Chapter 7 - Motivation: from concepts to applications

________: degree to which job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

________- based pay: pay plan based on performance appraisal ratings.

________: degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his /her performance.

________: process in which subordinates share a significant degree of decision- making power with their immediate superiors.

________: flexible work hours, hours a week are obligatory but can be chosen when to invest those hours.

________: pay plan that rewards employees for recent performance rather than historical performance.

________ plan: organization- wide program that distributes compensation based on some established formula designed around a companys profitability.

________: degree to a which a job requires a variety of different activities.

________- based pay: pay plan that sets pay levels on the basis of how many skills employees have or how many jobs they can do.

________: degree to which job has substantial impact on the lives or work of other people.

Job ________ (JCM): model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy and feedback.

________ pay: pay plan in which workers are paid a fixed sum for each unit of production completed.

________ are intrinsic in the form of employee recognition.

Motivating ________ (MPS): predictive index that suggests the motivating potential in a job.

________: degree to which a job requires completion of a whole and identifiable piece of work.

________: system in which workers participate in organizational decision making through a small group of representative employees.

How to pay: rewarding ________ through variable- pay programs.

Way the elements in a job are organized

Model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy and feedback

Degree to a which a job requires a variety of different activities

Degree to which a job requires completion of a whole and identifiable piece of work

Degree to which job has substantial impact on the lives or work of other people

Degree to which job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

Degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his/her performance

Predictive index that suggests the motivating potential in a job

Periodic shifting of an employee from one task to another

Vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution and evaluation of work

Making employees see the effects their job

Participative process that uses the input of employees and is intended to increase employee commitment to an organization’s success

Pay plan that bases a portion of an employee’s pay on some individual and/or organizational measure of performance

Benefits plan that allows each employee to put together a benefits package individually tailored to their own individual needs and situation