Question 1

Executive dining rooms represent a form of job status reward.

Accepted Answer

Executive dining rooms are typically reserved for high-level executives and leadership, serving as a tangible reward for their job status and responsibilities. Therefore, it is true that executive dining rooms represent a form of job status reward.

Question 2

The largest portion of most pay cheques is based on the person's membership and seniority.

Accepted Answer

Membership and seniority are key factors in determining pay in many industries, especially unionized ones. These factors often play a larger role than an individual's job performance or education level.

Question 3

One problem with seniority-based rewards is that they cause higher turnover.

Accepted Answer

Seniority-based rewards typically provide incentives for employees to stay with a company long-term, which can actually reduce turnover.

Question 4

Research suggests that men and women differ in their attitudes towards money.

Accepted Answer

Studies have shown that men and women have different attitudes towards money in terms of spending, saving, and investing. Women tend to focus more on practical and long-term goals, while men are more likely to take risks and pursue higher returns. Additionally, men often have more confidence in their financial abilities than women.

Question 5

Gainsharing plans focus on cost reductions and increased labour efficiency.

Accepted Answer

Gainsharing plans are incentive plans where employees are rewarded for improving productivity, reducing costs, and increasing profitability. The focus is on improving efficiency and reducing expenses, often by involving employees in the process of cost reduction.

Question 6

Gainsharing plans apply to production jobs,not to services such as medical operations.

Accepted Answer

This statement is not entirely true. Gainsharing plans can also apply to service jobs, including those in healthcare. However, the structure and implementation of gainsharing plans in service industries may differ from those in production jobs.

Question 7

Employee share ownership plans and share options tend to create an ''ownership culture'' in which employees feel aligned with the organization's success.

Accepted Answer

Employee share ownership plans and share options give employees a stake in the company's success and can increase their motivation to work harder and contribute to the company's goals. This can foster an ownership culture where employees feel more connected to the company, its values, and its mission, ultimately leading to improved performance and profitability.

Question 8

Job status-based rewards potentially motivate employees to compete with each other.

Accepted Answer

Job status-based rewards such as promotions and bonuses may create a competitive environment among employees as they strive to achieve a higher job status and earn the associated rewards.

Question 9

Compared with women,men give money a lower priority in their lives.

Accepted Answer

This statement is a generalization and not true for all men and women. Money management and financial priorities can vary greatly between individuals and should not be restricted by gender stereotypes.

Question 10

Job status-based rewards discourage employees from hoarding resources.

Accepted Answer

Job status-based rewards can actually encourage employees to hoard resources as they may view these resources as essential to maintaining or improving their status within the organization.

Question 11

Competency-based rewards are expensive.

Accepted Answer

Competency-based rewards require a lot of resources and effort to design, implement, and evaluate, which makes them more expensive than traditional rewards. Additionally, these rewards are often tied directly to individual performance, so the organization needs to ensure that the evaluation process is fair and consistent for all employees.

Question 12

One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods.

Accepted Answer

Competency-based rewards often involve subjective assessments of skills and behaviors, making it challenging to measure competencies purely through objective methods.

Question 13

Competency-based rewards pay employees based on their performance results.

Accepted Answer

Competency-based rewards pay employees based on their skills, knowledge, and behaviors, not directly on their performance results.

Question 14

Commissions and piece rates are examples of competency-based rewards.

Accepted Answer

Commissions and piece rates are examples of performance-based rewards, as they are tied to the quantity or quality of work performed, rather than the skills or competencies of the individual.

Question 15

Competency-based rewards tend to improve levels of product and service quality.

Accepted Answer

Competency-based rewards focus on rewarding individuals based on their skills and abilities related to a specific job or task. By motivating employees to develop and apply their skills, there is a higher likelihood of achieving better product and service quality.

Question 16

Employee share ownership plans and share options are two types of organizational-level performance-based rewards.

Accepted Answer

Employee share ownership plans and share options are both forms of performance-based rewards that are offered to employees at the organizational level. These types of rewards are designed to align employees' incentives with the company's goals, by giving them a stake in the company's success. Employee share ownership plans typically involve issuing shares of stock to employees, while share options give employees the right to purchase shares of stock at a future date. Both of these programs can be very effective at motivating employees and improving organizational performance.

Question 17

Job evaluation mainly supports the competency approach to rewards.

Accepted Answer

Job evaluation is a method used to determine the relative worth or value of different jobs within an organization. It is a systematic approach to determining the value or worth of jobs based on factors like skill, effort, responsibilities, and working conditions. While job evaluation can provide a framework for determining compensation, it is not inherently tied to a competency-based approach to rewards. Competency-based rewards focus on an employee's skills, knowledge, and abilities, and reward employees for developing and demonstrating those competencies.

Question 18

Job evaluations systematically evaluate the worth of each job within the organization by measuring its required skill,effort,responsibility,and working conditions.

Accepted Answer

Job evaluations do exactly that - they measure the worth of each job within the organization by considering factors such as skill level, effort required, level of responsibility, and working conditions.

Question 19

Skill-based pay plans give an employee a higher pay rate for those days that he or she performs two or more jobs at the same time.

Accepted Answer

Skill-based pay plans provide higher pay rates for employees with certain skills or qualifications, not for performing multiple jobs at the same time.

Question 20

People with a high power distance give money a low priority in their lives.

Accepted Answer

People with a high power distance typically place greater importance on wealth and money as symbols of status and power.

Quiz 6: Applied Performance Practices