1. Do you think that, as a manager, you would use bonuses regularly?

Why
or why not?
A. Yes, I may use bonuses regularly if I become a manager.
Because it is obvious that people will be moti vated by
bonuses. Alt hough pay i s not a key fact or dri vi ng job
sat isfact ion, bonuses wil l keep e m p l o ye e' s sa t i sf ac t i on l ev el
u p i n t he m o st of t i m e. W or k en vi r o nm e nt w i l l be i m pr o ve d
w he n r ew ar de d, whi ch wi l l m ake the em pl oyee i m pr ove t hei r
j ob per f or m ance and ef fi ci ency. Rewar d m ay be back f ir e but
it will motivate the employees work in the positive pace. As a
manager, bonuses is a good way to motivate t h e e m p l o y e e s , i n
o r d e r t o m a k e m or e p r o f i t s .
2. Can you think of a time in your own life when being evaluated and
rewarded on a specific goal lead you to engage in negative or
unproductive behavior?
A. There was a tough time in my middle school. Before the final
exam, my mother told me that if I get the better mark in the final
exam, he would reward me a trip to Hyderabad. Due to this
reward, I focused on the study day and night. I kept the studying
till the midnight. The bad thing happened was that I got a sudden
illness.
I had a high fever lasting three weeks and had to have an
operation. I not only missed the final exam but also stay in the
hospital over three month. The doctor told me that the sudden
illness was the result of the heavy pressure. This goal led me
offer myself too heavy stress thus I engaged in unproductive
behavior which was I kept myself in the anomalous daily
schedule.
3. Do you think providing group bonuses instead of individual bonuses
would be more effective or less effective? Why?
A. No, I think that providing group bonuses instead of individual
bonuses would be less effective. Although providing group
bonuses will contribute to the group spirit, providing individual
bonuses is fair. Providing individual bonuses is based on the
individual's performance, every single employee will perform
better in the work. While providing group bonuses, there will be
someone pretend to work and not try him best to work. And the
most hardworking team member will dissatisfaction with the
rewarding, it is not equitable to the team star. Therefore,
providing individual bonuses would be more effective
4. How would you design a bonus/reward program to avoid the problems
mentioned in this case?
A. I would design a reward program concerning the intrinsic interest of
employee and avoiding the negative behavior. First, there will be a
intrinsic
rewards to let the employee recognize the programs and not lose the
interest of the task. Second, the reward is based on the variable-pay
programs. And in the company, we will enhance the role and discipline of
the enterprise, the employee may avoid the unproductive behaviour. It is
important to design a program.

Do you think providing group bonuses instead of individual bonuses would

be more effective or less effective? Why?

I do not believe group bonuses are effective because it creates division in the company. I
believe in rewarding employees at meetings or at annual company events are more effective.
Also, if monetary is the only thing that will motivate that employee than management may
want to re-evaluate their employment. Employee bonuses can be given for holidays, i.e.
Christmas bonus, or at an employee’s performance review. If an employee is excited and
enjoys what they do genuinely and their work environment I do not believe incentives would
be an issue.

How would you design a bonus/reward program to avoid the problems

mentioned in this case?

To avoid the problems mentioned in this case, I would ensure that the salary/benefits package
is competitive. I would also conduct employee performance reviews to determine if the
employee is eligible for a competitive raise. I would also have employee recognition
periodically to recognize those who go above and beyond what is required.

How would you design a bonus/reward program to avoid the problems

mentioned in this case?

A bonus/reward program must be targeted at appropriate measures of performance.

Otherwise, they could lead to outcomes that are not desired. Instead of measuring outcomes,
the target could be related to specific goals set. The goals then would be defined based on
significant criteria for desired outcomes including contribution to mission, measured
production output, and quality of output. Care would be taken to ensure that the criteria are
communicated to employees to reduce any ambiguity about the program. And the judgment
of performance would be transparent and open to observation to ensure perceived fairness in
application.