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Draft A Response To Each Of The Bulleted Questions Below Each Questio

Companies can prevent poor performers from benefiting under group and companywide incentive programs by establishing clear performance criteria and implementing robust performance measurement systems. Regular monitoring and feedback ensure that contributions are aligned with organizational goals. Additionally, incorporating a tiered incentive structure can reward high performers more heavily, while offering smaller or no incentives to those who do not meet performance standards. Enacting accountability measures and linking rewards closely to individual contributions also discourages free-riding and fosters a culture of meritocracy.

My experience with teamwork has consistently shown that collaborative efforts lead to better outcomes than working alone. When team members pool their diverse skills and perspectives, they can approach problems more creatively and efficiently. For example, in group projects, individuals often learn from each other’s strengths, which fosters innovation and improves problem-solving. While individual contribution is important, the synergy created through effective teamwork often results in higher quality results, increased motivation, and enhanced learning opportunities. Shared accountability and mutual support are key factors making teamwork more effective than isolated work.

From my observations, employee behavior under individual incentive programs varies significantly. Some employees are highly motivated to excel because they see direct rewards, leading to increased productivity. However, others may focus solely on short-term gains or manipulate performance metrics to maximize their incentives, potentially compromising quality or ethical standards. Often, competitive pressures can encourage unhealthy rivalry or discourage teamwork. If incentives are not carefully designed to promote long-term results and ethical conduct, employee behavior may become less aligned with organizational values and overall performance.

Jobs that are unsuitable for person-focused pay include those requiring routine or highly specialized tasks, such as assembly line work, data entry, or clerical support. These roles often involve repetitive activities with clearly defined procedures, making individual skill development less impactful on productivity. Additionally, jobs with unpredictable or project-based tasks, like emergency responders or creative professionals, may not benefit from person-focused pay because their work relies heavily on context or unique circumstances rather than a set of standardized skills. In such cases, fixed salaries or team-based incentives are typically more appropriate.

Person-focused pay benefits employees by providing opportunities for skill development, career advancement, and increased job security. It encourages continuous learning, which helps workers adapt to technological changes and broadens their competencies. The recognition of multiple skills increases employee engagement and job satisfaction, reduces boredom, and enhances employability. Furthermore, employees with diverse skill sets often have better bargaining power and job stability. Overall, person-focused pay incentivizes personal growth and versatility, making workers more valuable to their organizations and positions more fulfilling.

References

• Martocchio, J. J. (2015). Strategic Compensation: A Human ResourceManagement Approach. Pearson Education.
• Yawson, R. M., & Badu, E. (2014). Types of health insurance schemes and their benefits. African Journal of Economic Review, 2(1), 45-65.
• Snape, E., Redman, T., & Bamber, G. J. (2017). Managing employment relations. Pearson Education.
• Gerhart, B., & Rynes, S. L. (2020). Compensation: Theory, Evidence, and Strategic Implications. SAGE Publications.
• Pfeffer, J. (2018). Dying for a paycheck: How modern management harms employee health and company performance—and what we can do about it. Harper Business.
• Mathis, R. L., & Jackson, J. H. (2019). Human Resource Management. Cengage Learning.
• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Dessler, G. (2019). Human Resource Management. Pearson.
• Armstrong, M. (2020). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation. McGraw-Hill Education.