Organization Behaviour: Chapter 5

a reward program in which a portion of an employee's pay is based on some individual and/or organizational measure of performance

an individual-base incentive plan in which employees are paid a fixed sum for each unit of production completed

an individual-base incentive plan based on performance appraisal ratings

an individual-base incentive plan that rewards employees for recent performance rather than historical performance

an individual-based incentive plan that sets pay level on the basis of how many skills employees have or how many jobs they can do

a group-based incentive plan in which improvements in group productivity determine the total amount of money to be shared

an organization-wide incentive plan in which the employer shares profits with employees based on a predetermined formula

a company-established benefit plan in which employees acquire stock as part of their benefits

a benefit plan that allows each employee to put together a benefits package individually tailored to his/her own needs and situation

how tasks are assigned to form a job

the periodic shifting of an employee from one task to another

the horizontal expansion of jobs

a model that identifies 5 core job dimensions and their relationship to personal and work outcomes

the vertical expansion of jobs

the degree to which the job requires a variety of different activities

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

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

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

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

A predictive index suggesting the motivation potential in a job

a four-day week, with employees working 10 hours a day or 9 days of work over 2 weeks

an arrangement where employees work during a common core period each day but can form their total workday form a flexible set of hours outside the core

the practice of having 2 or more people split a 40-hours-a-week job

an arrangement where employees do their work at home on a computer that is linked to their office