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|Harpers Clown Question Retort Goes Viral - RealGM Wiretap Bryce Harper's response to a question from a Toronto television reporter has gone viral. The Nationals outfielder responded with "that's a clown question Olivier Giroud Jersey , bro" when asked if he planned to take advantage of Canada's lower drinking age. The 19-year-old belted a mammoth home run at the Rogers Centre on Tuesday night. For a brief time, the highest trending topic on Twitter was Harper's response: "That's a clown question, bro." In Ontario, the drinking age is 19, not 21 as in the United States. Strasburg Feeling Much Better After Dehydration - RealGM Wiretap Nationals right-hander Stephen Strasburg is feeling much better one day after lasting just three innings in the Atlanta heat. Thanks to a good night's sleep Nacho Monreal Jersey , Strasburg looked rested and relaxed in the clubhouse on Sunday morning. "Yeah, as soon as I got back, I just hit the mattress and passed out," he said. The National Weather Service reported that the city of Atlanta was broiling at an all-time high of 106 degrees. Strasburg couldn't return to pitch the fourth inning against the Braves. Washington manager Davey Johnson noted he was pale, dizzy and barely responding to questions from pitching coach Steve McCatty. Johnson later was told that severe dehydration led to three intravenous fluid treatments for Strasburg. Rockies Will Consider Long Term Deal With Fowler - RealGM Wiretap
The Rockies will consider signing Dexter Fowler to a long-term contract.
Fowler is Colorado's only arbitration-eligible player who hasn't reached an agreement.
He is seeking $5.15 million and the team is offering $4.25 million.
Misalignment of incentives usually comes down to a problem of workers choosing to do the \wrong\ thing. The variations on the basic model of agency illustrate many of these problems:
1 – When workers have several tasks to perform Mohamed Elneny Jersey , incentive systems have a hard time getting the balance right. Attention and effort will be given to those activities on which the employee perceives that he or she can have the biggest impact in terms of compensation. The perception of a large impact, in turn, depends on two considerations: Does the reward system take significant account of this or that measure of performance? And how much control does the individual have over the performance measures – how noisy is the relationship between efforts and performance measures?
Incentive systems typically are keyed to tasks that are measured easily and relatively noiselessly; things that are harder to measure are given short shrift because they are hard to measure well. But no matter what the reason, if a task is not formally recognized in a worker\s incentive pay, he or she has less incentive to pay attention to that task. This problem can be particularly vicious in service industries where it is hard to monitor the quality of service given; service can suffer Mesut Ozil Jersey , unless the server is motivated by tip income or (more effectively) by the desire to build a personal client who will reward the server with repeat business.
2 – Misalignment also results from dynamic effects: For several reasons – administrative cost, to provide reasonable measures of performance along some dimensions, and to keep the scheme from consuming workers\ attention review periods may be kept fairly long. But then workers have the incentive to play games with the review system, as a review deadline approaches.
3 – And, comparative evaluation or tournament schemes can cause substantial misalignment: Employees have some motivation either to hurt the efforts of co-workers Mathieu Debuchy Jersey , to engage in undue conformity, or to collide among themselves against the employer.
But misalignment isn\t simply a matter of value-neutral responses to a given set of economic incentives. When a firm engages in pay for performance, it is signaling to employees – perhaps unintentionally, but nonetheless what it seemingly wants. When the organization explicitly rewards efforts at task A, it is sending a fairly strong signal that tasks Band C Laurent Koscielny Jersey , not explicitly rewarded, are less important. When it rewards quantity, it is signaling that quality is less important. When it makes compensation more salient, it signals that \pushing the envelope\ to get more compensation is okay. Let us be clear here: Most management that engages in pay for performance would be aghast at the suggestion that they are sending these signals. But in at least some external environments, those signals are going to be received Kieran Gibbs Jersey , whether or not they were intentionally sent.
Tournaments can promote unhealthy rivalry, undesirable conformity, or worker attempts to collide against the employer. (When the comparative evaluation is done relative to an external benchmark, the problem of conformity remains, but the other two problems are usually largely absent.)Tournaments and benchmarking schemes will be viewed as inequitable if they don\t take into account uncontrollable factors that lead to differences in performance outcomes. But efforts to surmount those difficulties through elaborate subjectively determined handicapping schemes are often rife with politicking and viewed as illegitimate on those grounds. And schemes that base rewards on improvements in individual performance raise the specter of the ratchet effect and the corresponding individual response to seek short-term improvements and then depart.
Legitimacy is a potential concern not only with schemes that employ comparative evaluation Jeff Reine-Adelaide Jersey , but whenever a scheme either doesn\t take account of special circumstances or does so subjectively. The standard story here concerns rewarding division managers in a large corporation based on how well their divisions do. Imagine such a scheme being used by a firm with an important division that is in trouble. Top management may want to send one of their most talented managers to t.