Jayson R. Soriano, BSA III I. Identification __________1.

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions. __________2. A team-based reward that calculates bonuses from work units cost savings and productivity improvement. __________3. A reward system that encourages employees to buy company stock. __________4. A reward system that gives employees the right to purchase company stock at a future date at a predetermined price. __________5. A reward system that pays bonuses to employees on the basis of the previous years level of corporate profits. __________6. The process of assigning tasks to a job, including the interdependency of those tasks with other jobs. __________7. The result of division of labor in which work is subdivided into separate jobs assigned to different people __________8. The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency. (scientific management) __________9. Herzbergs theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs. (motivator-hygiene theory) __________10. A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties. (job characteristics model) __________11. The extent to which employees must use different skills and talents to perform tasks within their jobs. (skill variety) __________12. The degree to which a job requires completion of a whole or an identifiable piece of work. (task identity) __________13. The degree to which a job has a substantial impact on the organization and/or larger society. (task significance) __________14. The degree to which a job gives employees the freedom, independence, and discretion to schedule their work, and determine the procedures used in completing it. (autonomy) __________15. The practice of moving employees from one job to another. (job rotation) __________16. The practice of adding more tasks to an existing job. (job enlargement) __________17. The practice of giving employees more responsibility for scheduling coordinating, and planning their own work. (job enrichment) __________18. A psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization. (empowerment) __________19. The process of influencing oneself to establish the self direction and self motivation needed to perform task. (self leadership) __________20. The process of talking to ourselves about our own thoughts or actions. (self talk)

Jayson R. Soriano, BSA III II. Matching Type: Match the word/s below with the appropriate financial reward system. Letters only! Membership/Seniority Job Status Competencies Task Performance

a. Fixed pay b. Promotion-based pay increase c. Pay increase based on competency d. Commission e. Merit pay f. Skill-based pay g. Status-based benefit h. Most employee benefit i. Paid time off j. Motivates task performance

k. Improves workforce flexibility l. Tries to maintain internal equity m. May attract applicants n. Minimizes stress of insecurity o. Minimizes pay discrimination p. Tends to improve quality q. Attracts performance oriented applicants r. Is consistent with employability s. Motivates employees to compete for promotion t. Reduces turnover

III. True or False: Write True if the statement is correct and False if otherwise. __________1. Skill based pay plans are more specific variation of competency-based rewards in which people receive lower pay based on their mastery of measurable skills. __________2. Companies need to align rewards with performance within the employees control. __________3. Team rewards should be used rather than individual rewards when employees work in highly interdependent jobs. __________4. Cycle time is the time required to start the task before completing over with new work unit. __________5. Job orientation improves work efficiency. __________6. Job specialization often reduces work quality because employees see only a small part of the process. __________7. Jobs with low levels of autonomy provide freedom, independence, and discretion in scheduling the work. __________8. Employees want information about consequences of their work effort. __________9. Job feedback doesnt increase work motivation for everyone in every situation. __________10. Job design tends to increase stress and reduce job performance.

Jayson R. Soriano, BSA III __________11. Being empowered and having this trust leads to better decisions and lower satisfaction. __________12. The five core job characteristics affect employee motivation and satisfaction through three critical physiological states. __________13. Mental imagery helps us to anticipate things that could go wrong. __________14. One way to build natural rewards into the job is to alter the way a task is accomplished. __________15. The work environment seems to influence the extent to which employee engage in empowerment strategies. __________16. Employees are more likely to engage in self monitoring in companies that emphasize continuous measurement of tasks. __________17. Self leadership promises to be an important concept and practice for improving employee motivation and performance. __________18. Negative self talk undermines our confidence and potential to perform a particular task. __________19. Self leadership takes the view that individuals mostly regulate their own actions through behaviour and cognitive activities. __________20. Empowered people are confident about their ability to perform the work well and have a capacity to grow with previous challenges. IV. Enumeration 1-4 Dimensions of Empowerment 5-6 Examples of team Rewards 7-8 Examples of Individual Rewards 9-13 Steps on Improving Rewards Performance 14-15 Advantages of Job Specialization 16-20 Elements of Self Leadership V. Essay 1. How effective are organizational rewards? 2. How can companies improve the payperformance linkage?

Jayson R. Soriano, BSA III ANSWER KEY Identification 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Job evaluation Gainsharing plan Employee stock ownership plan Stock option Profit sharing plan Job design Job specialization Scientific management Motivator hygiene theory Job characteristics model 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Skill variety Task identity Task significance Autonomy Job rotation Job enlargement Job enrichment Empowerment Self leadership Self talk

Matching Type Membership/Seniority ahimnt Job Status bglos Competencies cfkpr Task Performance dejq

True or False 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. False True True False False True False True False True 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. False False True True False False True True True False

Enumeration Dimensions of Empowerment 1. Self Determination 2. Meaning 3. Competence 4. Impact Examples of Team Rewards 5. Bonuses 6. Gainsharing

Jayson R. Soriano, BSA III 14. Less time changing activities Examples of Individual Rewards 7. Commissions 8. Piece rate Improving Rewards Performance 9. Link rewards to performance 10. Ensure rewards are relevant 11. Team rewards for interdependent jobs 12. Ensure rewards are valued 13. Watch out for unintended consequences Advantages of Job Specialization 15. Lower training costs **Job mastered quickly **Better person-job matching Elements of Self Leadership 16. Personal Goal Setting 17. Constructive Thought Patterns 18. Designing Natural Rewards 19. Self-monitoring 20. Self Reinforcement

Essay 1. How effective are organizational rewards? Research indicates that ESOPs and stock options tend to create an ownership culture in which employees feel aligned with the organizations success. Profit sharing tends to create less ownership culture, but it has the advantage of automatically adjusting employee compensation with the firms prosperity, thereby reducing the need for layoffs or negotiated pay reductions during recessions.

2. How can companies improve the payperformance linkage? Inconsistencies and bias can be minimized by introducing gainsharing, ESOPs, and other plans that use objective performance measures. Where subjective measures of performance are necessary, companies should rely on multiple sources of information. Companies also need to apply rewards soon after the performance occurs, and in a large-enough dose (such as a bonus rather than a pay increase), so that employees experience positive emotions when they receive the reward