T/F Quality problems are a major issue of piece-rate systems. Group incentives s
ID: 3830290 • Letter: T
Question
T/F
Quality problems are a major issue of piece-rate systems.
Group incentives should be distributed evenly when cohesion may be seen as more important than individual effort.
Even if an incentive pay system is poorly managed and implemented it is still better than having no system at all.
Recent evidence suggests that individual incentives work significantly better than group incentives when people in the organization have to cooperate or coordinate with one another in completing a set of tasks.
Equitable distribution of incentives cannot be achieved through individual incentive plans.
Less productive employees who see others getting valued rewards for performance may be convinced to increase their own performance levels in order to get similar rewards.
Dysfunctional conflict, competition, and sabotage might be fostered in employees on individual incentive plans.
When providing group incentives, individual efforts and results may get “lost” in the group.
If we pay employees “by the piece,” they may make lots of pieces with lots of quality problems.
Incentive plans work when they involve money, but generally don’t work if they involve non-monetary rewards.
If we can create the connection between how the employee acts and how they gain from it, we can create strong performance incentives.
Incentive programs may create the tendency of people to only do what is measured and paid for.
“SMART” goals are specific, measurable, attainable, relative, and targeted.
We must keep the time between the performance and reward short as possible in order to reinforce the employee’s efforts that led to desired results.
Explanation / Answer
1. Quality problems are a major issue of piece-rate systems.
True
Yes, Piece Rate Systems does not produce the quality output. These systems concentrate on getting the more work done i.e the quantity.
2. Group incentives should be distributed evenly when cohesion may be seen as more important than individual effort.
True
Yes equal distribution of compensation is required in a cohesive group else the affected individual of the group will withdraw his or her efforts.
3.Even if an incentive pay system is poorly managed and implemented it is still better than having no system at all.
False
Incentive Pay systems fail because they are poorly managed and implemented.So, if you can't manage them you should not have them. These systems would otherwise worsen the situation even more.
4. Recent evidence suggests that individual incentives work significantly better than group incentives when people in the organization have to cooperate or coordinate with one another in completing a set of tasks.
False
This is tough because it is hard to find a connection between the individual employee's efforts and the achievement of goals of the organization.
5.Equitable distribution of incentives cannot be achieved through individual incentive plans.
False
6. Less productive employees who see others getting valued rewards for performance may be convinced to increase their own performance levels in order to get similar rewards.
True
7.Dysfunctional conflict, competition, and sabotage might be fostered in employees on individual incentive plans.
True
8.When providing group incentives, individual efforts and results may get “lost” in the group.
True
9.If we pay employees “by the piece,” they may make lots of pieces with lots of quality problems.
True
10. Incentive plans work when they involve money, but generally don’t work if they involve non-monetary rewards.
False
Both types of incentives whether monetary or non-monetary are helpful and motivating for the employee.
Monetory incentives are direct way of rewarding while non - monetary incentives are indirect way of rewarding.
Non- monetary rewards help employee in compensating what money can't do.
11. If we can create the connection between how the employee acts and how they gain from it, we can create strong performance incentives.
True
12. Incentive programs may create the tendency of people to only do what is measured and paid for.
True.
The employees of the organisation will only concentrate on the woks which is going to give them greater rewards else they may ignore or poorly perfoem for that work.
13. “SMART” goals are specific, measurable, attainable, relative, and targeted.
False
SMART is an acronym for Specific, Measurable, Attainable, Realistic and Timely.
14. We must keep the time between the performance and reward short as possible in order to reinforce the employee’s efforts that led to desired results.
True
For maintaining higer level of motivation among employees, the managers should give the rewards for the performanceas soon as possible. Technically, they should provide short and long - term incentives at each level in theorganization.
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