Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions

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=+1. Assume you are an executive director of a nonprofi t agency whose board of directors has been inconsistent in regard to evaluating your job performance. How would you encourage the board of directors to become more consistent?
=+ 2. Develop a performance evaluation instrument and evaluation procedures to share with the board of directors.
=+ 2. Can employees in all occupations be evaluated by 360 - degree feedback systems? What are some advantages and disadvantages of these systems?
=+1. Visit the U.S. Department of Personnel Web site. What performance management strategies are recommended that would be useful for you to develop for your agency or department? How would you adapt them to fi t your needs?
=+ 2. Search the Internet, and identify three companies that have developed computerized employee performance evaluation systems. Compare and contrast their products.
=+What are the strengths and weaknesses of the different products? What factors would you consider before purchasing a computerized system for your agency?
=+1. If you were a board member on the HRM committee of the United Way of Metropolitan Atlanta, what factors would you use to determine an equitable level of compensation for O ’ Connell?
=+ 2. As a board member, you will need to approve the hiring and salary of O ’ Connell ’ s successor. What factors should be considered when approving his successor ’ s salary and benefi ts?
=+1. If you were hired to be the director of HRM for the Florida Highway Patrol, knowing that there is a trooper shortage and the salary for state troopers is below what city and county law enforcement agencies pay, what strategic compensation strategies would you develop to recruit, motivate, and
=+1. What type of equity (external, internal, or employee) is most important to you? Explain the reasons.
=+ 2. Review current copies of the ICMA Newsletter , IPMA Newsletter , Chronicle of Philanthropy , or Nonprofi t Times . What positions receive the highest salaries? What factors do you think are most important in determining compensation?
=+ 2. Using the Internet, fi nd salary schedules for two local governments, two state governments, and two nonprofi t organizations. What are the similarities and differences in regard to salary schedules and compensation policies across the six organizations?
=+1. What are the advantages and disadvantages of offering adoption benefi ts to employees? Is this benefi t consistent with SHRM? Explain your response.
=+ 2. Do you think employers should offer benefi ts that apply to a subset of employees and not the general workforce? Explain your position.
=+1. A signifi cant number of workers responding to the survey were employed in occupations dominated by nonprofi t and public service providers. Knowing the incidence of depression in those occupations,
=+what SHRM strategies would you implement to assist the workers?
=+ 2. What benefi ts would you want to promote and implement to attempt to minimize the number of employees suffering from depression?
=+1. Why are benefi ts an important component of SHRM?
=+ 2. You have been asked by the HRM director to review the existing benefi ts program and make recommendations for improvements to the program for the employees in your agency. What factors should you consider, and why?
=+1. In a small group, each member should select a state, then the groups should discuss the similarities and differences across the states and compare and contrast the workers ’ compensation policy for each state.Which state provides the best benefi ts from an employee ’ s perspective?For more
=+ 2. Visit the Employee Benefi t Research Institute ’ s Web site. As an employee, what topics discussed concern you the most, and why? From an employer ’ s perspective, what topics concern you the most, and why?Are they the same or different?
=+ 3. In the wake of corporate scandals, many private sector employees are fi nding their pensions at risk, and many public sector pension funds hit by declines in the stock market are underfunded. Visit the Pension Rights Center Web site and the Pension Benefi t Guaranty Corporation Web site, and
=+Defi ne training and discuss why a strategic human resources management (SHRM) approach is important in today ’ s environment
=+ Defi ne development, and discuss why an SHRM approach is important in today ’ s environment
=+ Describe different training delivery methods
=+ Explain the methods used to evaluate training and development activities
=+ Explain the role of the HR staff in designing and implementing career development programs
=+ Understand why it is important to integrate career development programs with other HR programs such as performance management, training, selection, and compensation
=+How can we develop a comprehensive training plan to address the needs of managers, elected offi cials, support staff, direct service providers, volunteers, and board members?
=+ What methods can we use to assess our agency ’ s training needs?
=+ How can we design and implement the training program?
=+ What training delivery methods will we use?
=+ How will we demonstrate that the training budget was well spent?
=+What are the participants ’ levels of education? For example, classroom instruction may be intimidating for employees with limited formal education.
=+ What are participants ’ expectations? Will all participants come to the training with the same concerns?
=+ What are participants ’ knowledge levels, attitudes, and relationships with one another?
=+ Are participants prepared to receive technical instruction?
=+ Is the training voluntary or imposed from above?
=+ If the training is mandatory, will the participants be threatened by it?
=+V1. If a similar development opportunity were available to you, would the organization you work for encourage you to participate in it? Would you be willing to complete a two - year program in addition to your work responsibilities and other personal responsibilities you might have?
=+1. If you were the department director, are there other strategies you would implement besides adding rescue equipment to ambulances in an attempt to prevent another drowning when an ambulance arrives on the scene?
=+ 2. Think about your current job or a job you have held in the past. In what skills would you like or have liked to be cross - trained in? Develop a training and development plan for you. What KSAOCs are you seeking?
=+Through what methods of delivery would you acquire them?
=+How long do you think it would take to become cross - trained?
=+ How expensive would it be for you or the organization you work for?
=+ 2. What kinds of analyses need to be made to determine the training needs of an organization, individual employees, or an entire unit?
=+ 3. In small groups, share your experiences with training. What are some of the advantages and disadvantages of the training methods and delivery discussed in this chapter?
=+Do you think employees of different generations have different training preferences? Explain why.
=+1. Visit the American Society for Training and Development Web site.What training topics are discussed there? Which topics are the most interesting to you? Explain why.
=+Do you believe there is a need for a professional society devoted to training and development activities?
=+ 2. Visit the Web sites of the International City/County Management Association and the NPO Net: For and About Chicago Area Nonprofits. What kinds of professional development programs are available through those organizations? Which development programs would you be most likely to participate
=+ What types of training and development methods are most consistent with your learning style?
=+Understand the elements of labor - management relations and collective bargaining and their importance to strategic human resources management
=+ Describe what a union is and why employees join unions
=+ Understand the differences in collective bargaining rights for federal employees, state and local employees, and nonprofi t employees
=+ Understand trends and issues in labor - management relations
=+1. Do you agree with the decision made by the National Labor Relations Board in regard to the use of e - mail? Explain your answer.
=+ 2. Are there other issues that should have been considered in rendering the decision?
=+1. In your opinion, do you think schoolteachers in general should be allowed to strike over wages and benefi ts? Explain your answer.
=+ 2. Should teachers employed by a diocese have a right to strike? Does the employer make a difference? Explain your answer.
=+1. From an employee perspective, what are three advantages of working in a unionized organization? What are three disadvantages?
=+ 2. From a management perspective, what are some advantages of a unionized organization? What are some disadvantages?
=+ 3. The U.S. Department of Labor noted that the number of workers belonging to a union grew by 311,000 to 15.7 million in 2007. What factors do you attribute the union growth to?
=+1. In a small group, have each individual take on the role as spokesperson for the American Federation of State, County and Municipal Employees, the Service Employees International Union, and the American Nurses Association. Each person will then discuss each group’s concerns. Use the Web sites
=+Are there any concerns that they would not realistically be able to address?
=+ 2. Visit the National Public Employers Labor Association Web site. What are three issues of concern to public employers?
=+ Do you think nonprofi t employers should be concerned about those issues as well? How would an employer address those issues?
=+1. What is your opinion of “ no - e - mail Fridays ” ? For your job position, would eliminating e - mail on Fridays increase or decrease your productivity?
=+ 2. Do you think “ no-e - mail Fridays ” would enhance the personal contacts between clients, coworkers, or customers?
=+ 3. What are some other job - related issues that might arise out of no - e -mail Fridays?
=+1. How do you feel about the potential privacy violations these new devices may bring into the workplace?
=+ 2. Develop a policy and security procedures so that employees ’ personal information will not be at risk.
=+1. In small groups, describe Web - based human resources information systems you are familiar with. Based on your own experiences and Internet research, evaluate the advantages and disadvantages of employees using a Web - based HRIS. What HRIS services are most convenient for employees?
=+1. In a small group, use the Web sites of Governing Magazine, Government Technology Executive News , and the Chronicle of Philanthropy . Have each individual discuss the most recent topics being discussed. After the topics have been presented, discuss where the topics overlap. Do differences
=+ 2. Using the Internet, conduct research in identifying three HRIS systems and the companies that develop them. Develop criteria to evaluate the systems. Then use these criteria to prepare a presentation summarizing what you believe to be the benefi ts of each and introducing the companies that
Provide information about the total value of and changes to total rewards using appropriate media to achieve understanding and encourage performance and desired behaviour. LO.1
How do people interpret short-term versus long-term incentives differently? LO.1
How can long-term goals or rewards or incentives be developed to make them more appealing? LO.1
In an organizational or workplace setting, how can managers use this research to determine organizational or individual short-term or long-term incentives? LO.1
The real estate industry is an example of an industry built on the commission model. What is the basic compensation structure in the industry? LO.1
In your experience, what do you find to be the motivation for people to work in this environment? LO.1
Based on your expertise, what are some of the risk considerations real estate agents and others working in similar commission-based compensation models need to consider? LO.1
Performance pay cannot replace good management. Performance pay is supposed to motivate workers, but lack of motivation is not always the culprit. Ambiguous instructions, lack of clear goals, inadequate employee selection and training, unavailability of tools, and a hostile workforce (or
Firms get what they pay for. Psychologists know that people often put their effort where they know they will be rewarded. However, this can backfire. An incentive plan that rewards a group based on how many pieces are produced could lead to rushed production and lower quality. Awarding a plant-wide
“Pay is not a motivator.” 43 Psychologist Frederick Herzberg makes the point that money only buys temporary compliance; as soon as the incentive is removed, the“motivation” disappears too. Instead, Herzberg says, employers should provide adequate financial rewards and then build other
Rewards rupture relationships. Incentive plans have the potential for reducing teamwork by encouraging individuals (or individual groups) to blindly pursue financial rewards for themselves. LO.1
Rewards may undermine responsiveness. Since the employees’ primary focus is on achieving some specific goal, like cutting costs, any changes or extraneous distractions mean that achieving that goal will be harder. Incentive plans can, therefore, mediate against change and responsiveness. LO.1
Pay for performance—and make sure that performance is tied to the successful achievement of critical business goals. LO.1
Link incentives to other activities that engage employees in the business, such as career development and challenging opportunities. LO.1
Link incentives to measurable competencies that are valued by the organization. LO.1
Match incentives to the culture of the organization—its vision, mission, and operation principles. LO.1
Keep group incentives clear and simple—employee understanding is the most important factor differentiating effective from ineffective group incentive plans. LO.1
Overcommunicate—employees become engaged when they hear the message that they are neither faceless nor expendable. LO.1
Remember that the greatest incentive is the work itself. For example, highly skilled engineers at MacDonald Dettwiler and Associates Ltd. in Richmond, British Columbia, feel valued and appreciated when they are chosen by their peers to work on project teams, to work on the Canada space arm, or to
When designing effective financial incentive plans, it’s important to understand the relationship between money and motivation. A job needs to satisfy a person’s higher-level needs, as well as intrinsic and extrinsic needs. Rewards can be used as a behaviourmodification–based approach to help
Merit pay, profit-sharing plans, employee share purchase/stock ownership plans, and gainsharing plans are examples of organization-wide incentive plans, usually made available to all employees. Merit pay is an increase in base pay (fixed) which is tied directly to individual performance.
Piecework is the oldest type of incentive plan. Here, a worker is paid a piece rate for each unit that he or she produces. The differential piece-rate plan rewards workers by a premium that equals the percentage by which their performance is above standard. Group incentive plans are useful when the
Most management employees receive a short-term incentive, usually in the form of an annual bonus linked to company or divisional profits. Long-term incentives are intended to motivate and reward top management for the firm’s long-term growth and prosperity and to inject a long-term perspective
Salary plans for salespeople are effective when the main sales objective is finding new clients or servicing accounts. The main disadvantage of salary plans is that pay is not tied to performance. Commission plans attract high-performing salespeople who see that performance will clearly lead to
Incentive plans are particularly appropriate when units of output are easily measured, employees can control output, the effort–reward relationship is clear, work delays are under employees’ control, and quality is not paramount. LO.1

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Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions

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