11.____ grant employees annual pay raises based on their level of job performance.
a.Job enrichment plans
b.Piece rate plans
c.Merit pay plans
d.Quality circle plans
12.Merit pay plans fail for all but which of the following reasons?
a.The merit pay pool is unlimited.
b.The employees do not value the rewards offered by the company.
c.Supervisors are reluctant to make distinctions between employees.
d.The time lag that occurs between behavior and rewards
13.All but which of the following can contribute to an effective merit pay plan?
a.Training managers to properly implement the system.
b.Make payouts annually.
c.Frequently communicate performance expectations to employees.
d.Measure an employee’s performance on the basis of job behaviors that have a proven impact on the success of the business.
14.Publicized merit pay guidecharts serve to strengthen the:
a.value of rewards.
b.effort-performance links.
c.performance-reward links.
d.performance-organizational mission links.
15.According to Edward Lawler, all but which of the following is recommended for organizations interested in starting a merit pay plan?
a.Make pay increases public.
b.Do not deliver rewards as a salary increase.
c.Do not deliver instant or spot rewards.
d.Make sure individual performance can be measured accurately.
16.____ base an individual’s wages on the number of units he/she produces.
a.Job enlargement plans
b.Quality circle plans
c.Piece rate plans
d.Merit pay plans
17.Industrial engineers use ____ to determine how many units a person can be expected to produce in a given period of time.
a.job enrichment studies
b.quality circle studies
c.continuous improvement studies
d.time-and-motion studies
18.All but which of the following are considered strengths of piece rate plans?
a.They ensure cost efficiency.
b.They use subjective performance standards.
c.They remove supervisory bias.
d.They tie rewards directly to performance.
19.A major problem with both merit pay and piece rate plans is their emphasis on:
a.competition.
b.individual performance.
c.unrealistic performance goals.
d.stress-inducing performance expectations.
20.Coworkers who violate production norms are often referred to as:
a.rate-busters.
b.scabs.
c.rats.
d.strikebreakers.