SSC CGL – SSC CGL Test 80

Read the following passage carefully and answer the questions given below it. Certain words are printed in bold to help you in answering the questions.<br><br> There is absolutely no point in complaining that over the years, there has been pressure for increased productivity and higher earnings for workers in industry. There are several ways for increasing employee's earnings. Employee earnings can be increased by raising the selling price of the Firm's products and services, reducing profits or costs of raw materials or argumenting labour productivity. However, increasing employee earnings by means other than increased labour productivity <strong>Jeopardizes</strong> the Firm's competitive strength in the market. Higher prices usually mean fewer customers, reduced profit means less capita investment and low­coast materials mean poor product quality. But increasing labour productivity by enhancing skills and motivation creates an almost unlimited resource. The development of Economic resources, human as well as non­human, is the product of human effort and the quality of human effort in large part depends on human motivation. <br><br> Enthusing employees with workaholic spirit through traditional authority and financial incentives has become increasingly difficult as employees become economically secure and their dependency on any one particular organization decreases. According to Expectancy theorists, the motivation to work increases when an employee feels his performance is an instrument for obtaining desired rewards. Nevertheless, in many organizations today employees are entitled to organizational rewards Just by being employed. Unions, governmental regulations and the nature of the job itself in some cases prevent management from relating financial rewards to performance. People may be attracted to Join and remain in organizations to receive organizational rewards, but being motivated to join an organization is not the same as being motivated to exert effort in an organization. The challenge to management is to find and administer alternatives forms of incentives which will <strong>induce</strong> employees to improve work performance. Such alternative forms of reinforcement will require increased understanding of motivational theories and programmes.

Which of the following statements is True in the context of the passage?

Read the following passage carefully and answer the questions given below it. Certain words are printed in bold to help you in answering the questions.<br><br> There is absolutely no point in complaining that over the years, there has been pressure for increased productivity and higher earnings for workers in industry. There are several ways for increasing employee's earnings. Employee earnings can be increased by raising the selling price of the Firm's products and services, reducing profits or costs of raw materials or argumenting labour productivity. However, increasing employee earnings by means other than increased labour productivity <strong>Jeopardizes</strong> the Firm's competitive strength in the market. Higher prices usually mean fewer customers, reduced profit means less capita investment and low­coast materials mean poor product quality. But increasing labour productivity by enhancing skills and motivation creates an almost unlimited resource. The development of Economic resources, human as well as non­human, is the product of human effort and the quality of human effort in large part depends on human motivation. <br><br> Enthusing employees with workaholic spirit through traditional authority and financial incentives has become increasingly difficult as employees become economically secure and their dependency on any one particular organization decreases. According to Expectancy theorists, the motivation to work increases when an employee feels his performance is an instrument for obtaining desired rewards. Nevertheless, in many organizations today employees are entitled to organizational rewards Just by being employed. Unions, governmental regulations and the nature of the job itself in some cases prevent management from relating financial rewards to performance. People may be attracted to Join and remain in organizations to receive organizational rewards, but being motivated to join an organization is not the same as being motivated to exert effort in an organization. The challenge to management is to find and administer alternatives forms of incentives which will <strong>induce</strong> employees to improve work performance. Such alternative forms of reinforcement will require increased understanding of motivational theories and programmes.

Organizations can derive maximum advantages by

Read the following passage carefully and answer the questions given below it. Certain words are printed in bold to help you in answering the questions.<br><br> There is absolutely no point in complaining that over the years, there has been pressure for increased productivity and higher earnings for workers in industry. There are several ways for increasing employee's earnings. Employee earnings can be increased by raising the selling price of the Firm's products and services, reducing profits or costs of raw materials or argumenting labour productivity. However, increasing employee earnings by means other than increased labour productivity <strong>Jeopardizes</strong> the Firm's competitive strength in the market. Higher prices usually mean fewer customers, reduced profit means less capita investment and low­coast materials mean poor product quality. But increasing labour productivity by enhancing skills and motivation creates an almost unlimited resource. The development of Economic resources, human as well as non­human, is the product of human effort and the quality of human effort in large part depends on human motivation. <br><br> Enthusing employees with workaholic spirit through traditional authority and financial incentives has become increasingly difficult as employees become economically secure and their dependency on any one particular organization decreases. According to Expectancy theorists, the motivation to work increases when an employee feels his performance is an instrument for obtaining desired rewards. Nevertheless, in many organizations today employees are entitled to organizational rewards Just by being employed. Unions, governmental regulations and the nature of the job itself in some cases prevent management from relating financial rewards to performance. People may be attracted to Join and remain in organizations to receive organizational rewards, but being motivated to join an organization is not the same as being motivated to exert effort in an organization. The challenge to management is to find and administer alternatives forms of incentives which will <strong>induce</strong> employees to improve work performance. Such alternative forms of reinforcement will require increased understanding of motivational theories and programmes.

According to the passage, all of the following contribute to an increase in employee earnings EXCEPT-