| A | B |
|---|
| Job specialization | Job specialization entails breaking down tasks to their simplest components and assigning them to employees so that each person would perform few tasks in a repetitive manner. |
| Job rotation | Job rotation involves moving employees from job to job at regular intervals. |
| Job enlargement | Job enlargement refers to expanding the tasks performed by employees to add more variety. |
| Job enrichment | Job enrichment is a job redesign technique which allows workers more control over how they perform their own tasks. |
| job characteristics model | The job characteristics model describes five core job dimensions, leading to three critical psychological states, which lead to work-related outcomes. |
| Skill variety | Skill variety refers to the extent to which the job requires a person to utilize multiple high level skills. |
| Task identity | Task identity refers to the degree to which a person is in charge of completing an identifiable piece of work from start to finish. |
| Task significance | Task significance refers to whether a person's job substantially affects other people's work, health, or well-being. |
| Autonomy | Autonomy is the degree to which people have the freedom to decide how to perform their tasks. |
| Feedback | Feedback refers to the degree to which people learn how effective they are being at work. |
| Growth need strength | Growth need strength describes the degree to which a person has higher order needs such as esteem and self-actualization. |
| Empowerment | Empowerment may be defined as the removal of conditions that make a person powerless. |
| Structural empowerment | Structural empowerment refers to the aspects of the work environment that give employees discretion, autonomy, and enable them to do their jobs effectively. |
| SMART | A SMART goal is a goal that is Specific, Measurable, Aggressive, Realistic, and Time-bound. |
| Goal commitment | Goal commitment refers to the degree to which a person is dedicated to reaching the goal. |
| Management by Objectives (MBO) | Management by Objectives (MBO) involves setting company-wide goals derived from corporate strategy, determining team and department-level goals, collaboratively setting individual level goals that are aligned with corporate strategy, developing an action plan, and periodically reviewing performance and revising goals. |
| Performance appraisal | Performance appraisal is a process in which a rater or raters evaluate the performance of another employee. |
| 360 degree feedback | 360 degree feedback uses supervisors, peers, subordinates, and sometimes even customers to gather feedback in a confidential manner, which is later shared with the employee for developmental purposes. |
| Adequate notice | Adequate notice involves letting employees know what criteria will be used during the appraisal. |
| Fair hearing | Fair hearing means ensuring that there is two-way communication during the appraisal process and the employee's side of the story is heard. |
| Judgment based on evidence | Judgment based on evidence involves documenting performance problems and using factual evidence as opposed to personal opinions when rating performance. |
| Piece rate incentives | Piece rate incentives refers to payment to employees made on the basis of their individual output. |
| Bonuses | Bonuses are one-time rewards that follow specific accomplishments of employees. |
| Merit pay | Merit pay involves giving employees a permanent pay raise based on past performance. |
| Sales commissions | Sales commissions involve rewarding sales employees with a percentage of sales volume or profits generated. |
| Gainsharing | Gainsharing is a companywide program where employees are rewarded for performance gains compared to past performance. |
| Profit sharing | Profit sharing programs involve sharing a percentage of company profits with all employees. |
| Stock options | Stock options give an employee the right, but not the obligation, to purchase company stocks at a predetermined price. |
