1. Do results from the survey illustrate typical complaints about teams and specifically about team incentive rewards? Explain.
2. If appropriate, what changes would you recommend to improve the incentive reward program? Be specific.
3. Would management have benefited from employee involvement in the initial design and implementation of the program? Explain.

Network Cable, Inc., operates throughout the central and southern portions of Florida’s east coast. With approximately 43,500 subscribers, the company is a service provider for cable TV and high-speed Internet connections. Network Cable operates in an area described as a “high-growth market.”
In January 2003 Tara Gilbert, vice president of human resources for Network Cable, convinced company president and CEO Jeff Lesitner that restructuring the organization workforce into teams would benefit both Network Cable and its employees. Cost savings, improved morale, and team synergy were cited as inherent benefits of teams. Based on these assessments, in June 2003 a select group of three senior managers, plus Tara Gilbert and the company’s financial officer, implemented teams within the company’s installation department. Here, forty service installers were formed into eight teams of five installers each. Management set performance goals for the installation teams linked to attractive incentive rewards (cash bonuses above base salaries) when performance goals are reached. Performance measures included indexes for improved installation time, customer satisfaction scores, additional sales, equipment maintenance, and repair/callback problems. Each team could earn incentive bonuses up to a maximum of $15,000 annually with cash bonuses shared equally by each team member—a possible cash reward of $3,000 for each installer. Team bonuses after the first years were as follows: two teams, $15,000; one team, $12,500; one team, $7,300; one team, $3,150.