Dessler Hrm12 Tif12

8/10/2019 Dessler Hrm12 Tif12

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Human Resource Management, 12e(Dessler)

Chapter 12 Pay for Performance and Financial Incentives

1) Frederick Taylor referred to the tendency of employees to work at the slowest pace possibleand to produce at the minimum acceptable level as ________.

A) social loafingB) systematic soldiering) human nature!) group shift") group normsAnswer# B"$planation# Frederick Taylor populari%ed using financial incentives in the late 1&''s. As asupervisory employee of the (idvale teel ompany* Taylor was concerned with what he called+systematic soldiering+,the tendency of employees to work at the slowest pace possible and toproduce at the minimum acceptable level.!iff# 1 -age ef# /0/

hapter# 12b3ective# 1kill# oncept

) 4hich of the following terms refers to financial rewards paid to workers whose productione$ceeds some predetermined standard5A) indirect financial paymentsB) merit payments) hardship allowance!) financial incentives") human capitalAnswer# !"$planation# Financial incentives are financial rewards paid to workers whose productione$ceeds some predetermined standard. 6ndirect financial payments are a type of employeecompensation that includes health benefits.!iff# 1 -age ef# /0/hapter# 12b3ective# 1kill# oncept

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0) A management approach based on improving work methods through observation and analysisis known as ________.A) strategic managementB) scientific management) management process

!) management by ob3ectives") performance managementAnswer# B"$planation# Frederick Taylor spearheaded the scientific management movement* a managementapproach that emphasi%ed improving work methods through observation and analysis. Tayloralso populari%ed the use of incentive pay as a way to reward employees who produced overstandard.!iff# 1 -age ef# /0/hapter# 12b3ective# 1kill# oncept

/) 4ho proposed a two8factor theory that e$plains how motivator factors relate to satisfactionand hygiene factors relate to dissatisfaction5A) Frederick TaylorB) Abraham (aslow) Frederick 9er%berg!) !avid (clelland") "dward !eciAnswer# "$planation# 9er%berg says the factors :+hygienes+) that satisfy lower8level needs are differentfrom those :+motivators+) that satisfy or partially satisfy higher8level needs.!iff# 1 -age ef# /0;hapter# 12b3ective# 1kill# oncept

;) 4hich of the following is a true statement about 9er%berg


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>) According to 9er%berg


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&) ebecca


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1') The perceived relationship between successful performance and obtaining the reward isreferred to by room as ________.A) instrumentalityB) probability) valence

!) e$pectancy") optimismAnswer# A"$planation# 6nstrumentality is the perceived connection :if any) between successfulperformance and actually obtaining the rewards. alence represents the perceived value theperson attaches to the reward.!iff# 1 -age ef# /0;hapter# 12b3ective# 1kill# oncept

11) 6n room


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10) 6n roomhapter# 12b3ective# 1kill# oncept

1/) According to roomopyright 7 '11 -earson "ducation* 6nc.


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1;) Behavior modification is based upon the principles of rewards and punishments advanced by________.A) Frederick TaylorB) Abraham (aslow) Frederick 9er%berg

!) B.F. kinner") "dward !eciAnswer# !"$planation# -sychologist B. F. kinner) 4hich of the following terms refers to changing behavior through rewards or punishmentsthat are contingent on performance5A) intermittent payB) behavior modification) personal development!) instrumentality") internal motivationAnswer# B"$planation# (anagers apply kinnerhapter# 12b3ective# 1kill# oncept

1?) 4hich of the following is H2T a basic tenet of behavior modification5A) Behavior that leads to rewards tends to be repeated.B) Behavior that appears to lead to punishment tends not to be repeated.) -roperly scheduled rewards can be used to encourage some behaviors.!) -roperly scheduled punishments can be used to minimi%e some behaviors.") "mployees must understand the link between rewards*punishments* and behavior.Answer# ""$planation# For managers* behavior modification boils down to following two main principles#

:1) That behavior that appears to lead to a positive conse=uence :reward) tends to be repeated*while behavior that appears to lead to a negative conse=uence :punishment) tends not to berepeatedC and :) that* therefore* managers can get someone to change his or her behavior byproviding the properly scheduled rewards :or punishment).!iff# 0 -age ef# /0>hapter# 12b3ective# 1kill# oncept

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1&) 4hich of the following terms refers to an incentive plan that ties a group


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1) 4hich of the following terms refers to an incentive plan in which a person is paid a sum foreach item he or she makes or sells* with a strict proportionality between results and rewards5A) merit payB) variable pay) straight piecework

!) straight hourly pay") standard hour planAnswer# "$planation# -iecework generally implies straight piecework* which entails a strictproportionality between results and rewards regardless of output. 9owever* some pieceworkplans allow for sharing productivity gains between employer and worker.!iff# 1 -age ef# /0?hapter# 12b3ective# kill# oncept

) 6n which of the following do workers receive a basic hourly rate plus a premium e=ual to thepercent by which their performance e$ceeds the standard5A) pieceworkB) variable pay) straight piecework!) standard hour plan") standard pieceworkAnswer# !"$planation# The standard hour plan is a plan by which a worker is paid a basic hourly rate but ispaid an e$tra percentage of his or her rate for production e$ceeding the standard per hour or perday. 6t is similar to piecework payment but based on a percent premium.!iff# 1 -age ef# /0?hapter# 12b3ective# kill# oncept

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0) All of the following are disadvantages associated with piecework plans "G"-T thatworkers ________.A) resist attempts to modify production standardsB) focus on production =uantity instead of =uality) view the plans as unfair and complicated

!) dislike new technology or processes") resist changing from 3ob to 3obAnswer# "$planation# -iecework plans are understandable* appear e=uitable in principle* and can bepowerful incentives* since rewards are proportionate to performance. 9owever* workers onpiecework may resist attempts to revise production standards* downplay =uality* or resistswitching from 3ob to 3ob. Attempts to introduce new technology or processes may also triggerresistance.!iff# 0 -age ef# /0&hapter# 12b3ective#

kill# oncept

/) 4hich of the following is the primary advantage of piecework plans5A) powerful incentive to workersB) encourages worker fle$ibility) workers earn efficiency bonuses!) firms save on overtime wages") entices independent contractorsAnswer# A"$planation# -iecework plans are understandable* appear e=uitable in principle* and can bepowerfulincentives* since rewards are proportionate to performance.!iff# 0 -age ef# /0&hapter# 12b3ective# kill# oncept

;) 4hich of the following terms refers to any salary increase the firm awards to an individualemployee based on his or her individual performance5A) competency8based payB) variable pay) merit pay!) base pay

") pieceworkAnswer# "$planation# (erit pay is any salary increase the firm awards to an individual employee basedon his or her individual performance. 6t is different from a bonus in that it usually becomes partof the employee


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>) 9ow does merit pay differ from a bonus5A) (erit pay becomes part of an employee


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&) yobi is a large* international power tool manufacturer that develops affordable* high8=ualityproducts* such as drills* circular saws* and routers* for both homeowners and craftspeople. As thecompany continues to grow* its top e$ecutives want to ensure that employees are appropriatelypaid for their performance and that financial incentives are both fair and effective. urrently* thefirm provides merit raises based on performance appraisalsC however* e$ecutives are considering

changing the current incentive plan.

4hich of the following* if true* supports the argument that yobi should eliminate all meritraises5A) -erformance appraisals at yobi occur annually* and standards vary from manager tomanager.B) yobi employees have the option of accepting lump8sum raises or traditional merit raises.) (otivation among yobi engineers has been improved through social recognition programs.!) yobi recently began using an enterprise incentive management system to automatecompensation.") The commission percentage for yobi sales people is based on the ability to meet monthly

=uotas.Answer# A"$planation# 6n order for merit raises to be effective* performance appraisals need to beconsistent and fair. ocial recognition programs* the distribution method of a merit raise*monthly sales =uotas* and enterprise management systems are less relevant to the decision.!iff# 0 -age ef# /0&AAB# Analytic killshapter# 12b3ective# kill# ritical Thinking

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) yobi is a large* international power tool manufacturer that develops affordable* high8=ualityproducts*such as drills* circular saws* and routers* for both homeowners and craftspeople. As thecompany continues to grow* its top e$ecutives want to ensure that employees are appropriatelypaid for their performance and that financial incentives are both fair and effective. urrently* the

firm provides merit raises based on performance appraisalsC however* e$ecutives are consideringchanging the current incentive plan.

4hich of the following* if true* undermines the argument that yobi should discontinue all meritraises5A) yobi employees have e$pressed that they would prefer stock options to merit raises.B) yobi


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0') yobi is a large* international power tool manufacturer that develops affordable* high8=ualityproducts*such as drills* circular saws* and routers* for both homeowners and craftspeople. As thecompany continues to grow* its top e$ecutives want to ensure that employees are appropriatelypaid for their performance and that financial incentives are both fair and effective. urrently* the

firm provides merit raises based on performance appraisalsC however* e$ecutives are consideringchanging the current incentive plan.

4hich of the following =uestions is most relevant to the decision by yobi e$ecutives todiscontinue all merit raises5A) 4hat are the guidelines for implementing a gainsharing plan5B) 4hat is the link between merit pay and motivation according to !eci5) 4hat type of merit raises are effective for high8performing managers5!) 4hat organi%ation wide incentive plans are used by other manufacturing firms5") 4hat is the connection between merit pay increases and employee productivity5Answer# "

"$planation# 6n order for merit raises to be effective* there should be a clear and consistentconnection between productivity and merit pay. hoice is incorrect because there are not typesof merit raises. hoice B is incorrect because !eci asserted that e$trinsic rewards detracted froma worker


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0) raig is a line manager at a paper supply company. All of the following are methods thatraig should most likely implement to motivate his subordinates "G"-T ________.A) creating specific* challenging goalsB) recogni%ing an employee


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0;) Ising a straight salary to compensate salespeople is most likely ineffective because it________.A) discourages sales fle$ibilityB) lacks connection to performance) makes it too easy to switch territories

!) is not linked to product training") depends on company profitsAnswer# B"$planation# The straight salary approach makes it easier to switch territories or to reassignsalespeople* and it can foster sales staff loyalty. The main disadvantage is that straight salary candemotivate potentially high8performing salespeople.!iff# 0 -age ef# //1hapter# 12b3ective# 0kill# oncept

0>) All of the following are disadvantages of straight commission plans "G"-T ________.A) salespeople avoid pushing hard8to8sell itemsB) salespeople fail to service small accounts) payments are complicated to calculate!) significant variations in pay e$ist") pay depends on skill and economyAnswer# "$planation# traight commission plans are easy to understand and compute. 9owever*salespeople tend to focus on making the sale and on high8volume items* and may neglectnonselling duties like servicing small accounts* cultivating dedicated customers* and pushinghard8to8sell items. 4ide variations in pay may occurC this can make some feel the plan isine=uitable. 6n addition* salespersons< pay may be e$cessive in boom times and low inrecessions.* and if the person hasn


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0?) 4hich of the following is the primary advantage of using a combination of salary andcommission as compensation for salespeople5A) provides a guaranteed minimum salaryB) all freedom of work activities) facilitates territory rotation

!) completely links to performance") offers simple administrationAnswer# A"$planation# The main advantage of combination plans is that they offer salespeople a floor totheir earnings. 9owever* such plans are usually complicated and difficult to administer* and onlythe commission percentage is linked to performance.!iff# 0 -age ef# //hapter# 12b3ective# 0kill# oncept

0&) "dward is the new sales manager at 4ilson Auto (art. The previous sales manager setcommission rates informally without considering how much each sale covered e$penses. As aresult* 4ilson Auto (art barely breaks even on each car sale once commissions are paid. "dwardwants to motivate his sales force but avoid having e$cessive commissions.

All of the following =uestions are relevant to developing an effective sales compensation plan"G"-T ________.A) 4hat percentage of 4ilson


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0) "dward is the new sales manager at 4ilson Auto (art. The previous sales manager setcommission rates informally without considering how much each sale covered e$penses. As aresult* 4ilson Auto (art barely breaks even on each car sale once commissions are paid. "dwardwants to motivate his sales force but avoid having e$cessive commissions.

4hich of the following* if true* supports the argument that "dward should pay his sales team acombination of salary plus commission5A) 4ilson Auto (art


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/1) 4ith which of the following can an e$ecutive not profit until the stock makes significantgains5A) performance shareB) inde$ed options) phantom stock

!) restricted stock") premium priced optionsAnswer# ""$planation# 4ith premium priced options* the e$ercise price is higher than the stock


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/0) 4hich term refers to payments companies make in connection with a change in ownership orcontrol of a company5A) pensionB) golden parachute) retirement bonus

!) consulting fee") stock optionAnswer# B"$planation# Lolden parachutes are e$traordinary payments companies make to e$ecutives inconnection with a change in ownership or control of a company. For e$ample* a company


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/>) Tanner


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/&) The canlon plan includes all of the following features "G"-T ________.A) a philosophy of cooperationB) competence) identity!) an involvement system

") a focus on individual achievementAnswer# ""$planation# The five features of the canlon plan include a philosophy of cooperation* identity*competence* an involvement system* and a sharing of benefits formula. The plan does not call forfocusing on individual achievement.!iff# -age ef# /;1hapter# 12b3ective# ;kill# oncept

/) 4hich incentive plan is based on a philosophy that managers and employees must cooperatetogether5A) cash planB) Jincoln incentive system) canlon plan!) deferred profit8sharing plan") employee stock ownership planAnswer# "$planation# The canlon plan is based on a philosophy of cooperation. This philosophyassumes that managers and workers must rid themselves of the +us+ and +them+ attitudes thatnormally inhibit employees from developing a sense of ownership in the company.!iff# 1 -age ef# /;1hapter# 12b3ective# ;kill# oncept

;') 4hich of the following best e$plains identity in regards to the canlon plan5A) philosophy of cooperation among employeesB) clear articulation of the company mission) high level of competence from all employees!) improvement suggestions from employees") corporate8wide benefits and savingsAnswer# B"$planation# 2ne feature of the canlon plan is identity. 6dentity means that in order to focus

employee involvement* the company must articulate its mission or purpose* and employees mustunderstand how the business operates in terms of customers* prices* and costs.!iff# -age ef# /;1hapter# 12b3ective# ;kill# oncept



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;1) ompetence in the canlon plan refers to a focus on ________.A) cooperationB) corporate vision) employee competence!) significant improvements

") shared benefitsAnswer# "$planation# ompetence is a third basic feature of the canlon plan. The program* say threee$perts*+e$plicitly recogni%es that a canlon plan demands a high level of competence fromemployees at all levels.+ This suggests careful selection and training.!iff# 1 -age ef# /;1hapter# 12b3ective# ;kill# oncept

;) The canlon plan is an early version of a ________ plan* an incentive plan that engagesemployees in a common effort to achieve productivity ob3ectives.A) performance achievementB) golden parachute) gainsharing!) restricted stock") variable payAnswer# "$planation# The canlon plan is one early version of a gainsharing plan. Lainsharing is anincentive plan that engages many or all employees in a common effort to achieve a company


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;0) Lainsharing is an incentive plan that ________.A) uses a trust to hold stock in individual employee accounts and distributes it to employeesupon retirementB) engages employees in a common effort to achieve a company


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;;) 4hat type of profit8sharing plan involves the firm distributing total annual profits each yearamong employees based on their merit rating5A) cash planB) Jincoln incentive system) Mefferson incentive system

!) deferred profit8sharing plan") employee stock ownership planAnswer# B"$planation# 6n one version of the Jincoln incentive system* first instituted at the Jincoln"lectric ompany of 2hio* employees work on a guaranteed piecework basis. The companydistributes total annual profits :less ta$es* >N dividends to stockholders* and a reserve) each yearamong employees based on their merit rating.!iff# -age ef# /;hapter# 12b3ective# ;kill# oncept

;>) The Jincoln incentive system is an incentive plan that ________.A) uses a trust to hold stock in individual employee accounts and distributes it to employeesupon retirementB) engages many or all employees in a common effort to achieve a company


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;?) 4hich of the following terms refers to plans that put some portion of the employee


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>') Mack is in the process of implementing a gainsharing plan for his firm. 9e has alreadydetermined that the plan) 4hat is the most common form of payment in gainsharing plans5A) common stockB) vacation time) preferred stock!) promotions") cashAnswer# "

"$planation# ash is the most common form of payment with gainsharing plans* but commonstock is occasionally used.!iff# -age ef# /;hapter# 12b3ective# ;kill# oncept

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>0) 9ow often do most firms tend to compute financial performance measures used ingainsharing plans5A) weeklyB) monthly) =uarterly

!) bi8annually") annuallyAnswer# ""$planation# Firms tend to pay based on financial performance measures annually and on laborproductivity measures =uarterly or monthly.!iff# -age ef# /;hapter# 12b3ective# ;kill# oncept

>/) 4hat type of gainsharing plan determines employee bonuses by dividing payroll e$penses bytotal sales5A) JincolnB) ucker) 6mproshare!) canlon") kinnerAnswer# !"$planation# The canlon formula divides payroll e$penses by total sales :or* sometimes* bytotal sales plus increases in inventory). The ucker plan uses a value8added formula. 4ith theJincoln incentive system* employees work on a guaranteed piecework basis.!iff# -age ef# /;hapter# 12b3ective# ;kill# oncept

>;) 4ith which type of gainsharing plan bases employee bonuses on the difference between thenumber of labor hours a firm should have used with the number of labor hours actually usedduring a specific period5A) JincolnB) ucker) 6mproshare!) canlon") room

Answer# "$planation# 4ith the 6mproshare plan* the bonus depends on the difference between how manylabor hours the company should have used for the period* compared with how many it actuallyused. The canlon formula divides payroll e$penses by total sales.!iff# -age ef# /;hapter# 12b3ective# ;kill# oncept

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>>) ompany8wide plans in which a corporation contributes shares of its own stock to a trustestablished to purchase shares of the firm&) esearch indicates that employee stock ownership plans may ________.A) encourage employees to retire too earlyB) place firms at greater risk for employee lawsuits) increase employee commitment and motivation!) encourage transparency within global organi%ations") improve communication between employees and employers

Answer# "$planation# esearch suggests that "2-s do encourage employees to develop a sense ofownership in and commitment to the firm. For the plans to be effective* firms must beresponsible for their funds.!iff# 0 -age ef# /;0hapter# 12b3ective# ;kill# oncept



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>) 6n which of the following situations would it be J"AT appropriate to use an incentive plan5A) 4ork flow is regular.B) !elays rarely occur.) The 3ob is standardi%ed!) "mployees are unskilled but motivated.

") A link e$ists between employee effort and output.Answer# !"$planation# 6ncentive plans are effective and appropriate when motivation :and not ability) isthe problem. They are also appropriate when there is a clear relationship between employeeeffort and =uantity or =uality of output* the 3ob is standardi%ed* the work flow is regular.* anddelays are few or consistent.!iff# 0 -age ef# /;/hapter# 12b3ective# >kill# oncept

?') All of the following are essential in order for incentive plans to be effective "G"-T________.A) incentives appear to be logicalB) incentives are linked to behaviors) rewards are attractive to employees!) standards are clear and complete") employee motivation is an issueAnswer# A"$planation# "ffective incentive plans link employee behaviors with incentives* offer attractiverewards* and establish clear standards. (otivation rather than skill should be the primaryproblem. 6ncentives that seem logical may not be contributing to performance* so it is importantto gather evidence and analy%e the long8term effects of the plan.!iff# 0 -age ef# /;/8/;;hapter# 12b3ective# >kill# oncept

?1) obert Oat% populari%ed the use of financial incentives for workers whose productione$ceeds some predetermined standard.Answer# FAJ""$planation# Frederick Taylor populari%ed the use of financial incentives in the late 1&''s.!iff# 1 -age ef# /0/hapter# 1

2b3ective# 1kill# oncept

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?) (ost firms link employees< pay to performance because financial incentives are e$tremelysuccessful at motivating employees to perform above re=uired standards.Answer# FAJ""$planation# tudies suggest that employees don


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?>) According to 9er%berg


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&/) The standard hour plan is like the piece rate plan e$cept instead of getting a rate per piece*the employee gets a premium e=ual to the percent by which his or her performance e$ceeds thestandard.Answer# TI""$planation# The standard hour plan is a plan by which a worker is paid a basic hourly rate but

is paid an e$tra percentage of his or her rate for production e$ceeding the standard per hour orper day. 6t is similar to piecework payment but based on a percent premium.!iff# 1 -age ef# /0?hapter# 12b3ective# kill# oncept

&;) 4ith a standard hour plan* employers do not need to recalculate piece rates when changes aremade to the hourly pay rate.Answer# TI""$planation# ome firms find that e$pressing the incentive in percentages reduces the workers) "mployers are shifting away from piecework in many industries due to the incentive plan


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&&) According to the FJA* merit pay can only be given to e$empt* nonmanagement employeesat a company.Answer# FAJ""$planation# Although the term merit pay can apply to the incentive raises given to anyemployee,e$empt or none$empt* office or factory* management or nonmanagement,the term

is more often used for white8collar employees and particularly professional* office* and clericalemployees.!iff# -age ef# /0&hapter# 12b3ective# kill# oncept

&) Jump sum merit increases can be a more significant motivator than traditional merit paybecause the amount seems greater when received all at once.Answer# TI""$planation# Jump8sum merit increases can also be more dramatic motivators than a traditional

merit raise. For e$ample* a ;N lump8sum merit payment to a @0'*''' employee is @1*;'' cash*as opposed to a traditional weekly merit payout of @ for ; weeks.!iff# 1 -age ef# /0hapter# 12b3ective# kill# oncept

') traight commission plans are attractive to high8performing salespeople.Answer# TI""$planation# ommission plans tend to attract high8performing salespeople who see that effortclearly produces rewards.!iff# 1 -age ef# //hapter# 12b3ective# 0kill# oncept

1) Annual bonus plans are long8term incentives* and stock options are short8term incentives.Answer# FAJ""$planation# (ost firms have annual bonus plans aimed at motivating managers< short8termperformance. hort8term bonuses can easily result in plus or minus ad3ustments of ;N or moreto total pay. tock options are a type of long8term incentive.!iff# -age ef# //;* //?hapter# 12b3ective# /kill# oncept

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) ash* stock* stock options* stock appreciation rights* and phantom stock are known as+golden handcuffs+ because they are long8term incentives for e$ecutives.Answer# TI""$planation# Jong8term incentives are also +golden handcuffs+,they motivate e$ecutives tostay with the company by letting them accumulate capital that they can only cash in after a

certain number of years. -opular long8term incentives include cash* stock* stock options* stockappreciation rights* and phantom stock.!iff# -age ef# //?hapter# 12b3ective# /kill# oncept

0) "$perts assert that stock options encourage e$ecutives to take dangerous risks and are toblame for many corporate scandals.Answer# TI""$planation# (any blame stock options for contributing to corporate scandals* in whiche$ecutives allegedly manipulated the dates they received their options to ma$imi%e their returns.2ptions may also encourage e$ecutives to take perilous risks in pursuit of higher* short8termprofits.!iff# -age ef# //?hapter# 12b3ective# /kill# oncept

/) tock appreciation rights allow the recipient to buy the stock or take any appreciation in thestock price in cash* stock* or a combination of the two.Answer# TI""$planation# tock appreciation rights permit the recipient to e$ercise the stock option :bybuying the stock) or to take any appreciation in the stock price in cash* stock* or somecombination of these.!iff# -age ef# //&hapter# 12b3ective# /kill# oncept

;) tudies suggest that team incentive plans enhance productivity because the work load ise=ually distributed among team members* which fosters cooperation.Answer# FAJ""$planation# (ost large employers use team incentive plans* but studies suggest they are

counterproductive. 6ne=uity is the issue because usually a few people do the work but everyoneshares the reward.!iff# -age ef# /;'hapter# 12b3ective# ;kill# oncept

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>) The canlon plan is a type of gainsharing plan.Answer# TI""$planation# The canlon plan is one early version of a gainsharing plan. Lainsharing is anincentive plan that engages many or all employees in a common effort to achieve a company


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1'') An effective incentive plan involves gathering evidence and evaluating the long8termeffects on employee performance.Answer# TI""$planation# 6n order to have an effective incentive plan* firms should gather evidence andanaly%e the effects of the incentive plan over time. uch analysis will ascertain whether the plan

is influencing the measures that a firm intended to improve through the incentive plan.!iff# 1 -age ef# /;;hapter# 12b3ective# >kill# oncept

1'1) Briefly describe room


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1'0) "mployers may award merit pay as traditional merit increases that increase an employee


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1'>) Pou are the manager of large used car retailer* and sales are sluggish. 4hat incentive planwould be best for motivating your sales team5 4hat steps should you take to ensure that yourincentive plan is effective5Answer# (ost companies pay salespeople a combination of salary and commissions* usuallywith a si%able salary component. An incentive mi$ of about ?'N base salaryQ0'N incentive

seems typicalC this cushions the salesperson


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1'&) 6n a brief essay* discuss the difference between annual bonuses for employees andgainsharing plans.Answer# (ost firms have annual bonus plans aimed at motivating managers< short termperformance. hort8term bonuses can easily result in plus or minus ad3ustments of ;N or moreto total pay. Three factors influence one

Dessler Hrm12 Tif12

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