This paper deals with the use of rewards for on-the-job motivation toward better attendance and performance of marginal workers (those who have not been employed on a regular basis but who are presumed to be capable of becoming adequate workers). Possible rewards are 1) financial (wage increases and fringe benefits); 2) interpersonal (social status, praise, friendship); 3) intrinsic to work (satisfaction in completing a task, or attaining a goal, or in expending energy); 4) developmental (opportunity to increase skills, or for personal growth). The way rewards are administered is often very crucial. Methods may be 1) operant conditioning (rewarding the person in a way so that he makes successive approximations toward the desired behavior; 2) modeling, or social imitation; and 3) knowing the kind of rewards a person wants and attempting to generate increased desire for other rewards. (NL)