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Human Resources Management in Canada, Thirteenth Canadian Edition, by Gary Dessler EBOOK PDF Instant Download
Table of Contents
Human Resources Management in Canada
Human Resources Management in Canada
Brief Contents
Table of Contentss
Preface
New to the Canadian Thirteenth Edition
Key Features of the Canadian Thirteenth Edition
Acknowledgements
About the Canadian Author
Part One ?Human Resources Management in Perspective
Chapter 1 The Strategic Role of Human Resources Management
Learning Outcomes
Required HR Competencies
The Strategic Role of Human Resources Management
Why is Human Resource Management Important to All Managers?
A Brief History of HRM
Scientific Management: Concern for Production
The Human Resources Movement: Concern for People and Productivity
Phase 1
Phase 2
Phase 3
Phase 4
Operational and Strategic Aspects of Human Resource Management
Human Resource Manager’s Duties
Reorganizing the HRM Function
Evidence-Based Human Resource Management
Measuring the Value of HR: Metrics
Growing Professionalism in HRM
Ethics
Environmental Influences on HRM
External Environment Influences
Economic Conditions
Labour Market Issues
Increasing Workforce Diversity?
Generational Issues
Education
Non-Standard or Contingent Workers
Technology
Government
Globalization
Environmental Concerns
Internal Environment Influences
Organizational Culture
Organizational Climate
Management Practices
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 2 The Changing Legal Emphasis Compliance and Impact on Canadian Workplaces
Learning Outcomes
Required HR Competencies
The Legal Framework for Employment Law in Canada
Hierarchy of Employment Legislation in Canada
Tort Law
Legislation Protecting the General Population
The Charter of Rights and Freedoms
Human Rights Legislation
Discrimination Defined
Intentional Discrimination
Unintentional Discrimination
Permissible Discrimination via Bona Fide Occupational Requirements
Reasonable Accommodation
Human Rights Case Examples
Disability
Accommodation
Harassment
Employer Responsibility
Sexual Harassment
Harassment Policies
Race and Colour
Religion
Sexual Orientation
Age
Enforcement
Legislation Specific to the Workplace
The Plight of the Four Designated Groups
Women
Aboriginals
People with Disabilities
Visible Minorities
Employment/Labour Standards Legislation
Enforcement of ESAs
Respecting Employee Privacy
Video Surveillance
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 3 Human Resources Management and Technology
Learning Outcomes
Required HR Competencies
Trends in the Nature of Work
Automation
Information and Communication Technology (ICT)
Knowledge Work and Human Capital
Human Resources Management and Technology
The Strategic Importance of Technology in HRM
The Impact of Technology on the Role of HR
Decreased Transactional Activities
Increased Client/Customer Focus
HR and the IT Department: Developing Good Working Relationships
Human Resources Information Systems (HRIS)
The Relationship Between HRM and HRIS
Enhancing Decision-Making: Decision Support Systems
Strategic Alignment
Strategy and Strategy-Based Metrics
The Major Components of an HRIS
What are HR Audits?
Talent Management
Selecting and Implementing an HRIS
Types of HRIS
Phase 1: Adoption—Determining the Need
Phase 2: Implementation
Privacy and Security
Phase 3: Integration
Electronic HR
Cautions Regarding e-HR
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Two ?Meeting Human Resources Requirements
Chapter 4 Designing and Analyzing Jobs
Learning Outcomes
Required HR Competencies
Fundamentals of Job Analysis
Uses of Job Analysis Information
Human Resources Planning
Recruitment and Selection
Compensation
Performance Management
Labour Relations
Training, Development, and Career Management
Restructuring
Steps in Job Analysis
Step 1: Review Relevant Background Information
Step 2: Select Jobs to be Analyzed
The Evolution of Jobs and Job Design
Work Simplification
Industrial Engineering
Job Enlargement (Horizontal Loading)
Job Rotation
Job Enrichment
Ergonomics
Competency-Based Job Analysis
Three Reasons to Use Competency Analysis
Examples of Competencies
Comparing Traditional versus Competency-Based Job Analysis
Team-Based Job Designs
Step 3: Collecting Job Analysis Information
Questionnaire
Observations
Participant Diary/Log
The National Occupational Classification
Using Multiple Sources of Job Analysis Information
Step 4: Verifying Information
Step 5: Writing Job Descriptions and Job Specifications
Job Specifications
Completing the Job Specification Form
Writing Competency-Based Job Descriptions
Step 6: Communication and Preparations for Revisions
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 5 Human Resources Planning
Learning Outcomes
Required HR Competencies
The Strategic Importance of Human Resources Planning
The Relationship between HRP and Strategic Planning
The Importance of Environmental Scanning
Steps in Human Resources Planning
Forecasting the Availability of Candidates (Supply)
Forecasting the Supply of Internal Candidates
Skills Inventories and Management Inventories
Replacement Charts and Replacement Summaries
Succession Plans
Markov Analysis
Forecasting the Supply of External Candidates
General Economic Conditions
Labour Market Conditions
Occupational Market Conditions
Forecasting Future Human Resources Needs (Demand)
Quantitative Approaches
Trend Analysis
Ratio Analysis
The Scatter Plot
Regression Analysis
Qualitative Approaches
Nominal Group Technique
Delphi Technique
Planning and Implementing HR Programs to Balance Supply and Demand
Labour Equilibrium
Labour Surplus
Easing the Pain of Labour Surplus Management
Labour Shortage
Internal Solutions to a Labour Shortage
External Solutions to a Labour Shortage
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 6 Recruitment
Learning Outcomes
Required HR Competencies
The Strategic Importance of Recruitment
Employer Branding
The Recruitment Process
Developing and Using Application Forms
Recruitment Avenues: Recruiting from Within the Organization
Limitations of Recruiting from Within
Recruitment Avenues: Recruiting from Outside the Organization
Traditional Networking
Accessing Candidate Pools
Online Recruiting
Agency Recruiters
Recruiting Non-Permanent Staff
Recruiting a More Diverse Workforce
Attracting Older Workers
Attracting Younger Employees
Recruiting Designated Group Members
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 7 Selection
Learning Outcomes
Required HR Competencies
The Strategic Importance of Employee Selection
Supply Challenges
The Selection Process
Acquiring Employees and the Law
Step 1: Preliminary Applicant Screening
Step 2: Selection Testing
The Importance of Reliability and Validity
Reliability
Validity
Criterion-Related Validity
Content Validity
Construct Validity
Tests of Cognitive Abilities
Intelligence Tests
Emotional Intelligence Tests
Specific Cognitive Abilities
Tests of Motor and Physical Abilities
Measuring Personality and Interests
Achievement Tests
Work Sampling
Management Assessment Centres
Situational Testing
Micro-Assessments
Physical Examination, Substance Abuse Testing, and Polygraph Tests
Data Analytics
Step 3: The Selection Interview
Types of Interviews
The Structure of the Interview
The Content of the Interview
Administering the Interview
Common Interviewing Mistakes
Designing an Effective Interview
Conducting An Effective Interview
Step 4: Background Investigation/ Reference Checking
Information to Be Verified
Obtaining Written Permission
Providing References
Step 5: Supervisory Interview and Realistic Job Preview
Step 6: Hiring Decision and Candidate Notification
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Three ?Developing Effective Human Resources
Chapter 8 Onboarding and Training
Learning Outcomes
Required HR Competencies
Become a Learning Organization
Onboarding & Orientation of New Employees
Purpose of Onboarding Programs
Content of Orientation Programs
Responsibility for Orientation
Executive Integration
Problems with Orientation Programs
Evaluation of Orientation Programs
The Training Process
The Necessity of Training
Training and Learning
Legal Aspects of Training
The Five-Step Training Process
Step 1: Training Needs Analysis
Performance Analysis: Determining the Training Needs of Current Employees
Establish Training Objectives
Step 2: Instructional Design
Steps 3 and 4: Validation and Implementation
Chapter summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Running Case
Running Case : LearnInMotion.com
The New Training Program
Questions
Chapter 9 Career and Management Development
Learning Outcomes
Required HR Competencies
Career Planning and Development
New Approaches to Career Development
Focus on Life Trajectories
Roles in Career Development
Employee Life-Cycle and Career Management
Managing Transfers
Making Promotion Decisions
Decision 1: is Seniority or Competence the Rule?
Decision 2: How is Competence Measured?
Decision 3: is the Process Formal or Informal?
Decision 4: Vertical, Horizontal, or Other?
Management Development
Succession Planning
Management Development Techniques
Developmental Job Rotation
Coaching/Understudy Approach
Action Learning
College/University-Related Programs
In-House Development Centres
Behaviour Modelling
Mentoring
Leadership Development
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Running Case
Running Case : LearnInMotion.com
What to Do about Succession?
Questions
Chapter 10 Performance Management
Learning Outcomes
Required HR Competencies
The Strategic Importance of Performance Management
The Performance Management Process
Step 1: Defining Performance Expectations
Step 2: Providing Ongoing Coaching and Feedback
Step 3: Conduct Performance Appraisal and Evaluation Discussion
Formal Appraisal Methods
Graphic Rating Scale
Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method
Critical Incident Method
Narrative Forms
Behaviourally Anchored Rating Scales
Management by Objectives (MBO)
Mixing the Methods
The Use of Technology in Performance Appraisals
Performance Appraisal Problems and Solutions
Validity and Reliability
Rating Scale Problems
Unclear Performance Standards
Halo Effect
Central Tendency
Strictness/Leniency
Appraisal Bias
How to Avoid Appraisal Problems
Who Should Do the Appraising?
Supervisors
Self
Peers
Committees
Subordinates
360-Degree Appraisal
Formal Appraisal Discussions
Types of Appraisal Outcomes
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable vs. Uncorrectable
Preparing for the Formal Appraisal Discussion
How to Conduct the Interview
How to Handle Criticism and Defensive Employees
Ensuring that the Formal Appraisal Discussion Leads to Improved Performance
How to Handle a Formal Written Warning
Step 4: Determine Performance Rewards/Consequences
Step 5: Career Development Discussion
Legal and Ethical Issues in Performance Management
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Four ?Total Rewards
Chapter 11 Strategic Pay Plans
Learning Outcomes
Required HR Competencies
The Strategic Importance of Total Employment Rewards
Aligning Total Rewards with Strategy
Impact of Rewards
Basic Considerations In Determining Pay Rates
Legal Considerations in Compensation
Employment/Labour Standards Acts (Canada Labour Code)
Pay Equity Acts
Workers Compensation Laws
Human Rights Acts
Canada/Quebec Pension Plan
Union Influences on Compensation Decisions
Union Attitudes toward Compensation Decisions
Compensation Policies
Equity and Its Impact on Pay Rates
Equity Theory of Motivation
Addressing Equity Issues
Establishing Pay Rates
Stage 1: Preparing for Job Evaluation
Compensable Factors
Job Evaluation Committee
Job Evaluation Methods
Classification Method
Point Method
Stage 2: Conduct a Wage/Salary Survey
Formal and Informal Surveys by the Employer
Commercial, Professional, and Government Salary Surveys
Salary Survey Interpretation and Use
Stage 3: Combine the Job Evaluation and Salary Survey Information to Determine Pay for Jobs
Developing Rate Ranges
Broadbanding
Correcting Out-of-Line Rates
Pay for Knowledge
Pay for Executive, Managerial, and Professional Jobs
Compensating Executives and Managers
Compensating Professional Employees
Pay Equity
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 12 Pay-for-Performance and Financial Incentives
Learning Outcomes
Required HR Competencies
Money and Motivation
Motivation and Incentives
Motivators and Frederick Herzberg
Demotivators and Edward Deci
Expectancy Theory and Victor Vroom
Types of Incentive Plans
Incentives for all Employees
Merit Pay
Employee Share Purchase/Stock Ownership Plan
Profit-Sharing Plans
Gainsharing Plans
Incentives for Operations Employees
Team or Group Incentives
Incentives for Senior Managers And Executives
Short-Term Incentives
Eligibility
How Much to Pay Out (Fund Size)
Determining Individual Awards
Long-Term Incentives
Stock Options
Plans Providing Share “Units”
Incentives for Salespeople
Salary Plan
Commission Plan
Combination Plan
Developing Effective Incentive Plans
When to Use Incentives
How to Implement Incentive Plans
Employee Recognition Programs
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 13 Employee Benefits and Services
Learning Outcomes
Required HR Competencies
The Strategic Role of Employee Benefits
Government-Mandated Benefits
Employment Insurance (EI)
Pay on Termination of Employment
Reasonable Advance Notice Periods
Advanced Notice for Mass Layoffs
Severance Pay
Leave of Absence
Canada/Quebec Pension Plan (C/QPP)
Workers’ Compensation
Controlling Workers’ Compensation Costs
Paid Time Off
Vacations
Legislated Holidays
Paid Breaks
Voluntary Employer-Sponsored Benefits
Life Insurance
Supplementary Healthcare/Medical Insurance
Reducing Health-Benefit Costs
Retiree Health Benefits
Short-Term Disability Plans and Sick Leave Plans
Cost-Reduction Tactics
Long-Term Disability Plans
Mental Health Benefits
Sabbaticals
Retirement Benefits
Two Categories of Pension Plans
Phased Retirement
Supplemental Employee Retirement Plans (SERPs)
Employee Services
Flexible Work Schedules
Flextime
Telecommuting
Compressed Workweeks
Effectiveness of Flexible Work Schedule Arrangements
Other Flexible Work Arrangements
Personal Services
Credit Unions
Counselling Services
Employee Assistance Plans (EAPs)
Other Personal Services
Voluntary Job-Related Services
Subsidized Childcare
Eldercare
Subsidized Employee Transportation
Food Services
Educational Subsidies
Family-Friendly Benefits
Executive Perquisites
Flexible Benefits Programs
Benefits Administration
Keeping Employees Informed
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Five ?Building Effective Employee–Employer Relationships
Chapter 14 Occupational Health and Safety
Learning Outcomes
Required HR Competencies
Strategic Importance of Occupational Health and Safety
Basic Facts about Occupational Health and Safety Legislation
Purpose
Responsibilities and Rights of Employers and Employees
Joint Health and Safety Committees
The Supervisor’s Role in Safety
Enforcement of Occupational Health and Safety Laws
Control of Toxic Substances
Occupational Health and Safety and Other Legislation
What Causes Accidents?
Chance Occurrences
Unsafe Conditions
Unsafe Acts
Personal Characteristics
Vision
Literacy
Age
Perceptual versus Motor Skills
How to Prevent Accidents
Reducing Unsafe Conditions
Reducing Unsafe Acts
Selection Testing
Leadership Commitment
Training and Education
Positive Reinforcement
Controlling Workers’ Compensation Costs
Before the Accident
After the Accident—Facilitating the Employee’s Return to Work
Occupational Health and Safety Challenges in Canada
Substance Abuse
Job-Related Stress
Reducing Job Stress
Burnout
Post-Traumatic Stress Disorder (PTSD)
Workers’ Compensation and Stress-Related Disability Claims
Repetitive Strain Injuries
Ergonomics
Video Display Terminals
Workplace Toxins
Workplace Smoking
Viral Pandemic
Violence at Work
Workplace Violence and the Law
Prevention and Control of Workplace Violence
Identify Jobs with High Risk of Violence
Institute a Workplace Violence Policy
Heighten Security Measures
Employee Wellness Programs
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 15 Managing Employee Separations Turnover, Communication, and Employee Engagement
Learning Outcomes
Required HR Competencies
The Importance of Managing Employee Separations
Managing Turnover
Cost of Turnover
Voluntary Turnover
Quits or Resignations
Retirement
Involuntary Turnover
Dismissal for Just Cause
Rules and Regulations
Progressive Discipline
Downsizing via Layoff
Considerations During Involuntary Turnover
Providing Reasonable Notice
Bad-Faith Damages
Punitive Damages
Constructive Dismissal
Avoiding Wrongful Dismissal Suits
Employee Engagement and Fairness in Employee Separations
Employee Engagement
Suggestion Programs
Employee Opinion Surveys
Communication from Management
The Termination Interview
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 16 Labour Relations
Learning Outcomes
Required HR Competencies
Introduction to Labour Relations
Canada’s Labour Laws
The Labour Movement in Canada Today
Types of Unions
Membership Trends
Global Competition
Demographics
Unionization of White-Collar Employees
The Labour Relations Process
Step 1 : Desire for Collective Representation
Step 2: Union Organizing Campaign
Employer Response to an Organizing Campaign
Step 3: Union Recognition
Voluntary Recognition
Regular Certification
Pre-Hearing Votes
Termination of Bargaining Rights
Step 4: Collective Bargaining
Preparation for Negotiations
Face-to-Face Negotiations
Location, Frequency, and Duration of Meetings
Initial Bargaining Session
Subsequent Bargaining Sessions
The Contract Approval Process
Third-Party Assistance and Bargaining Impasses
Unlawful Strikes and Lockouts
The Collective Agreement: Typical Provisions
No-Strike-or-Lockout Provision
Management Rights Clause
Arbitration Clause
Step 5: Contract Administration
Seniority
Discipline
Grievance Resolution and Rights Arbitration
Steps in the Grievance Procedure
The Impact of Unionization on HRM
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Six ?Global Issues in Human Resources Management
Chapter 17 Managing Human Resources in a Global Business
Learning Outcomes
Required HR Competencies
The Globalization of Business and Strategic HR
How Intercountry Differences Affect HRM
Cultural Factors
Economic Systems
Legal Systems
Labour Cost Factors
Industrial Relations Factors
Global Relocation
Considerations in Global HRM
Global Staffing Policy
Selection for Global Assignments
Orienting and Training Employees for Global Assignments
International Compensation
The Balance Sheet Approach
Variable Pay
International EAPs
Performance Appraisal of Global Managers
Repatriation
Managing Global Workers within Canada
Barrier 1: Lack of Canadian Experience
Barrier 2: Poor Transferability of Foreign Education or Training
Barrier 3: Lack of Literacy Skills
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Notes
Glossary
Name and Organization
Index
