A) They should produce products at a rate which is much higher than the standard production time.
B) They should create goodwill with customers and close as many sales as possible.
C) They should follow a defined set of quality standard to produce the desired outcome.
D) They should keep labor costs to a minimum and produce as much as possible with that amount of labor.
E) They should improve their performance year after year so that they re-earn the bonus during each performance period.
G) A) and C)
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D
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A) They always encourage employees to focus on customer service.
B) They succeed only for employees who are not motivated by money.
C) They encourage employees to focus mainly on quality.
D) In terms of their pros and cons, they are very different from piecework plans.
E) They encourage employees to work as fast as they can.
G) B) and C)
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Bonuses for group performance tend to be for smaller work groups.These bonuses reward the members of a group for attaining a specific goal,usually measured in terms of physical output.Team awards are similar to group bonuses,but they are more likely to use a broad range of performance measures,such as cost savings,successful completion of a project,or even meeting deadlines.Both types of incentives have the advantage that they encourage group or team members to cooperate so that they can achieve their goal.However,depending on the reward system,competition among individuals may be replaced by competition among groups.Competition may be healthy in some situations,as when groups try to outdo one another in satisfying customers.On the downside,competition may also prevent necessary cooperation among groups.To avoid this,the organization should carefully set the performance goals for these incentives so that concern for costs or sales does not obscure other objectives such as quality,customer service,and ethical behavior.
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A) Financial benefits mostly come when the employee leaves the organization.
B) Employees have the right to participate in votes by shareholders, hence reducing the negotiating power of the employer.
C) It causes the employers to lose control over their employees.
D) The employees will not benefit even if the organization is performing well.
E) Stock options do not provide any ownership to employees, instead it offers an equivalent sum.
G) All of the above
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A) It is designed to reward group performance.
B) It should be re-earned by employees during each performance period.
C) It is rolled into base pay and provided yearly or monthly.
D) It lacks flexibility and hence it is less popular.
E) It is not a one time reward in most of the cases.
G) B) and C)
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A) HR professionals.
B) executives.
C) production workers.
D) managers.
E) knowledge workers.
G) B) and D)
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A) it makes the reward more valuable by relating it to economic conditions.
B) it promotes group performance instead of promoting individual behavior.
C) it provides merit increases to employees only on the basis of performance.
D) it would never become costly for the employers.
E) it results in a bigger short-term reward for the best performers.
G) B) and D)
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A) employee empowerment.
B) centralized decision making.
C) self ownership.
D) power system approach.
E) federalism.
G) A) and E)
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A) Group incentives always use a broad range of performance measures.
B) Groups try to outdo one another in satisfying customers and therefore create healthy competition.
C) They encourage employees to achieve their goals irrespective of the cooperation of team members.
D) They reward the performance of all the employees at a facility.
E) They always result in cooperation among team members without any competition.
G) B) and E)
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A) It does not relate the rewards to economic conditions.
B) It cannot be used effectively in performance appraisals.
C) Comparative pay is not considered in its evaluation.
D) It is not consistent with performance management's dimensions.
E) It can quickly become expensive for the company.
G) A) and D)
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A) the special reward programs used to satisfy the lower and middle level managers.
B) the bonuses provided to union members to withhold a strike decision.
C) the bonuses provided to employees who take long leaves without pay.
D) annual incentives paid to daily wage workers to remain in the organization.
E) one-time incentives paid in exchange for remaining with the company.
G) A) and C)
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E
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B) False
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A) $0.5 million.
B) $1 million.
C) $1.5 million.
D) $2 million.
E) $2.5 million.
G) D) and E)
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Another quantity-oriented incentive for ...View Answer
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A) Return on investment
B) Base salary
C) Stock options
D) Stock purchase plans
E) Company shares
G) A) and E)
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A) piecework rate plan.
B) merit pay plan.
C) Scanlon plan.
D) profit sharing plan.
E) standard hour plan.
G) A) and D)
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A) piece rate plans.
B) merit pay plans.
C) standard hour plans.
D) stock ownership plans.
E) Scanlon plans.
G) None of the above
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A) It encourages employees to compete at the expense of cooperating to achieve organizational goals.
B) It allows employees to buy their company when it is experiencing financial problems.
C) It combines the advantages of different incentive pay plans and helps employees understand the organization's goals.
D) It increases cooperation but does little to motivate day-to-day effort or to attract and retain top individual performers.
E) It is the only measure used by top management to measure the performance of HR professionals and managers.
G) B) and E)
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A) It can be used for all types of jobs and in all types of industries.
B) It is best suited for complex jobs and tasks.
C) It can be used to encourage team work and collaboration.
D) It has a direct link between the work and how much the employee earns.
E) It encourages peers to perform as well as the co-workers and reduce conflicts.
G) C) and E)
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The balanced scorecard is a combination ...View Answer
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