Question

a sales organization rewards employees for the number of client contacts made via telephone. a review of client contact quality determines that most of these contacts will never convert into sales. as it relates to reward problems, this exemplifies a lack of congruency between rewards and behaviour. question 38select one: true false

Answer 1

The question highlights a true lack of congruency between rewards and desired behavior in a sales organization, where employees are rewarded for the number of contacts made, not the quality or potential for sales conversion.

Step-by-step explanation:

True. In the scenario described, the sales organization is employing a reward system that focuses on the quantity of client contacts made rather than the quality of those contacts. The lack of congruency between rewards and desired behavior indicates that employees are incentivized to make as many phone calls as possible, regardless of whether these calls are likely to convert into sales. This is similar to the example provided where Carla, who works in a glasses store, strives to sell more pairs of glasses due to the fixed ratio reinforcement schedule that rewards her for the number of sales rather than the necessity or quality of the sale. In both cases, the organizations' reward systems are aligned with quantity output, inadvertently neglecting the quality factor.