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Management of Human Resources The Essentials, Fourth Canadian Edition, by Gary Dessler EBOOK PDF Instant Download
Table of Contents
Management of Human Resources: The Essentials
Dedication
Brief Contents
Table of Contents
Preface
Key Features of the Canadian Fourth Edition
About the Canadian Authors
Part One Human Resources Management in Perspective
Chapter 1 The Strategic Role of Human Resources Management
Learning Outcomes
Required Professional Capabilities (RPC)
The Strategic Role of Human Resources Management
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
Credible Activist
Culture and Change Steward
Talent Manager and Organizational Designer
Strategy Architect
Operational Executor
Business Ally
Measuring the Value of HR: Metrics
Growing Professionalism in Hrm
Ethics
Environmental Influences on HRM
External Environmental Influences
Economic Conditions
Labour Market Issues
Increasing Workforce Diversity
Education
Non-Standard or Contingent Workers
Technology
Government
Globalization
Environmental Concerns
Internal Environmental 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 Professional Capabilities (RPC)
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
Duty to Accommodate
Harassment
Employer Responsibility
Sexual Harassment
Harassment Policies
Race and Colour
Religion
Sexual Orientation
Age
Enforcement
Legislation Specific to the Workplace
Employment Equity Legislation
The Plight of the Four Designated Groups
Women
Aboriginals
People with Disabilities
Visible Minorities
Employment/Labour Standards Legislation
Enforcement of the ESA
Respecting Employee Privacy
Video Surveillance
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Two Meeting Human Resources Requirements
Chapter 3 Designing and Analyzing Jobs
Learning Outcomes
Required Professional Capabilities (RPC)
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 Organizational 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
The Interview
Interview Guidelines
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 Descriptions
Job Identification
Job Summary
Relationships
Duties and Responsibilities
Authority
Performance Standards/Indicators
Duty: Accurately Posting Accounts Payable
Duty: Meeting Daily Production Schedule
Working Conditions and Physical Environment
Job Descriptions and Human Rights Legislation
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 4 Human Resources Planning and Recruitment
Learning Outcomes
Required Professional Capabilities (RPC)
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
Gap Analysis: Summarizing Human Resources Requirements
Planning and Implementing HR Programs to Balance Supply and Demands 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
Recruitment
Employer Branding
The Recruitment Process
Developing and Using Application Forms
Recruiting from within the Organization
Internal Recruitment Methods
Job Posting
Human Resources Records
Skills Inventories
Limitations of Recruiting from Within
Recruiting from Outside the Organization
Planning External Recruitment
External Recruitment Methods
Traditional Networking
1. Employee Referrals
2. Former Employees
3. Educational Institutions
4. Open Houses and Job Fairs
5. Professional and Trade Associations
6. Labour Organizations
7. Military Personnel
Online Recruiting
1. Internet Job Boards
2. Corporate Websites
Agency Recruiters
1. Human Resources and Skills Development Canada (HRSDC)
2. Executive Search Firms
3. Private Employment Agencies
Cold Calls: Walk-Ins and Write-Ins
Online Networking Sites
Print Advertising
Recruiting Non-Permanent Staff
Temporary Help Agencies
Contract Workers
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 5 Selection
Learning Outcomes
Required Professional Capabilities (RPC)
The Strategic Importance of Employee Selection
Supply Challenges
The Selection Process
Design Issues in Selection
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
Step 3: The Selection Interview
Types of Interviews
The Structure of the Interview
The Content of the Interview
Administering the Interview
Common Interviewing Mistakes
Poor Planning
Snap Judgments
Negative Emphasis
Halo Effect
Poor Knowledge of the Job
Contrast (Candidate-Order) Error
Influence of Nonverbal Behaviour
Leading
Too Much/Too Little Talking
Similar-to-Me Bias
Designing an Effective Interview
Conducting an Effective Interview
Planning the Interview
Establishing Rapport
Asking Questions
Closing the Interview
Evaluating the Candidate
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
Appendix 5.1 A Guide to Screening and Selection in Employment
Part Three Developing Effective Human Resources
Chapter 6 Orientation and Training
Learning Outcomes
Required Professional Capabilities (RPC)
Become A Learning Organization
Orienting Employees
Purpose of Orientation Programs
Content of Orientation Programs
Responsibility for Orientation
Special Orientation Situations
Diverse Workforce
Mergers and Acquisitions
Union versus Non-Union Employees
Multi-Location Organizations
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
Task Analysis: Assessing the Training Needs of New Employees
Performance Analysis: Determining the Training Needs of Current Employees
Establish Training Objectives
Step 2: Instructional Design
Programmed Learning
Informal Learning
Workplace and Traditional Training Techniques
Classroom Training
On-the-Job Training
Apprenticeship Training
Job Instruction Training
Technology-Enabled Training Techniques
E-Learning
Audiovisual Techniques
Steps 3 and 4: Validation and Implementation
Step 5: Evaluation of Training
Training Effects to Measure
Career Planning and Development
The Evolution of Career Development
New Approaches to Career Development
Identify Skills and Aptitudes
Identify Career Anchors
Focus on Life Trajectories
Roles in Career Development
Managing Internal Employee Movement
Decision 1: Is Seniority or Competence the Rule?
Decision 2: How is Competence Measured?
Decision 3: Is the Process Formal or Informal?
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 7 Performance Management
Learning Outcomes
Required Professional Capabilities (RPC)
The Strategic Importance of Performance Management
The Performance Management Process
Step 1: Defining Performance Expectations
Step 2: Providing Ongoing Coaching and Feedback
Step 3: Performance Appraisal and Evaluation Discussion
Formal Appraisal Methods
Graphic Rating Scale
Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method
Critical Incident Method
Behaviourally Anchored Rating Scales
Management by Objectives (MBO)
Problems to Avoid
Mixing the Methods
The Use of Technology in Performance Appraisals
Step 4: Determine Performance Rewards/Consequences
Step 5: Career Development Discussion
Performance Appraisal Problems and Solutions
How to Avoid Appraisal Problems
Who Should do the Appraising?
Supervisors
Self
Peers
Committees
Subordinates
360-Degree Appraisal
Formal Appraisal Discussions
Types of Performance Appraisal Results
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
Legal and Ethical Issues in Performance Management
The Future of Performance Management
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Part Four Total Rewards
Chapter 8 Strategic Pay Plans
Learning Outcomes
Required Professional Capabilities (RPC)
The Strategic Importance of Total Employment Rewards
The Five Components of Total Rewards
Impact of Rewards
Basic Considerations in Determining Pay Rates
Union Influences on Compensation Decisions
Compensation Policies
Perceptions of Equity Internally and Externally
Legal Considerations in Compensation
Pay Equity
Establishing Pay Rates
Stage 1: Job Evaluation
Compensable Factors
Job Evaluation Committee
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
Developing Effective Incentive Plans
When to Use Incentives
How to Implement Incentive Plans
Money and Motivation
Types of Incentive Plans
Incentives for Operations Employees
Piecework Plans
Advantages and Disadvantages
Incentives for Teams or Groups
Incentives for Senior Managers and Executives
Short-Term Incentives: The Annual Bonus
Eligibility
How Much to Pay Out (Fund Size)
Determining Individual Awards
Long-Term Incentives
Stock Options
Plans Providing Performance Share “Units”
Incentives for Salespeople
Salary Plan
Commission Plan
Combination Plan
Organization-Wide Incentive Plans
Profit-Sharing Plans
Employee Share Purchase/Stock Ownership Plan
Gainsharing Plans
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 9 Employee Benefits and Services
Learning Outcomes
Required Professional Capabilities (RPC)
The Strategic Role of Employee Benefits
Government-Mandated Benefits
Employment Insurance (EI)
Pay on Termination of Employment
Reasonable Advance Notice Periods
Severance Pay
Pay for Mass Layoffs
Leaves of Absence
Canada/Quebec Pension Plan (C/QPP)
Workers’ Compensation
Vacations and 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
Long-Term Disability
Mental Health Benefits
Sabbaticals
Retirement Benefits
Two Categories of Pension Plans
Phased Retirement
Supplemental Employee Retirement Plans (SERPs)
Employee Services
Personal Services
Credit Unions
Counselling Services
Employee Assistance Plans (EAPs)
Other Personal Services
Job-Related Services
Subsidized Childcare
Eldercare
Subsidized Employee Transportation
Food Services
Educational Subsidies
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 10 Occupational Health and Safety
Learning Outcomes
Required Professional Capabilities (RPC)
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
Minimizing Unsafe Conditions
Reducing Incidence of Unsafe Acts
Selection Testing
Top-Management 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
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
Create a Healthy Work Environment
Heighten Security Measures
Provide Workplace Violence Training
Improve Employee Screening
Employee Wellness Programs
Chapter Summary
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 11 Managing Employee Separations Foundations of Employee Engagement, Communication, and Turnover Management
Learning Outcomes
Required Professional Capabilities (RPC)
The Importance of Managing Employee Separations
Managing Turnover
Voluntary Turnover
Quits
Retirement
Involuntary Turnover
Rules and Regulations
Progressive Discipline
Dismissal for Just Cause
Layoffs
Providing Reasonable Notice
Constructive Dismissal
Avoiding Wrongful Dismissal Suits
Employee Engagement and Fairness in Employee Separations
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 12 Labour Relations
Learning Outcomes
Required Professional Capabilities (RPC)
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
Strikes
Lockouts
Unlawful Strikes
Interest Arbitration
The Collective Agreement: Typical Provisions
Union Recognition Clause
Union Security/Checkoff Clause
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
Rights Arbitration
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 13 Managing Human Resources in a Global Business
Learning Outcomes
Required Professional Capabilities (RPC)
The Globalization of Business and Strategic HR
How Intercountry Differences Affect HRM
Cultural Factors
Economic Systems
Legal Systems
Labour Cost Factors
Industrial Relations Factors
Summary
Global Relocation
Why Expatriate Assignments Fail
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
