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91Ó°ÊÓ

"Managers should be rewarded only on the basis of their performance measures. They should be paid no salary." Do you agree? Explain.

Short Answer

Expert verified
Performance-based rewards motivate, but a blend with salary ensures stability and sustainable results.

Step by step solution

01

Understanding Performance-Based Rewards

Performance-based rewards align a manager's compensation directly with their performance metrics. This can motivate managers to achieve higher efficiency and productivity. It encourages a results-oriented approach.
02

Analyzing Potential Limitations

Relying solely on performance-based rewards may create pressure, leading to unhealthy competition, corner-cutting, or a focus on short-term results that compromise long-term goals. It can also lead to stress or burnout among managers.
03

Considering Comprehensive Compensation

A mixed compensation approach can balance the benefits and drawbacks. While performance-based rewards promote motivation, a base salary provides job security. This combination can encourage a healthy work environment and sustainable performance.
04

Drawing a Conclusion

A balanced compensation plan is recommended to ensure that managers are motivated but also have financial stability. This leads to a sustainable and healthy work environment, promoting both short-term gains and long-term growth.

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Key Concepts

These are the key concepts you need to understand to accurately answer the question.

Managerial Performance
Managerial performance is crucial to the success of any organization. The effectiveness of a manager is often assessed through different performance metrics, such as meeting organizational goals, improving team productivity, and maintaining efficient operations. When managers are evaluated based on these measurable outcomes, it allows organizations to pinpoint areas of strength and identify opportunities for development. By focusing on managerial performance, companies can ensure that they are fostering leadership that contributes positively to the business’s overall success. Additionally, recognizing and rewarding high-performing managers helps in sustaining a competitive advantage within the market.
Compensation Plan
Creating a compensation plan that includes performance-based rewards can significantly impact an organization's talent retention and satisfaction levels. A well-structured compensation plan often comprises a mix of a reliable base salary coupled with additional performance incentives. This dual approach ensures that managers have a stable income while also being motivated to excel through performance-based bonuses.
  • Base Salary: Provides financial stability, allowing managers to focus on their long-term career development.
  • Performance Bonuses: Encourage managers to exceed their basic job requirements, directly linking their efforts to rewards.
By balancing between these elements, businesses can address immediate financial needs while promoting sustained performance.
Motivation and Incentives
Motivation and incentives play a vital role in enhancing the productivity of managers. When managers have clear and tangible rewards tied to their performance, their motivation levels can significantly rise. This is because they see a direct relationship between their efforts and the outcomes they receive, creating a performance-oriented work culture.
  • Increased Engagement: Performance incentives make managers more engaged with their roles, driving them to go above and beyond.
  • Sustainable Enthusiasm: Regular rewards and recognitions boost morale and help maintain high energy levels in the workplace.
However, it is important to ensure that the incentive system is fair and attainable, as this maintains trust and commitment from managers.
Work Environment
The work environment is a key factor influencing managerial performance and overall job satisfaction. A positive and supportive environment can enhance productivity, innovation, and collaboration among managers. When performance-based rewards are considered, it should be ensured that they foster a nurturing work atmosphere rather than undue stress or competition.
  • Collaborative Culture: Encourages sharing of ideas and teamwork, essential for success.
  • Work-Life Balance: An environment that promotes balance ensures managers maintain their well-being and are less prone to burnout.
Businesses benefit from investing in creating a positive work environment, as it leads to lower turnover rates and higher levels of productivity and satisfaction among managers.

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Most popular questions from this chapter

Explain the incentive problems that can arise when employees must perform multiple tasks as part of their jobs.

Zynga Multinational, Inc., has divisions in the United States, Germany, and New Zealand. The U.S. division is the oldest and most established of the three, and has a cost of capital of \(8 \%\). The German division was started three years ago when the exchange rate for euro was 1 euro \(=\$ 1.25 .\) It is a large and powerful division of Zynga, Inc., with a cost of capital of \(12 \% .\) The New Zealand division was started this year, when the exchange rate was 1 New Zealand Dollar \((\mathrm{NZD})=\$ 0.60 .\) Its cost of capital is \(14 \% .\) Average exchange rates for the current year are 1 euro \(=\$ 1.40\) and \(1 \mathrm{NZD}=\$ 0.64 .\) Other information for the three divisions includes the following: 1\. Translate the German and New Zealand information into dollars to make the divisions comparable. Find the after-tax operating income for each division and compare the profits. 2\. Calculate ROI using after-tax operating income. Compare among divisions. 3\. Use after-tax operating income and the individual cost of capital of each division to calculate residual income and compare. 4\. Redo requirement 2 using pretax operating income instead of net income. Why is there a big difference, and what does it mean for performance evaluation?

Explain the role of benchmarking in evaluating managers.

Chris Moreno seeks your advice on revising the existing bonus plan for division managers of Global Event Group. Assume division managers do not like bearing risk. Moreno is considering three ideas: Make each division manager's compensation depend on division RI. Make each division manager's compensation depend on company-wide RI. Use benchmarking, and compensate division managers on the basis of their division's RI minus the RI of the other division. 1\. Evaluate the three ideas Moreno has put forth using performance-evaluation concepts described in this chapter. Indicate the positive and negative features of each proposal. 2\. Moreno is concerned that the pressure for short-run performance may cause managers to cut corners. What systems might Moreno introduce to avoid this problem? Explain briefly. 3\. Moreno is also concerned that the pressure for short-run performance might cause managers to ignore emerging threats and opportunities. What system might Moreno introduce to prevent this problem? Explain briefly.

The Dexter division of AMCO sells car batteries. AMC0's corporate management gives Dexter management considerable operating and investment autonomy in running the division. AMC0 is considering how it should compensate Jim Marks, the general manager of the Dexter division. Proposal 1 calls for paying Marks a fixed salary. Proposal 2 calls for paying Marks no salary and compensating him only on the basis of the division's ROI, calculated based on operating income before any bonus payments. Proposal 3 calls for paying Marks some salary and some bonus based on ROI. Assume that Marks does not like bearing risk. 1\. Evaluate the three proposals, specifying the advantages and disadvantages of each. 2\. Suppose that AMCO competes against Tiara Industries in the car battery business. Tiara is approximately the same size as the Dexter division and operates in a business environment that is similar to Dexter's. The top management of AMCO is considering evaluating Marks on the basis of Dexter's ROI minus Tiara's ROI. Marks complains that this approach is unfair because the performance of another company, over which he has no control, is included in his performance-evaluation measure. Is Marks' complaint valid? Why or why not? 3\. Now suppose that Marks has no authority for making capital-investment decisions. Corporate management makes these decisions. Is ROI a good performance measure to use to evaluate Marks? Is ROI a good measure to evaluate the economic viability of the Dexter division? Explain. 4\. Dexter's salespersons are responsible for selling and providing customer service and support. Sales are easy to measure. Although customer service is important to Dexter in the long run, it has not yet implemented customer- service measures. Marks wants to compensate his sales force only on the basis of sales commissions paid for each unit of product sold. He cites two advantages to this plan: (a) It creates strong incentives for the sales force to work hard, and (b) the company pays salespersons only when the company itself is earning revenues. Do you like his plan? Why or why not?

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