Read each item carefully and write-in the answer for each blank phrase using the key terms in the grid provided at the end of Question 30. Not all key terms are used for the applicable items.

25. Two ways in which organizations are shaving costs through work design is __________ in that pay levels within the organizational structure are being eliminated in favor of broadbanding positions, and ___________ in which specialized functions are being moved to external sources at a cost lower than the original internal labor expense.

26. Pear Inc. is rewarding R&D employees for developing new ideas for development of the companys product lines. To receive a(n) ___________, employees must provide engineering plans and a market strategy for the new innovations. Clearly, Pear Inc. is using a(n) ____________ compensation strategy to reward its R&D workforce.

27. Charles is analyzing the labor costs associated with operative workforce in his independent taxi service company. Roughly 20% of his hired operatives work full-time and receive benefits, otherwise known as the ____________ workforce. Realizing that the base labor costs are already $4M of his $5M budget, he is going to have to cut labor costs by reducing the size of the _________________ workforce in his company.

28. Pay ____________ aims to correct discrepancies in awards paid to employees for _____________ work and performance, especially when employees earn the same base salary.

29. The basic balancing act with internal alignment is determining the salary that reflects the worth of the job ____________ by rewarding the work and how it gets done, and the _____________ of the work that is performed and how it contributes to the overall organization.

30. The pay structure within an organization can be affected by __________ factors such as the increase in minimum wage and tariffs on trade, and __________ factors such as updates to strategy, policy and the growing reliance on technology than human resources to perform work.

cost-cutting	external	innovator
content	organization	unequal
reorganizing	equal	contingent
incentive	delayering	value
contractual	intrinsic	internal
equity	core	outsourcing