The installation projects assigned may have varying degrees of difficulty which can affect achievement of equal goals. Individuals, too, cannot be equally the same. They can be high performers, average or even poor performers. Unless they are all sold on the team concept, each individual may primarily look out only for himself and not for the team as a whole. The team incentive reward would be viewed as unfair if those rewarded are not deemed to be deserving of the reward, as when average performers receive exactly the same reward as high performers. This makes the reward unfair and unjust.
Determine what work components will be rewarded for each individual member. This may be individual regular installation (IRI), individual difficult installation (IDI), overall regular installations (ORI), overall difficult installations (ODI).
Put a percentage weight on each component. For example, IRI - 35%, IDI - 35%, ORI - 15%, ODI - 15%. This way, high performers shall be rewarded more than average performers but each team member knows that all performance contribute to overall achievement of team goals.
Management would have benefited from employee involvement in the initial design an