strategy and people strategy; it includes everything that employees value in their employment such as pay, benefits, development and work environment (Kaplan, 2007). The existence of different generations in a workforce can cause different obstacles in terms of employee performance and rewarding a workforce effectively and efficiently.• The study aims to find out whether there are particular generational preferences for certain rewards. • Intending multiple generations to have different values ​​could provide managers with the opportunity to familiarize their current reward strategy with a more specified total reward strategy. This could motivate performance and results and lead to an increase in overall employee satisfaction and engagement. Problem Statements1. How to support the rewards strategy with the organization's business strategy in workforce related objectives? Effective and efficient workforce programs are the extension of the organization's business strategy. Evidently to support key priorities and objectives, as well as a level of clear communication and the contribution an organization expects from employees. The Total Rewards Association of the United States defines total reward as the set of tools available to the employer that can be used to attract, motivate and retain employees. It also indicates that total rewards include everything that the employee perceives as valuable from the employment relationship (Worldatwork, 2006). For example, a strategy focused on technological innovation might emphasize performance-based rewards to entice workers to become innovators. Contrary to the corporate strategy focused on customer service...... at the heart of the card ......es in its flexibility and completeness. Must be able to adapt to the unique circumstances of a diverse workforce. The relationship between total compensation (excluding meeting fees) and attendance problems is negative but always statistically significant (Jensen & Murphy, 1990; Adams & Ferreira, 2008). Elements of recognition and reward can be as important as structure in achieving the desired synergism that accompanies cross-functional cooperation (Appeldorn, 2008). The technology-enabled environment offers helpful choices to employees operating within boundaries. It will help the employer to channel their expenses in the ideal way to meet their needs and reduce investments with commitment, impact retention and productivity. If done well it will symbolize the axiom that the whole is greater than the sum of its parts.