A typical job performance model for a food preparation worker at Fresh Munchables states that high performance includes the following:

1. Using proper cooking methods to prepare and package appealing and nutritious food

2. Checking food during preparation and using proper food handling procedures to ensure that quality and safety standards are met

3. Producing accurate quantities of each product with little to no waste

How could a manager improve this job performance model?

• Specify the direct causes of high performance, such as knowledge, rewards, and employee characteristics, to show how employees can achieve high performance
• Provide less detailed objectives in order to allow for creativity on the job
• Include more factors that are outside the employees control in order to increase employee motivation
• Mention budget constraints to deter employees from wasting time or inventory

The research and development business unit at Fresh Munchables is currently recruiting several more employees to develop a new line of superfood meal replacement smoothies. Among the new recruits, the unit will need employees who are registered nutritionists and can formulate smoothies that contain all the nutrients needed to serve as a full meal.

In considering what type of rewards system to implement for the new employees, which of the following systems will best attract employees who have the skills needed to help the new product line succeed?

• An employee assistance program because it can provide a means for those who do not have a background in nutrition to gain knowledge on the job and progress beyond their current positions
• A capacity-based pay system because it provides a greater incentive to those who are willing to work longer hours and produce a greater variety of products
• An employee recognition system because it can provide motivation for employees to innovate and come up with creative new ideas to help the research and development unit succeed
• A capability-based pay system because it provides a greater incentive for employees with the specific qualifications needed by the research and development unit

Allison recently graduated from college and was just offered a position as a food scientist at Fresh Munchables. The hiring director offered her a yearly salary of $48,000. However, Allison heard from a friend who graduated with her that he had been offered a yearly salary of $60,000 for a similar position at Tasty Tidbits, a competitor of Fresh Munchables in the snack industry. Allison then proposed a higher salary of $55,000 to the hiring director who refused and said that the typical compensation for an entry-level food scientist was actually $44,000. Allison turned down the job offer. Since then, Fresh Munchables has had a difficult time hiring and retaining food scientists due to higher salaries being offered at other companies.

Which challenge is the company facing in terms of external reward positioning?

• The cost challenge, because the company did not align Allisons proposed salary with other food scientists within the company
• The ethical challenge, because managers may have colluded to raise their own pay by preventing lower-level employees from earning a reasonable salary
• The bad data challenge, because the company does not have accurate data about the average level of compensation for similar jobs within the industry
• The job matching challenge, because the entry-level food scientist position has not been compared to entry-level positions in other industries

The manager of the engineering business unit at Fresh Munchables is working with HR to develop a variable pay program in the form of individual bonuses. The manager hopes that it will help employees focus on the goals of the unit to increase compliance with safety procedures and reduce the number of accidents in the workplace.

How should the manager determine whether each employee should receive a bonus and how much the bonus should be in comparison with others?

• Define the desired safety behaviors and deliver bonuses according to the extent to which each employee demonstrated those behaviors.
• Have employees rank one another on how well they complied with safety procedures and ask them to report any accidents to the manager.
• Assess each employees relevant education and experience prior to working for Fresh Munchables and assign greater bonuses to those who are more qualified.
• Reward employees equally according to how well the entire team shows improvement in compliance with safety procedures.

The compensation team is trying to determine the total number of pay grades that should be used in the engineering unit of Fresh Munchables. This unit has sometimes struggled to meet productivity goals but overall contributes to the companys mission to provide high-quality products to consumers. The engineering unit includes several dynamic job positions, and employees frequently change responsibilities as they work on a variety of different projects. Some engineering employees are promoted to become managers, but others later use the skills they have learned to apply for jobs at other companies.

How should the compensation team determine pay grades for the engineering unit?

• Create a highly structured pay grade system to encourage stability and upward mobility within the engineering department.
• Create a loosely organized structure of pay grades to align with the flexible job responsibilities in engineering positions.
• Institute flexible pay grades based on how well the engineering unit meets its productivity goals.
• Establish a different pay grade for individual employees based on how much each employee contributes to the companys bottom line.