Morning, team. Before we start loading up the next flight to Dallas, let's quickly talk about the new SkyBlue performance plan straight from headquarters. Glad they finally came up with something. These primo kicks don't pay for themselves. Yeah, I read that email last night, and, uh$,$ first impressions? All right, all right, let's at least go over it and see how it works before we count it out. Okay, Gunderson? So$,$ it's called the SkyBlue Ground Success Plan, and it's going into effect at the beginning of next month. We'll be graded on two major metrics. One, rate of mishandled bags, and two, on$-$time flight departures. Seems simple enough. Yeah, just wait for it$.$ Each team can't mishandle more than $100$ bags in a calendar day. Daily on$-$time departures must average $90\%$ or more. If we achieve either of these goals, we get a $$250$ bonus at the end of each month. What if we hit both? We get $$500.$ That's a nice bit of extra cash in your pockets now, huh? $100$ bags at $90\%?$ Mm$-$hmm. This is a joke, right, Brandon? What do you mean? What I mean is $150,000$ people come through our airport on any given day. That's way more than the SkyBlue hub my buddy works at upstate. They get about, like, $20,000$ people a day. And we're held to the same $100-$bag standard that they are. How does that make any sense? Sophia's right. We're doing more than seven times the volume of those guys. I know it's a very ambitious goal, but our team has been incredibly efficient at handling bags in the past. You say ambitious. I say unachievable. Even on our best day, we still mishandled $200$ or so bags. Compared to the airline industry average for an airport our size, we are doing great. Yeah, well, it doesn't sound like this new policy is taking any of that into account. We hit well under $200$ bags many times last year. The times we didn't were due to technical issues. If we continue to do what we're doing now, I$\text{'}$m confident that our team can continue to get under $200$ bags and even hit that $100-$bag mark to get our bonus. But why this magic $100$ number? Where did that even come from? We work harder. Heck, I$\text{'}$d say a whole lot harder than smaller airports. We just get more bags. And yet we're held to the same minuscule margin of error. And all for $$250?$ That's not even $1\%$ of my annual salary break. But it'll be twice that. $$500.$ If we achieve both goals, which I really think we can. And even if we don't, there's still the second part of the deal, on$-$time flight departures. How is that going to work? Even the best airlines in the world don't get better than $80\%$ on$-$time departures. Exactly. I$\text{'}$m sure the executives have put a lot of thought into developing these metrics. Why is this falling on us$,$ though? The flight crew, gate agents, and even passengers contribute to whether a plane leaves on time or not. Those metrics are bad enough. Now you want me to put my fate in the hands of others as well? A couple hundred bucks to make headquarters look good? That's the best I could think of$.$ Well, what do you propose? Turn this into a system where each individual airline employee is measured? Why not? Every worker for him or herself. So how then do we track exactly who is responsible for a bag not getting from an origin to a destination, when there's an entire team involved? Or if a plane doesn't depart on time, do we go on a wild goose chase to find the culprit so his or her bonus can be reduced? Well, a metric system wouldn't work for Lucas, because he's always taking his breaks during peak passenger times. Ah ha ha$.$ Seriously, this system means that even if we do everything perfectly, but the pilot gets out of bed late that morning, we don't get our reward. I hear what you're saying. But let's give the new ground success plan a try and see what happens. Look, Brandon, if I worked for a small regional airport, or a competitor who had an eight$-$person ramp crew instead of our five$-$person crew, I would love this, but as it stands, it just doesn't seem fair or even well thought out. I appreciate you trying to motivate us to try and do the best job we can, but I just see this whole thing backfiring on SkyBlue. It'll be worse than it was before it was implemented. How so$?$ Well, if I saw teams at other workstations making extra money just because they're better set up to succeed, and I$\text{'}$m stuck here doing the same amount of work without ever seeing those extra bucks, you see what I mean? He makes a good point, Brandon. You've got to admit that. Okay, let's get back out there and load up$,$ and we'll talk more about this later this afternoon, okay? I can understand some of Lucas and Sophia's frustrations, but I was very surprised by such a negative reaction to something that could be quite positive for all of us$.$ There's really no downside to the program because there's no adverse effects. Either you hit the goals and you make more money, or you don't and you continue to make what you're making now. Sure, the goals may be challenging, and some stretch goals are, but that doesn't mean that they're non$-$starters. Having clear goals from our senior leadership allows us to focus our efforts on increasing performance. And, hey, a cash reward for doing well is certainly more effective than just being told to go out there and do your best. I hear what Lucas and Sophia are saying, but some of their comments are true.Save & ExitThe team raises concerns about the volume of bags they have to handle compared to smaller regional airports.Specifically, Sophia mentions that they have to work just as hard, if not harder, than crews at smaller airports, but are held to the same margin of error. Which of the following best portrays what Sophia is feeling?Multiple ChoiceDistributive justiceUnder rewardedOver rewardedEquityInstrumentalityGive me best answers from this story