A sequence of promotions or upwards moves in a company over a person’s working life.
A profession.
A lifelong sequence of jobs.
The individual sequence of attitudes and behavior associated with work-related experiences
Psychological contract.
Protean career.
Psychological success.
Career plateau.
Time and flexibility
High-wages
Child care and health care
Challenging and meaningful work
Continuous learning
Career development
Holland’s Work Growth cycle
The protean career
Reality check
Self-assessment
Action planning
Goal setting
Protean careers are characterized by frequent changes due to both changes in the person's interests, abilities and values and changes in the work environment
Employees take greater responsibility for managing protean careers than for traditional careers
Protean careers have substantially increased companies' training and compensation costs

Changes in the psychological contract between the employees and company have influenced the development of protean careers
Goal setting.
Self-assessment
Reality check.
Action planning.
Coaching
Requesting information from other company sources
Seeking challenge
Counseling
True
False
True
False
Reduced ability to predict labor costs
Increases complaints about equipment maintenance
Increased turnover among new employees
Greater conflict between management and workers
They help maintain competitive pay position relative to competitors
They are less expensive than merit pay
Employees dislike them
They are a more visible reward than merit pay they are a more visible reward than merit pay they are a more visible reward than merit pay they are a more visible reward than merit pay
A standard of performance used to determine magnitude of incentive pay
A sharing formula between worker and employer
Penalties for poor performance
Limits on magnitude of incentive pay
Gantt plan
Rowan plan
Halsey 50-50 method
Any of the above
Stimulates problem solving
May better reflect how work is performed
Encourages competition between teams
Minimizes distinctions between team members
The balanced scorecard
Stock options
Deferred profit sharing
Cash profit sharing
Instructing them to do their best
Specifying performance levels and due dates
Assigning another team member to monitor their performance
Punishing free riders who fail to meet standards
Task accomplishment is independent of others
The worker has a strong commitment to their profession
Production methods and labor mix are stable
Presence of a union
Productivity measures, inputs
Productivity measures, labor inputs
Costs and scrap rate, revenues
Labor inputs, productivity measures
True
False
Profit sharing
Lump-sum bonuses
Gain sharing
Risk-sharing
True
False
High productivity
Reduced labor costs
High quality products
Low training costs
Were not significantly different
Had sales averaging $27,000 more per employee
Had 20% higher profits
Had 15% lower turnover
Profit sharing
Gain sharing
Merit pay
Lump-sum bonus
Valence
Expectancy
Instrumentality
Utility
1,2,3
2,3,4
1,4,5
2,5,4
Maslow and Herzberg
Equity and agency
Expectancy and reinforcement
Goal setting and equity
Attracting and hiring good employees
Keeping turnover to nearly zero
Encourage skill development
Motivate high job performance
An acceptable appraisal system
High base pay
Stock options
A well-designed piece rate system
Small but stable portion of the work force is employed in these jobs
They represent the entire job structure under study
They are common across employers
Their contents are well known and relatively stable
There are no firm rules
Include at least one-hundred
Focus primarily on labor-market competitors
The top 50 percentile of similar sized firms
Benchmark job
Low-high
Pay range
Benchmark conversion
Indicate how the business is organized
Estimate the ability to pay
Estimate the organization’s impact on the labor market
Indicate staffing patterns
Updating
Point factor adjustment
Lead/lag policy adjustment
Survey leveling
Ageing, trending
Ageing, smoothing
Trending, leveling
Gaining, smoothing
Reflects an organization's internal alignment policy
Links a company's benchmark jobs with market rates paid by competitors
Provides an accurate prediction of an organization's entry level pay rates
Compares an organization's minimum and maximum pay rates for each skill level
The market rate each month for the duration
More than the market rate for some months and less than the market rate for the other months
At the 100th percentile of the market rate obtained through the wage/salary survey
At the 50th percentile of the market rate obtained through the wage/salary survey
A
B
X
Y
Managers have freedom to manage a pay budget
Employees can move laterally across functions
Eases acquisitions and mergers
Controls are designed into the system
A large health care company
A large (over 500 employees) petroleum company
A small (under 100) clothing retailer
A small manufacturer
Performance driven
Market match
Security or commitment
Work-life balance
Higher labor costs for Company A, but no more workers
Company A will hire the needed workers at the higher wage rate
Competitors will lose employees to Company A
Company A will hire higher quality workers
More unqualified workers apply
Disciplinary layoffs are higher
More supervision is required
4. profits are not related 4. profits are not related profits are not related
Human capital
Marginal productivity
Efficiency wage
Signaling
Government legislation
The product market
The labor market
Labor market competitors
Skill/knowledge required
Geography
Ability to pay
Product and/or labor market competitors
Level of unemployment had a major effect
Profitability affected the overall pay budget
Managers believed efficiency wage theory
Managers believed higher pay makes supervision easier
Lead
Lag
Hybrid
Employer of Choice
True
False
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