Job design is used when a manager suspects that the type of work an employee performs or characteristics of the work environment are causing motivational problems. Job design, also referred to as job redesign, refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of the employee's job experience and their on-the-job productivity." This activity is important because employees today are often proactive in their role of job design. Some workers use the bottom-up approach to job design known as job crafting, which involves the worker making changes to the task or relational boundaries rather than the manager. Others may end up with a "middle ground" approach known as idiosyncratic deals, or l-deals. I-deals involve the individual employees negotiating the terms of the work for themselves. The goal of this activity is to identify the motivational approaches to job design. Read the description of each approach to job design. Match the technique to the correct motivational approach. 1 Job rotation 3 Job characteristics model Idiosyncratic deals 2 5 Job crafting 6 Job enlargement Scientific management 7 Job enrichment Match each of the options above to the items below. Physical or cognitive changes made to the job by the employee Employment terms that fit the organization's constraints, fulfill the employee's desires, and are negotiated by the individual Combining tasks of comparable difficulty Training and allowing a worker to perform more than one job Modifying a job to include opportunities to experience achievement, responsibility, and stimulating work Motivation due to positive internal feelings of doing well instead of relying on external factors such as increased salaries and more generous benefits Simplified, repetitive work to maximize productivity