Chapter 17Reward management

The worth of and pay for a job should depend on all of the following except:
1. the conditions and hazards under which the work is performed.
2. the skill and effort the job requires.
3. the amount of responsibility involved.
4. the sex of the employee.
Which of the following is an example of a non-financial reward:
1. bonuses
2. commissions.
3. health insurance.
4. employee recognition programmes.
A reward management strategy is essential for:
1. job evaluation.
2. human resource planning.
3. motivating employees and containing employee costs.
4. compliance with employment laws.
Reward management strategies have changed in recent years due to all of the following except:
1. globalization
2. heightened competition.
3. new technology.
4. collective bargaining.
The focus of reward management has moved from paying for a position or job title to:
1. global wage surveys.
2. rewarding employees on the basis of competencies or contributions to the organization.
3. training for success.
4. union avoidance.
The more common goals of reward management include all of the following except:
1. to punish employees for poor performance.
2. to reward employees' past performance.
3. to maintain the budget.
4. to attract new employees.
Performance-related pay systems:
1. tie rewards to firm profitability.
2. are easy to implement and measure.
3. tie rewards to employee effort.
4. result in negligible increases in output.
The term performance-related pay can encompass all of the following except:
1. merit pay.
2. base salary.
3. cash bonuses.
4. profit-sharing.
Which of the following methods of reward management would not qualify under the term performance-related pay?
1. Seniority based pay.
2. Group incentive.
3. Pay banding.
4. Profit-sharing.
Which of the following are not considerations when establishing a performance-related pay system?
1. Size of monetary increase.
2. Value of base salary.
3. Measurement of employee performance.
4. Payment periods.