Abstract The key feature of an ideal remuneration system is not only encourage, but also to invite or improve the sales representative retention in the team very likely.The object of this study, company S was founded in 1989,the business model is 3C digital chain monopolized shop. The major commodities is PC and computer peripheral equipment. in 23 years they already have 36 stores. The case company located in the province a total of six types of shop type system¡Gthe DIY chain monopolized shop, the notebook chain monopolized shop, the SONY chain monopolized shop, the APPLE chain monopolized shop, the LENOVA chain monopolized shop, the COMBO chain monopolized shop. There are Different attributes of each store, also have Different remuneration system. Although, Bonus is not the only incentive to enhance job performance , but in addition to performance bonuses, promotion, sense of accomplishment, sense of honor is limited to encourage the business. This study is expected by interviews and questionnaires¡Gto access 15 business ,Conduct one questionnaire survey to 160 retail business and each choose 5 sales from performance achievement rates located in high, medium and low range . The main function of interviews and questionnaires is for a specific problem to understand the business ideas and attitudes, as the reference of analysis and submit response strategies. After two weeks of interviews, to data analysis and presentation of evidence and theory finally. In this study, the percentage of 2011 and the first quarter of 2012 sales target reached as the analysis of the data source. Case the change of the bonus system for the company's performance to the case study approach. The results showed¡Gafter 2012 implementation of the new bonus system, increased revenue, but operating margin decline. 1. No matter what Kind of remuneration systems, all need to consider the profit structure of goods, Unit price, Species to Select the appropriate bonus system. 2. No matter what Kind of bonus system must be in accordance with the consumer segments, product category, business model, employees to choose the right system. the class attributes of the individual performance bonus system and group performance bonus system has its applicability, it is suggested that the case company can adopt a hybrid performance bonus system to store system do to set the applicable performance bonus system, in order to achieve the incentive result, in line with both employers and employees look forward to the results and benefits.

The nonconscious processing of the mind is a prevalently studied body of research in the social psychology literature. The central focus assesses how priming of stimuli is able to activate trait concepts within the mind thus leading to cognitive and behavioral changes outside of the individuals' awareness or intent. Unfortunately, management scholars have failed to use this methodology to study organizational phenomenon. As such, it is the purpose of this research to apply a nonconscious thought processing lens to one of management's most studied areas, group processes. This dissertation proposes a model that accounts for the influence of priming on group processes. We conducted two studies measuring expectations regarding a specific work group (Study 1) and perceptions of group processes and performance on a group task (Study 2). To accomplish this, we utilized two priming techniques: subliminal (Study 1) and mindful (Study 2) to assess the influence of these nonconscious processes. In order to test our model, we used ANOVAs (Study 1) and ANCOVAs (Study 2) to measure the impact of priming on our dependent measures. We found the predicted results that priming is able to directly influence both expectations about groups and various group processes (i.e. group cohesion, group credibility, group coordination, and perceived loafing) during the performance of an actual group task as well as group performance (i.e. actual group behavior). Such results provide initial evidence that nonconscious processes can influence the expectations and performance of individual's to be more productive while working in groups. Most importantly, these results show that these changes can be made without the individual's awareness. Theoretically, these results provide additional support for organizational behavior scholars to include more nonconscious thought processing components in their current models. Future research should focus on the experiences individuals have with groups and how they can be used to shape the beliefs systems and subsequent behaviors when performing in groups. In other words, do individuals with positive past experiences inherently perform better, and prefer to work, in groups in the future?

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This article investigates the complex interrelation between ethnic and gender diversity, process and performance among groups of business students. The article is based on an empirical survey of business students working on a complex assignment in groups of two to five in a small Swedish university. The results indicate that gender diversity leads to positive group outcomes, while ethnic diversity appears to create negative group outcomes. Intervening process variables, such as group communication, conflict and effectiveness in problem solving, were not found to be influenced by diversity, or to influence group outcomes. While the non-influence of intervening variables can probably be explained by methodological difficulties, the negative outcome for ethnic diversity indicates a need to help students better manage ethnic diversity in order to reap its benefits.

Organizational support for cooperative work has been shifted from using Face-to-Face (FTF) communication in collocated groups to using Communication-Mediated-Communication (CMC) in dispersed groups. This new and growing form of communication has stimulated scholars to study the differences of group performance between FTF and CMC. Task categorization has been the methodology chosen for several empirical research studies. These studies conclude that the effectiveness of a communication medium for a given task depends on the degree to which there is a fit between the richness of information that can be transmitted via a system’s technology and the information richness requirements of that task. However, there are numerous problems associated with using task categorization in such studies. One of these limitations is that categorization forces the researcher to enclose a task situation into a general predetermined category that may not describe the real nature of the activity. For instance, task categorization does not capture the dynamic interaction of groups performing tasks that involve variation. This thesis discusses the weakness and limitations of this approach and, using conclusions drawn from experimental results, propose the adoption of a more systematic approach based on the concept of Ashby’s law of requisite variety. Findings on the differences in performance of FTF groups versus CMC groups of 39 three-person groups of engineering undergraduate students revealed that the group performance was not affected by the communication medium but rather by variation in the task (low and high complexity).

Organizational support for cooperative work has been shifted from using Face-to-Face (FTF) communication in collocated groups to using Communication-Mediated-Communication (CMC) in dispersed groups. This new and growing form of communication has stimulated scholars to study the differences of group performance between FTF and CMC. Task categorization has been the methodology chosen for several empirical research studies. These studies conclude that the effectiveness of a communication medium for a given task depends on the degree to which there is a fit between the richness of information that can be transmitted via a system’s technology and the information richness requirements of that task. However, there are numerous problems associated with using task categorization in such studies. One of these limitations is that categorization forces the researcher to enclose a task situation into a general predetermined category that may not describe the real nature of the activity. For instance, task categorization does not capture the dynamic interaction of groups performing tasks that involve variation. This thesis discusses the weakness and limitations of this approach and, using conclusions drawn from experimental results, propose the adoption of a more systematic approach based on the concept of Ashby’s law of requisite variety. Findings on the differences in performance of FTF groups versus CMC groups of 39 three-person groups of engineering undergraduate students revealed that the group performance was not affected by the communication medium but rather by variation in the task (low and high complexity).

The primary purpose of this study is to investigate whether the effect of group identity on individuals' willingness to cooperate is moderated by benefit asymmetry (i.e., mutual cooperation may benefit some group members more than others). I conduct an experiment in which participants act as group members for a hypothetical company. Consistent with expectations, I find that a strong group identity promotes employees' cooperation rates, but only in situations in which benefits resulting from mutual cooperation are symmetric. When the benefits are asymmetric, employees' willingness to cooperate depends on whether they are disadvantaged or advantaged as well as the level of group identity. Specifically, the disadvantaged employees are less likely to cooperate when group identity is high. In contrast, the advantaged ones' willingness to cooperate is unaffected by the level of group identity. Results of my study suggest that, in situations of benefit asymmetry, inducing a high level of group identity may have unintended negative consequences on group performance as well as organizational productivity.

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Organizations increasingly use work groups to perform process improvement tasks. Little research exists about groups assigned complete tasks such as process improvement which involves completing all group processes, such as: generating, selecting, negotiating, and executing. This research tested the impact of decision aids on work group processes and work group performance. Laboratory and field experiments were performed. Decision aids were shown to impact work group processes. Decision aids increased the number of ideas considered by the work group, increased the equality of participation in the work group, decreased the overall level of conversation, and reduced consensus during evaluation of sensitive issues. No significant difference was found between decision aid types and work group performance. A regression model was identified which predicts group performance. Two variables were high predictors of work group performance: the level of conversation occurring in the group and the range between high and low idea contributors. The range between high and low idea contributors was correlated with the skill level of participants in the group. / Ph. D.

In this study, a comparison was made between the various levels of group cognitive complexity and its relationship to task performance and task satisfaction. The goal of this research is to answer the general question, "Should decision-making groups consist of individuals who are similar in the way they differentiate and/or integrate various stimuli in order to increase performance and satisfaction?" The preceding research problem was analyzed in a laboratory setting using a 2 X 2 factorial design blocked on the variable, cognitive complexity. The Repertory Grid was used to measure the cognitive complexity of 228 student subjects. These subjects were stratified into groups of three based on their cognitive complexity score on the Repertory Grid (Kelly, 1955). Each group was treated randomly with one of two levels of task complexity (complex or not complex). Moreover, the groups received an imposedgroup structure that incorporated centralized or decentralized decision-making. Results indicated that groups consisting of cognitively complex members outperformed groups consisting of noncomplex members. No support was obtained for the two-way interaction between group cognitive complexity and either task complexity or group structure. Support was obtained for the interaction between task complexity and group structure on both task satisfaction measures. The highest satisfaction levels occurred with a complex task in a decentralized structure. In addition, the three-way interaction effect on the task satisfaction scale between group structure, task complexity, and group cognitive complexity was significant. The means, however, were not in the predicted direction. For cognitively simple groups, a complex task with a decentralized structure lead to the highest task satisfaction level; whereas, a less complex task with a decentralized group structure lead to the lowest task satisfaction score for noncomplex members. There were no significant differences for cognitively complex groups when analyzing the three-way interaction between group cognitive complexity, task complexity, and group structure.