Chapter 6

Front 1

Autonomy

Back 1

Thedegree to which people have the freedom to decide how to perform their tasks.

Front 2

GrowthNeed Strength

Back 2

Thedegree to which a person has higher order needs, such as self-esteem andself-actualization.

Front 3

JobEnrichment

Back 3

A jobredesign technique allowing workers more control over how they perform theirown tasks.

Front 4

SkillVariety

Back 4

Theextent to which the job requires a person to utilize multiple high-levelskills.

Front 5

TaskIdentity

Back 5

Thedegree to which a person is in charge of completing an identifiable piece ofwork from start to finish.

Front 6

TaskSignificance

Back 6

Whethera person’s job substantially affects other people’s work, health, orwell-being.

Front 7

Empowerment

Back 7

Theremoval of conditions that make a person powerless.

Front 8

Feedback

Back 8

Thedegree to which people learn how effective they are being at work.

Front 9

JobCharacteristics Model

Back 9

Fivecore job dimensions, leading to three critical psychological states, which leadto work-related outcomes.

Front 10

JobCrafting

Back 10

Proactivechanges employees make in their own job descriptions.

Front 11

JobEnlargement

Back 11

Expandingthe tasks performed by employees to add more variety.

Front 12

JobRotation

Back 12

Movingemployees from job to job at regular intervals.

Front 13

JobSpecialization

Back 13

Breakingdown tasks to their simplest components and assigning them to employees so thateach person would perform few tasks in a repetitive manner.

Front 14

StructuralEmpowerment

Back 14

Theaspects of the work environment that give employees discretion and autonomy,and enable them to do their jobs effectively.

Front 15

ManagementBy Objectives (MBO)

Back 15

Settingcompanywide goals derived from corporate strategy, determining team- anddepartment-level goals, collaboratively setting individual-level goals that arealigned with corporate strategy, developing an action plan, and periodicallyreviewing performance and revising goals.

Front 16

SMARTGoal

Back 16

A goalthat is specific, measurable, aggressive, realistic,and time-bound.

Front 17

GoalCommitment

Back 17

Thedegree to which a person is dedicated to reaching the goal.

Front 18

360-DegreeFeedback

Back 18

Asystem where feedback is gathered from supervisors, peers, subordinates, andsometimes even customers.

Front 19

AdequateNotice

Back 19

Lettingemployees know what criteria will be used during the appraisal.

Front 20

FairHearing

Back 20

Ensuringthat there is two-way communication during the appraisal process and theemployee’s side of the story is heard.

Front 21

JudgmentBased On Evidence

Back 21

Documentingperformance problems and using factual evidence.

Front 22

PerformanceAppraisal

Back 22

Aprocess in which a rater or raters evaluate the performance of another employee.

Front 23

EmployeeRecognition Awards

Back 23

Awards,plaques, or other symbolic methods of recognition that convey appreciation foremployee contributions.

Front 24

SalesCommissions

Back 24

Rewardingsales employees with a percentage of sales volume or profits generated.

Front 25

Bonuses

Back 25

One-timerewards that follow specific accomplishments of employees.

Front 26

Gainsharing

Back 26

Acompanywide program in which employees are rewarded for performance gainscompared to past performance.

Front 27

MeritPay

Back 27

Givingemployees a permanent pay raise based on past performance.

Front 28

Piece Rate Incentives

Back 28

Paymentto employees made on the basis of their individual output.

Front 29

ProfitSharing

Back 29

Programsinvolving sharing a percentage of company profits with all employees.

Front 30

StockOption

Back 30

Givingan employee the right, but not the obligation, to purchase company stocks at apredetermined price.