Create a 3-column table which identifies each performance pay group (Individual, Group, and Organization), examples of Minuteman Press employee roles (that each pay group applies to), and examples of specific current performance pay choices (in each pay group) you recommend Ryan modify and re-implement for each pay group.

Minuteman Press is a small manuatacturer and reseller of imprinted business forms. The company has annual sales of about 58 million, mostly around Bear River and Nova 5cotia. The owner, Vickl Ekstrom, built up the business over 40 vears. She uses high-quality materials resulting in high production costs and high retall prices. Resetting the equipment for relatively short production runs of customized products takes extra time and increases costs. Ryan Styles recently started his new job (recently promotred to general manager.) Ryan is a recent graduate of a community college business program. There are a few supervisors who oversee production, their responsbilities are clearly spelled out, so the supervisors often support one another. There is no system for scheduling production; in fact, there are few systems of any kind. Vicki tends to resolve most decisions and issues. Most of the firm enployees (35) work in production. The company also has several salespeople, a few travel around Nova Scotia (usually the entry level recruits.) Additionally, there is one book-keeper to keep records and issue the paycheques. Several office employees handle routine administrative tasks. Vicki manages most areas of the company without supervisors (accounting, marketing, human resources.) Vick feels she is a generous employer. The company cannot sustain the recurring cost of any formal employee benefits. Sometimes, sick workers are kept on payroll for a considerable time, especially if 5 heila knows the worker has a family to support. There is little interest by employees in unionitation due to 5 heila's interest in her employees. Minuteman has no formal system for determining compensation. Vicki tends to make all pay decisions on the spur of the moment, so almost everybody has a different pay rate. There is no policy for annual raises, so any employee who wants a raise has to approach Vicki. Depending on her mood (and how much she knows about you), Vicki gives raises to most people who approach her. When the company is profitable raises are higher. They are also higher if she knows the employee has a family to support, or if the employee's spouse has been laid off, or if the employee has added a new member of the family. Every Christmax, if profits allow, Vicki gives grocery git cards to employees (based on what she says are their contributions to Minuteman.) In early December, she sits down with her employee list, by each department, and pencils in an amount next to each name. Everybody gets something, but the amounts vary greatly. If Vicki can associate a face with the name (which is difficult sometimes, because new employees seem to turn over a lot), she tends to give larger bonuses. Longer-term employees tend to receive much higher bonuses than new employees. Vick has noticed this tendency, but assumes that if an employee has been with the firm longer, that person must be more productive, so this is fair. Vicki personally distributes the gift cards on the last working day before Christmas. Since Vicki has been with the business 40 years, she is planning to gradually step away from the business over the next year or two and turn the operation of the business over to the new General Manager Ryan Styles (Ayan was not aware of this when he accepted the promotion at Minuteman.) In addition to Ryan's new challenge, the company bookkeeper informed Vicki and Ryan that there wasn't enough money in the bank to meet payroll