Under the group and company-wide incentives, I believe that it is possible for the poor performers to benefit without making the substantial contributions to the objectives set by the company. The rationale for this is that unlike the individuals rewarding programs, the group programs are based on the team performance. The group performances that can be rewarded include efficiency, outstanding performance, and contribution towards the objectives (Martocchio, 2017). There might be individuals within the teams whose efforts are shrouded by the activities of others who are efficient. For instance, a sales team dealing with a particular product may record increased sales. When the management wants to reward such a team, they provide blanket incentives without going into the specifics of the individual performance.
Also, seniority and longevity pay, companies reward employees by the number of years they have spent in their occupations. This form of paying was conceived from the human capital theory that indicates; employees become more productive when they develop their skills (Martocchio, 2017). This is done on the assumption that the employees would leave if they are not well acquainted with the company's expectations. However, non-performing employees might take advantage of the method and remain in well-performing groups waiting to benefit from the seniority pay.
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I believe that this can be overcome through individual performance analysis. When giving targets to groups, those who lead such groups should ensure that all people contribute effectively towards the outlined objectives. This would be instrumental in singling out the employees whose performance blows the group's average (Martocchio, 2017). Also, merit pay can also be imperative in identifying individuals whose activities are not efficient and in line with the overall objectives. This form of traditional incentives targets individual employees and their performance and rewards them appropriately. Since this is done on a yearly basis, it is possible for the management to identify those whose performance is consistently low.
References
Martocchio, J. J. (2017). Strategic Compensation: A Human resource management approach (9th ed.). Hoboken, NJ: Pearson
