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Flura [38]
3 years ago
7

Decision Point: How Can You Help the Sales Team Better Understand the Commission Plan? You remember from your discussion with Se

an that, "Many members of the sales team don’t seem to understand the commission system, and many see it as unfair." You study the existing commission plan and don’t see anything as inherently unfair, but you have your suspicions as to who might think it unfair. You speak to a number of sales personnel and discover that it is the newer salespeople who see the commission plan as unfair. Commission rates for sales personnel who have been employed by Swazzi for less than two years are lower than for employees who have been at Swazzi for longer than two years. Newer employees believe they put as much effort into each sale as longer-tenured employees and should be rewarded the same. Using expectancy theory, what would you do to address this problem? Select an option from the choices below and click Submit.
Business
1 answer:
Zolol [24]3 years ago
7 0

Question Completion with Options:

*Re-evaluate the existing commission plan to determine whether you can eliminate the perception of unfairness. Re-evaluate the base salaries by comparing them to other upscale clothing stores.

*Put all salespeople on the same commission plan regardless of tenure. This will clearly establish a strong relationship between performance and reward for all sales personnel. Increase the base salaries of longer-tenured salespeople who have worked for Swazzi more than two years to reinforce the relationship between their experience/loyalty and their rewards.

*Travel to the stores and explain the system in detail to the sales teams. Tell them you will try to clear up any perceived unfairness once you see whether they are serious about selling

Answer:

*Put all salespeople on the same commission plan regardless of tenure. This will clearly establish a strong relationship between performance and reward for all sales personnel.  Increase the base salaries of longer-tenured salespeople who have worked for Swazzi more than two years to reinforce the relationship between their experience/loyalty and their rewards.

Explanation:

Longer-term sales personnel should be rewarded differently from newer personnel.  But, this differential reward should not be based on the sales commission.  The base salary will be more ideal for this tenure reward.  This will be in line with the Expectancy Theory which states that employees base their individual levels of effort on what is necessary to perform well and earn rewards within the workplace.   The theory also requires that the reward structure is clear with well-defined goals and routine evaluations.  The Expectancy Theory helps workers to put in their best because they are looking forward to some well-defined and clear rewards.

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Greg had selected 8 intervals total to service. He logged in on time for each interval, but ended up logging out 5
inysia [295]

Answer:

The resulting CA percentage for the week to the nearest number is 94%

Explanation:  

CA refers to Commitment Adherence.

Commitment Adherence (CA) is a way to calculate the reliability of an employee in relation to how much time they put into their work.

Put differently, it is a mathematical comparison between how much time you stated that you were going to work versus the actual amount worked. This concept is prevalent with people who use clock-in and clock-out system to measure productivity.

Step 1

The formula for calculating Commitment Adherence (CA) is:

(Serviced Minutes - Excused Non-Serviced Minutes) / (Posted Minutes + Released Minutes)

When you log out at about 5 minutes early it translates to 83% because each interval is 30 minutes. So 23/30 = 83%

Step 2

There are 8 intervals. 5 of them are 100% each. Thus total intervals for the week equal

(5*100%)+(3*83%) =

7.49 *30 = 224.7

Total number of intervals selected =

8*30 = 240

Therefore commitment adherence = 224.7/240

= 0.94%

Cheers!

6 0
3 years ago
If, for this machine, design capacity is 50 cords per day, effective capacity is 40 cords per day, and actual output is expected
AleksAgata [21]

Answer:

60%

Explanation:

Data provided as per the question is below

Design capacity = 50 cords per day

Effective capacity = 40 cords per day

Actual output = 30 cords per day

The computation of utilization is shown below:-

Utilization = Actual output ÷ Design capacity

= 30 ÷ 50

= 0.6

or 60%

Therefore for computing the utilization we simply divide design capacity by actual output.

7 0
3 years ago
The law of supply indicates that other things equal:.
Temka [501]

Answer:

The law of supply is the microeconomic law that states that, all other factors being equal, as the price of a good or service increases, the quantity of goods or services that suppliers offer will increase, and vice versa.

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