MULTIPLE CHOICES Circle the best answer 1. What is the most common form of performance pay used by medium to large Canadian firms? a. merit raises b. profit sharing c. merit bomises d commissions 2. You work for a company that assembles plastic toys. Generally speaking, employees working at similar assembly plants receive $15.00 per hour. Internal corporate data indicates that the average worker should be able to assemble 20 toys per hour. Your organization has made a strategic decision to pay assembly line workers on the basis of their output. What is the piece rate you are contemplating paying your assembly line workers? a. $300.00 per day b. $1.33 c. $0.75 d unable to determine given the data provided 3. There is strong congruency between classical management philosophies and piece rate pay schemes, particularly in industrial settings. What characteristic of this management philosophy do you believe hinder the expansion of piece rate schemes in such organizations? a. It requires significant management follow-up b. It is very difficult to determine a "fair" piece rate. c. There is lack of trust between management and employees. d. Managers in classical organizations often do not want to compensate strong performers. 4. Which of the following best explains why, despite their motivational potential, piece rate systems often do not motivate maximum effort? a Work group norms define acceptable rates of production b. Piece rates are used in conjunction with base pay. c. Workers may be tempted to cut corners on quality. d. Workers are more concerned with production than safety. 5. Which of the following would NOT be an ideal scenario in which to consider using a piece rate plan? a. Quality standards can be monitored effectively. 6. Significant teamwork is needed to complete a particular task. c. Each unit of production can be easily measured. d Tasks tend to be fairly static over time