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THE WORK STATIO BO US

Background You are the manager of the high-technology department in an industrial design firm. Several months ago, your company decided to bid on a project to design the housing for a new generation of computer work stations to be based on the latest RISC technology. Realizing that this could ultimately turn into a million-dollar contract, you carefully selected two threemember teams and set them to work to design the prototype, giving each team the customer’s specifications and the following clear instructions: the housing had to be designed quickly; it had to be high in quality and durability; it had to be aesthetically distinctive; and it had to be modular, cost-effective, easy to assemble and service, and easy to ship. Yesterday, you were excited to learn that your company got the job. Your very happy CEO has authorized $36,000 in bonus money for you to divide among your employees in any way you deem fair. You know that the way you give out the bonuses can have a serious impact on the morale and motivation of your employees and can affect their participation on future projects. Knowing something about equity, expectancy, and other theories of motivation, and understanding the basic tenets of performance appraisal and feedback, you know that you have to have a clear basis for apportioning the bonuses. In addition, you know that this project would never have gotten done well and on time without a team approach. The way you give out the bonuses may affect how well your employees work together in the future. TEAM A Jennifer Jennifer had worked off and on for you on a part-time basis for five years. A divorced mother with two young children, it had been impossible for her to come on full-time until both of her children were in school. Jennifer began full-time this past September. You were pleased to hire her, because she is an unparalleled designer with a sense of the practical. Indeed, you weren't let down by her abilities on this project....