This study tries to provide a unique view of the relationship between culture and reward by exploring and examining the concept of linkage, alignment or fit between reward elements and culture. The study presents several unique propositions and showcases a framework and model that aligns and harmonizes culture at national, organizational and professional level with employee expectation of different tangible and intangible elements of reward program. The latent rationalization behind this is that alignment or synchronization between culture and reward is very important to positively influence the behavior of employees in the organization. Both culture and reward have influence on each other and they convey information about the company to the outside world. As such, it is very important for the two to be aligned. When culture and rewards are not congruent to each other, they send confusing information or signal to employees in the organization and inconsistencies between the two could lead to miscommunication in the minds of employees and negatively impact their behavior. The framework and model conceptualized in this study can help remuneration managers and practitioners manage and harmonize the relationship between culture and reward and help in improving the effectiveness of the total reward program as well as provide distinct competitive advantage to the organization.