First, your question brings back some very painful memories of my early days in mfg engrg. A unionized tire plant I worked in had a rate system on every job. It was part of the union contract. When a worker fulfilled his "quota" for the day he had to stop work. The theory was that this would motivate him to work quickly for time off. It also created an incentive for the company to hire more union workers in order to get more output.
Theory is one thing, reality is another. Who sets those rates? And how? In practice, every year before contract negotiations the company would hire a rate consultant. The goal was to establish a quantity of good parts that each job was able to produce in an 8 hour shift, assuming each worker was conscientious, competent, experienced, and well trained. The really good workers might be able to "cap out" after only 6.5 hours if they were really good.
Guess who else also hired a rate consultant? Right, the union. Do you think their evaluations ever agreed? Never. Even close? Never. They were always off by an order of magnitude. The whole thing was simply an exercise to "justify" a strike.
So then after all the consultants were paid and gone, the contract negotiators would eventually end up with an agreement that was usually very nearly exactly what the union consultant recommended. Then finally we all get back to work!
If the theory held true and if the rates were right then everybody would work a solid 8 hour shift. Then as certain workers got better and better, they would start "capping out" a little earlier, maybe after 7.5 hours, or even 6.5 hours if they were really good. But this would take time.
The reality? Within one week after the contract was signed, almost every employee was "capping out" after only 4.5 to 5 hours. They spent half their day in the break rooms. Saw it over and over every year.
Any questions why that company (like so many others) no longer exists?
Second - Get a copy of this book "The Goal" by Eliyahu M. Goldratt and read it!