1.
Systematically evaluating the worth of a position within an organization by measuring their required skill, efffort, responsibility, and working conditions.
A. 
Membership and seniority-based rewards
B. 
Financial reward practices
C. 
D. 
E. 
Improving reward effectiveness
2.
The most fundamental ad applied peformance practice in organizational settings. It is a symbol of success, a reinforcer and motivator, a reflection of one's performance, and a source of reducing anxiety. The value and meaning of money also varies considerably from one person to the next. Cultural values also seem to influence the meaning and value of money.
A. 
Membership and seniority based rewards
B. 
C. 
Financial reward practices
D. 
E. 
3.
Remains the same for everyone, whereas others increase with seniority. Many firms have shifted to performance-based pay. Potentially attracts job applicants and reduces turnover. Does not directly motivate job performance. Discourages poor performers from seeking out work better suited to their abilities. Also has golden handcuffs which weaken job performance by creating continuance commitment.
A. 
Financial reward practices
B. 
C. 
D. 
Membership and seniority based rewards
E. 
Performance-based rewards
4.
Most of these methods give higher value to jobs that require more skill and effort. Motivates employees to compete for promotions, higher status jobs and to raise the value of their own jobs exaggerating job duties and hoarding resources.
A. 
B. 
C. 
D. 
Performance-based rewards
E. 
5.
Based on the number of this they have acquired. Skill-based pay is a variation of this in which employees are rewarded for the number of skill modules mastered. Improves workforce flexibility by motivating employees to learn a variety of skills and thereby perform a variety of jobs. Rewards employees who continuously learn skills that will keep them employed. Skill-based pay systems measure specific skills, so they are are usually more objective.
A. 
Performance-based rewards
B. 
Membership and seniority based rewards
C. 
D. 
E. 
Financial reward practices
6.
Individual, team, and organizational variable pay plan rewards. Individual rewards - bonuses, commissions, and piece rate systems. Team rewards - individuals can earn bonuses based on the volume and quality of the team's output. Organizational - employees share productivity gains, receiving bonuses, creating an ownership culture, scorecards to add benefit of aligning rewards to several specific measures of organizational performance. Employees often perceive a weak connection between individual effort and corporate efforts or the value of company shares. The company's share price or profitability is influenced by economic conditions.
A. 
Performance-based rewards
B. 
C. 
D. 
Improving reward effectiveness
E. 
7.
Team-based rewards that calculate bonuses from the work unit's cost savings and productivity improvement.
A. 
B. 
Employee share ownership plans
C. 
D. 
E. 
8.
A reward system that pays bonuses to employees based on the previous year's level of corporate profits.
A. 
B. 
C. 
D. 
E. 
Employee share ownership plans
9.
A reward system that ecourages employees to buy shares of the company. Encourages employees to buy company shares, usually at a discounted price or a no-interest loan.
A. 
B. 
C. 
D. 
E. 
Employee share ownership plans
10.
A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.
A. 
B. 
Employee share ownership plans
C. 
D. 
E. 
11.
A reward system that pays bonuses for improved results on a composite of financial, customer, internal process, and employee factors. A goal-oriented performance measurement system that rewards people, typically executives, for improving performance on a composite of financial, customer, and internal processes.
A. 
B. 
C. 
D. 
E. 
12.
As the high performance work practices perspective of organizational effectiveness advises, the top performing companies are more likely to have performance-based rewards. Link rewards to performance, ensure that rewards are relevant, use team rewards for interdependent jobs, ensure that rewards are valued, and watch out for unintended consequences.
A. 
B. 
C. 
Membership and seniority-based rewards
D. 
E. 
Improving reward effectiveness
13.
The process of assigning tasks to a job, including the interdependency of those tasks with other jobs. Work is performed efficiently but employees are motivated and engaged.
A. 
B. 
C. 
D. 
E. 
14.
The result of division of laour in which each job includes a subset of the tasks required to complete the product or service. Product or services are subdivided into separate jobs assigned to different people. Each job includes a narrow subset of tasks.
A. 
B. 
C. 
D. 
E. 
15.
Systematically partitioning work into its smallest elements and stanardizing tasks to achieve maximum efficiency. Includes training, goal setting, and work incentives. Improves work efficiency. Some jobs become tedious, trivial, and socially isolating. Often reduces work quality. Ignores the motivational potential of jobs. The ability to master the job decreases. Most people can eventually perform the job tasks efficiently, yet the work is interesting.
A. 
B. 
Job characteristics model
C. 
D. 
E. 
16.
States that employees are primarily motivated by growth and esteem needs, not by lower-level needs.
A. 
B. 
Improving reward effectiveness
C. 
D. 
E. 
17.
Relates the motivational properties of jobs to specific personal and organizational consequences.
A. 
B. 
C. 
Job characteristics model
D. 
E. 
18.
The extent to which employees must use different skills and talents to perform tasks within their job.
A. 
B. 
C. 
D. 
E. 
Job characteristics model
19.
The degree to which a job requires completion of a whole or an identifiable piece of work.
A. 
B. 
C. 
D. 
E. 
20.
The degree to which the job has a substantial impact on the organization and/or larger society.
A. 
B. 
Job characteristics model
C. 
D. 
E. 
21.
The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine their procedures used in completing it.
A. 
B. 
C. 
D. 
E. 
22.
The practice of moving employees from one job to another. Minimizes health risks from reptitive strain and heavy lifting, supports multiskilling, and reduces the boredom of highly repetitive jobs.
A. 
B. 
C. 
D. 
E. 
23.
Increasing the number of tasks employees perform within their job. Adds tasks to an existing job. Video journalists represent a clear example of this.
A. 
Job characteristics model
B. 
C. 
D. 
E. 
24.
Occurs when employees are given more responsibility for scheduling, coordinating, and planning their own work. Combining highly interdependent tasks into one job - a natural grouping approach such as video journalists because it naturally groups tasks together to complete an entire product. A second strategy, called establishing client relationships, involves putting employees in direct contact with their clients.
A. 
B. 
C. 
D. 
E. 
25.
A psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization. At the individual level, employees must possess the necessary competencies to be able to perform the work. Employees are more determined when working in jobs with a high degree of autonomy and experience more meaningfulness when working in jobs with high levels of identity and task significance. Influenced by organizational and work context factors and where information and other resources are easily accessible.
A. 
B. 
C. 
D. 
E.