Performance-related-paypayment for white-collar workerswhere pay isbased onperformancetargets being metWagePayment made tomanual workers(blue collarworkers) paiddaily, hourly,weekly, monthlyTimeratepayPayment fora workerbased onhoursworkedBonusPayment for aworker in additionto salary based onreachingperformancetargetsJobEnrichmentProviding moretasks andresponsibility tomake the jobmore interestingMaslow´sHierarchyof NeedsThere are 5levels ofemployeeneeds thatmust be metMotivatorOpportunities forpromotion andlearning new skillsare factors thatHerzberg saysworkOvertimepayMoney tocompensateextra hoursworkedPhysiologicalNeedsFood, water,shelter areexamples oftheseFringebenefitsPerks inaddition topay such as acar and healthinsuranceCommissionPaymentmade to aworker basedon value ofsales madeIncentiveSomethingthatencouragesyou to workharderHygieneFactorThese factorscan promotedissatisfactionin anemployeeRemunerationmoneyemployeesearn for workand servicesprovidedSalarymoney paid towhite-collarworkers usuallypaid monthly,expressedannuallyNetPay/NetSalarypayment a workerreceives aftertaking outdeductions andtaxes. what theworker takeshome.JobRotationChangingjobs fromtime totimePieceratepaypayment for aworker basedon number ofitemsproducedAutonomyThe powerto makedecisionsand actPromotionMoving up thehierarchy andbeing given moreresponsibilityjudged on pastperformanceTaylor´sScientificManagementMgt. theory thatpromotes dividingwork into repetitivetasks and payingworkers based on thenumber of itemsproducedGrossPay/GrossSalarypayment aworker earnsbefore takingout deductionsand taxesSocial &BelongingNeedsteamwork isa way abusiness willtry to meetthese needsPerformance-related-paypayment for white-collar workerswhere pay isbased onperformancetargets being metWagePayment made tomanual workers(blue collarworkers) paiddaily, hourly,weekly, monthlyTimeratepayPayment fora workerbased onhoursworkedBonusPayment for aworker in additionto salary based onreachingperformancetargetsJobEnrichmentProviding moretasks andresponsibility tomake the jobmore interestingMaslow´sHierarchyof NeedsThere are 5levels ofemployeeneeds thatmust be metMotivatorOpportunities forpromotion andlearning new skillsare factors thatHerzberg saysworkOvertimepayMoney tocompensateextra hoursworkedPhysiologicalNeedsFood, water,shelter areexamples oftheseFringebenefitsPerks inaddition topay such as acar and healthinsuranceCommissionPaymentmade to aworker basedon value ofsales madeIncentiveSomethingthatencouragesyou to workharderHygieneFactorThese factorscan promotedissatisfactionin anemployeeRemunerationmoneyemployeesearn for workand servicesprovidedSalarymoney paid towhite-collarworkers usuallypaid monthly,expressedannuallyNetPay/NetSalarypayment a workerreceives aftertaking outdeductions andtaxes. what theworker takeshome.JobRotationChangingjobs fromtime totimePieceratepaypayment for aworker basedon number ofitemsproducedAutonomyThe powerto makedecisionsand actPromotionMoving up thehierarchy andbeing given moreresponsibilityjudged on pastperformanceTaylor´sScientificManagementMgt. theory thatpromotes dividingwork into repetitivetasks and payingworkers based on thenumber of itemsproducedGrossPay/GrossSalarypayment aworker earnsbefore takingout deductionsand taxesSocial &BelongingNeedsteamwork isa way abusiness willtry to meetthese needs

EDEXCEL IGCSE Motivation BINGO - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
  1. payment for white-collar workers where pay is based on performance targets being met
    Performance-related-pay
  2. Payment made to manual workers (blue collar workers) paid daily, hourly, weekly, monthly
    Wage
  3. Payment for a worker based on hours worked
    Time rate pay
  4. Payment for a worker in addition to salary based on reaching performance targets
    Bonus
  5. Providing more tasks and responsibility to make the job more interesting
    Job Enrichment
  6. There are 5 levels of employee needs that must be met
    Maslow´s Hierarchy of Needs
  7. Opportunities for promotion and learning new skills are factors that Herzberg says work
    Motivator
  8. Money to compensate extra hours worked
    Overtime pay
  9. Food, water, shelter are examples of these
    Physiological Needs
  10. Perks in addition to pay such as a car and health insurance
    Fringe benefits
  11. Payment made to a worker based on value of sales made
    Commission
  12. Something that encourages you to work harder
    Incentive
  13. These factors can promote dissatisfaction in an employee
    Hygiene Factor
  15. money employees earn for work and services provided
    Remuneration
  16. money paid to white-collar workers usually paid monthly, expressed annually
    Salary
  17. payment a worker receives after taking out deductions and taxes. what the worker takes home.
    Net Pay/Net Salary
  18. Changing jobs from time to time
    Job Rotation
  19. payment for a worker based on number of items produced
    Piece rate pay
  20. The power to make decisions and act
    Autonomy
  21. Moving up the hierarchy and being given more responsibility judged on past performance
    Promotion
  22. Mgt. theory that promotes dividing work into repetitive tasks and paying workers based on the number of items produced
    Taylor´s Scientific Management
  23. payment a worker earns before taking out deductions and taxes
    Gross Pay/Gross Salary
  24. teamwork is a way a business will try to meet these needs
    Social & Belonging Needs