MGHB02H3 Chapter 6: Chapter 6 Notes

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tanbeaver976

1 Apr 2011

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Piece-rate link pay to performance on production jobs. Ex. pay a certain sum of money for each complete unit of production completed. Wage incentive plans various schemes that link pay to performance on production jobs. 1) lowered quality: differential opportunity raw materials or the quality of production equipment, reduced cooperation neglect common tasks like house-keeping. 4) incompatible job design difficult t indentify individual productivity (i. e. assembly line work or where teams are large: restriction of productivity what constitutes a fair day"s work. Merit pay plans link pay to performance on white-collar jobs; ineffective evaluate the performance of employees. 1) low discrimination unable or unwilling to discriminate between good and poor performers: small increases spread out over an entire year. Lump sum bonus awarded in single payment and not built into base pay: pay secrecy can"t assess the relative value of what they receive.

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Strategies, Trends and Challenges in Human Resources Management 13. The policies, practices, and systems that influence employees' behaviour, attitudes, and performance refers to: a) Human capital b) High-performance work system C) Human resource management (HRM) d) Job design e) Productivity

Which of the following is not a common reason why incentives may fail to motivate employees?

a) Sometimes there is too much emphasis on monetary rewards.

b) The incentive plan is based on clear and realistic goals.

c) Incentives may be extensive, but employees feel entitled to them as part of the job.

d) There may be too long a delay between performance and rewards.

e) One-shot rewards (such as half a day off) may have a short-lived motivational impact.

aquamarineotter427

Which of the following is true of the control process?
A. Subordinates decide on the standards of performance, goals, or targets that are used to evaluate the entire organization.
B. Corporate goals and divisional goals must function independently of each other.
C. Performance standards selected at one level affect those at the other levels.
D. The number of standards used to evaluate efficiency and quality should not exceed twenty.
E. Managers must focus on just one standard and ignore other standards.

cyanmosquito560

MGHB02H3 Chapter 6: Chapter 6 Notes

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