In the past, your HR consultants all worked on salary and bonus, with the amount of the bonus based ...

Answer to #1

b

Answer to #2

b

Answer to #3

As organizations grow in both size and complexity, they often renew their strategy to focus on achieving greater external focus. Most typically, they turn to a divisional structure as a way of reinforcing behaviors that respond to the marketplace. All activities associated with a particular product or family of products are brought together in a divisional unit. The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy. Product divisions and SBUs pay close attention to the expectations and needs of customers for their particular offerings, while geographic divisions can attend to the special requirements and habits of the customers in their regions.
It is precisely that focused attention on the external marketplace that, it is hoped, allows companies organized divisionally to meet the challenge of coordination faced by functionally structured companies. By concentrating on a clearly defined and understood market segment, divisions seek to win by offering new products and services. Rapid responsiveness to shifting market realities is the goal.

Answer to #4

b

Answer to #5

e

Answer to #6

a. Performance appraisals are inherently subjective, with supervisors evaluating subordinates according to their own preconceived biases.
b. Emphasize individual rather than group goals that may lead to dysfunction conflict in the organization.
c.
Encourage a short-term orientation (the performance period being evaluated) at the expense of long-term goals.
d.
Merit pay raises become an annuity on which employees continue to draw regardless of future performance.
e.
The often lengthy time lag between actual performance and reward undermines perceived connection between the two.
f.
Many jobs cannot be individually isolated and precisely measured without taking into account complex interdependencies.
g.
Pay differentials between performance levels tend to be relatively small and therefore of questionable behavioral value.
h.
Actual payout of program often determined by organizational factors beyond the control of individual employees and only indirectly related to actual performance

Answer to #7

- Piece rate: Employee earns all or part of a wage based on number of units produced.
- Commission: Salesperson earns all or part of a wage based on number of units sold.

Merit pay: Employee earns raise to base wage based on performance

Answer to #8

In team-based pay-for-performance plans, teams can share a performance bonus equally or allocate to individual members based on an evaluation of their contribution. Team-based bonuses enhance team performance, although the effect is relatively weak. A
caveat is in order, however. Team-level bonuses can hurt collaboration among and between teams.

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