A sales organization rewards employees for the number of client contacts made via telephone.A review of client contact quality determines that most of these contacts will never convert into sales.As it relates to reward problems,this exemplifies a lack of congruency between rewards and behaviour.

The fact that the sales organization rewards employees solely based on the number of client contacts made via telephone, without taking into consideration the quality of those contacts and their likelihood of converting into sales, shows a lack of congruency between rewards and behavior. This means that employees may focus on making as many calls as possible, even if those calls are unlikely to result in actual sales, in order to receive the rewards offered.