1. The purpose of reward is:

1. To attract individuals to the organisation
2. To retain individuals within the organisation
3. To motivate people to work
4. All of the above

2. Fairness in reward:

1. Means all employees are paid the same
2. Means all employees are paid according to their performance
3. Is determined by government, which sets pay levels for business
4. Is socially constructed and therefore cannot be universally agreed upon

3. The Employee Value Proposition is:

1. The amount people are paid by their organisation
2. The collection of what an organisation offers in exchange for employment
3. The amount an employee manages to negotiate for themselves on joining an organisation
4. The total pay and bonuses available to an employee

4. A good work–life balance is usually considered to be an example of:

1. Intrinsic reward
2. Extrinsic reward
3. Performance-related reward
4. Compensation

5. An organisation’s reward strategy:

1. Defines the pay structures
2. Reflects organisational priorities
3. Seeks to ensure a stable workforce
4. Is based on achieving a fair day’s work for a fair day’s pay

6. Base or Basic Pay is:

1. Dependent upon individual performance at work
2. The basis for the social exchange within an organisation
3. The irreducible minimum that an employee can expect for fulfilling their duties at work
4. A fair assessment of an employee’s contribution to the workplace

7. Job evaluation is a process which:

1. Determines the content of jobs
2. Identifies the tasks an individual undertakes
3. Establishes the value of jobs to the organisation
4. Allocates money to particular tasks and roles

8. Analytical systems of job evaluation typically:

1. Review jobs as a whole rather than their component parts
2. Are looked upon favourably in equal value tribunal cases
3. Rank orders jobs from the most complex to the least complex
4. Are cheap and easy to apply

9. Performance-related pay:

1. Seeks to value the contribution a person makes to the organisation
2. Seeks to value the person rather than the job
3. Ensures that all employees are effectively motivated
4. Is based on the profitability of the company

10. Critiques of New Pay argue:

1. That it shifts risk away from the organisation and onto the employee
2. That it shifts risk away from the employee and onto the shareholder
3. That it shifts blame for poor performance onto managers
4. That it fails to recognise individual ability