| Classical Managerial Strategy | | The attitude one holds toward good job performance |
| Compensation Strategy | | An approach to management that assumes most employees inherently dislike work but can be induced to work in order to satisfy their economic needs |
| Competency -based pay | | Missing phrase2 - 28 |
| Contingent Workers | | Workers that are not employed on a full-time or permanent basis |
| Defender Corporate Strategy | | Missing phrase2 - 26 |
| Employee Stock Bonus Plan | | Missing phrase2 - 27 |
| Employee Stock Plan | | Identifying and exploiting new opportunities quickly |
| Employment Standards Legislation | | The economic / monetary part of reward system (e.g. base pay, indirect pay, performance pay) |
| High Involvement Managerial Strategy | | An approach to management that assumes most employees inherently dislike work but can be induced to work in order to satisfy their social needs |
| Human Relations Managerial Strategy | | Legislation that sets minimum standards for pay and other conditions of employment such as wages, hours of work, vacation, statutory holiday and so forth |
| Human Rights Legislation | | Pay that is geared to the number of units sold, the dollar value of the sales or number of transactions |
| Indirect Pay | | An approach to management that assumes that work can be intrinsically motivating if the organization is structured properly |
| Labour Market Constraints | | Non-cash items or services that satisfy a variety of specific employee needs |
| Membership Behaviour | | Positive consequences of performing behaviours desired by organizations |
| Merit Raise | | An increase to an employee's base pay in recognition of good job performance |
| Organizational Citizenship Behaviour | | Based on the characteristics rather than the performance of individual employees; usually applied to managerial or professional employees |
| Organizational Commitment | | A plan for the mix of rewards with the means to be provided |
| Organizational Identification | | According to the total value of the skills and competencies an employees has acquired |
| Pay-for-knowledge System | | A sense of shared goals and belongingness, and the desire to remain a member of the organization |
| Piece Rates | | A plan through which employees receive shares in their employer at no cost to the employee |
| Product/Service Market Constraints | | Occurs when employees decide to join and remain with a firm |
| Prospector Corporate Strategy | | Strength of individual attachment to the company |
| Reward | | The mix of extrinsic and intrinsic rewards provided by an organization |
| Reward Strategy | | Legislation that prohibits discrimination in hiring or employment on the basis of race, ethnic origin, religion, gender, marital status, or age |
| Reward System | | A pay system under which individuals receive a specified sum of money for each unit of output they produce or process |
| Sales Commission | | Employees voluntarily undertake special behaviours beneficial to the organization |
| Skill Block | | Constraints of compensation strategy caused by the nature of the product or service market in which the firm operates |
| Skill Certification | | Constraints on compensation strategy flowing from the relative levels of demand and supply for particular occupational groups |
| Total Rewards | | Dominating a narrow porduct or service market segment |
| Work Motivation | | Any type of plan through which employees acquire shares in the form that employs them |
