ten emphasize that "incentives matter". The basic "law of behavior" is that higher incentive will lead to move effort and higher performance. In recent year, the use of incentives in behavioral interventions has become more popular to any organization individual staffs or clients. For example, the methods include that: Can any schools raise financial incentives to increase every student attendance, for reading, or for better grades? Will financial incentives encourage higher contributions to public products, like blood donations? However, monetary incentives have two kinds of efforts: the standard direct price effect, which makes the incentivized behavior more attractive, and an indirect psychological effect. However, in some cases, the psychological effect works in an opposite direction to the price effect and can around out the incentivized behavior. For example, an individual staff has a utility function with three main components: who value extrinsic rewards, enjoy doing an activity and care about whose image or others. The image component depends on the value of the staff himself/herself or someone else attributes to whose intrinsic and extrinsic motivation as a function of whose effort level and incentives. This image motivation depends on how much individual staff care for whose reputation any may be affected by how public, such as image is. So, individual staff's preference for the enjoyment of tasks and for the image component of whose utility may differ between different staffs themselves feeling and are assumed to be private information. It seems financial incentive is not only one kind reward to influence staff individual productivity performance or client individual attraction. Alternatively, the staff individual intrinsic motivation is another factor to cause whose productivity growth possibly. For example, if a higher personal benefit associated with a certain level of prosocial behavior affects the reputational value attributed to a person's intrinsic and extrinsic motivation. That is, decreasing the signal about a personal's prosocial preferences and increasing the signal about a person's enjoyment may result in lower image motivation to work hardly. In such cases, offering higher material rewards may nor raise the staff whose effort if the effect an image motivation is stronger than the standard price effect. This effect may depend on the extent to which to signals are public. It seems any manager could not neglect every employee's psychological needs, instead of financial rewards, if who hope whose employees can have long term efficiency and productivity for whose firm.