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human resources management
Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions
What challenges do managers often overlook when implementing diversity management programs? LO.1
Educate employers, recruiters, and hiring managers to develop skills needed to recognize and effectively interpret skills from different countries. LO.1
Provide clear statements in job descriptions as to the extent and nature of work experience required to complete job requirements. Offer candidates an opportunity to demonstrate the skills in a simulated or field setting. LO.1
Use apprenticeships effectively. Some trades mandate apprenticeships (for example, in Ontario there are 20 trades with a mandatory apprenticeship component), whereas others are voluntary. This creates an option where apprenticeships can be used to develop and evaluate the skills of foreign-trained
Partner with industry-based assessment centres (for example, Workplace Integration of Skilled Newcomers in the Trades, Internationally Educated Engineer Qualification Bridging Program) to develop bridging programs to integrate foreign experience of immigrants. LO.1
Specifically, what are some of the uniquely international activities that an international HR manager typically engages in? LO.1
Explain three broad global HR challenges. LO.1
Discuss the reasons why expatriate assignments fail and what is being done to reduce the failure rate. LO.1
How does compensation of an expatriate differ from that of a home-office manager? How can some of the unique problems of compensating the expatriate be avoided? LO.1
Describe five actions that can be taken by expatriate managers in other countries to increase their personal safety. LO.1
What are the three biggest obstacles to securing full employment of immigrants and foreign workers in Canada? How can these be managed? LO.1
Why is the issue of underemployment of foreign-trained persons important to Canadian employers? LO.1
You are the president of a small business. In what ways do you expect that being involved in international business activity will affect HRM in your business? LO.1
What can an organization do to ensure that the skills acquired on an international assignment are used when the employee returns to his or her home country? LO.1
How would you assess the credentials of foreigntrained persons? What agencies are available for you to contact? LO.1
What obstacles to successful integration of global talent do you think exist in your company? What solutions can you recommend to overcome these obstacles? LO.1
Choose three traits that are useful for selecting international assignees, and create a straightforward test(not one that uses pencil and paper) to screen candidates for these traits. LO.1
Describe the most common approach to formulating expatriate pay. Use a library source to determine the relative cost of living in five countries this year, and explain the implications of such differences for drafting a pay plan for managers being sent to each country. LO.1
Either in pairs or groups of four or five, develop an outline for an initial four-hour cross-cultural training program. What training resources, tools, and processes might you use? Be prepared to give a rationale for your program. LO.1
Check online and find at least two websites that deal with or otherwise discuss the expatriate experience, and note the concerns and suggestions expressed.Compare these to the text discussion. How do the actual expatriate experiences you found influence your current attitude toward working
What intercountry differences will affect the human resources management practices of LearnInMotion.com? LO.1
Should LearnInMotion.com use a global selection policy to source talent for their London operation? LO.1
How should LearnInMotion.com implement a global HR system? LO.1
Based on this chapter and the case incident, compile a list of 10 international HR mistakes Fisher has made so far. LO.1
How would you have gone about hiring a European sales manager? Why? LO.1
What would you do now if you were Fisher? LO.1
Using the three stages of establishing pay rates, provide recommendations to LearnInMotion.com in regard to job evaluation, wage/salary surveys, and how to combine the first two steps to determine pay rates for LearnInMotion.com’s jobs. LO.1
What are some basic considerations in determining pay rates that LearnInMotion.com must be aware of? LO.1
Describe the total rewards model and its five components and whether it would benefit LearnInMotion.com. LO.1
You are the HR manager at a large construction firm headquartered in Edmonton. Most of the company’s administrative staff are also in Edmonton. You have regional and local site offices across the country. Draft a memo to employees about your company’s new pay-for-knowledge and skills policy.
Obtain information on the pay grades and rate ranges for each pay grade at your college or university. Do they appear to be broadbands? If not, propose specific broadbands that could be implemented. LO.1
Why do you think there is such a discrepancy between the pay rates of executives and employees? Is this fair? Why or why not? LO.1
What are some of the potential reasons that genderbased pay discrimination is so hard to eradicate? LO.1
Do you agree with paying people for competencies and skills that they are rarely required to use on the job? LO.1
Why do companies pay for compensation surveys where job matching may be difficult rather than conducting their own surveys? LO.1
Do you think that transactional or relational rewards have more impact on overall organizational performance? LO.1
Explain what pay equity legislation is intended to accomplish, what action is required by the legislation to accomplish it, and how effective the legislation has been in accomplishing its objectives. LO.1
Explain what is meant by the market-pricing approach in evaluating professional jobs. LO.1
Explain the term “competencies” and explain the differences among core, functional, and behavioural competencies. LO.1
What are the pros and cons of the following methods of job evaluation: ranking, classification, factor comparison, point method? LO.1
What is the relationship between compensable factors and job specifications? LO.1
Describe what is meant by the term“benchmark job.” LO.1
What are the five components of total rewards? LO.1
Pay equity is intended to redress systemic gender discrimination as measured by the wage gap, which indicates that full-time working women in Canada make about 70 cents for every dollar made by full-time working men. Pay equity requires equal pay for female-dominated jobs of equal value to
The five basic elements of compensation for managers are salary, benefits, short-term incentives, long-term incentives, and perquisites. LO.1
Competency-based pay plans (also known as “pay for knowledge”) provide employee compensation based on the skills and knowledge that they are capable of using, rather than the job that they currently hold. LO.1
Establishing pay rates involves three stages: job evaluation(to ensure internal equity), conducting wage/salary surveys (to ensure external equity), and combining job evaluation and salary survey results to determine pay rates. Job evaluation is aimed at determining the relative worth of jobs
A total rewards approach considers individual reward components as part of an integrated whole to determine the best mix of rewards that are aligned with business strategy and provide employee value, all within the cost constraints of the organization.Alignment is the extent to which rewards
An overlooked consideration is what to do when a compensation benchmarking exercise demonstrates that the company significantly exceeds market-based compensation. What are some practical solutions to this? LO.1
Two main challenges in benchmarking are determining who the competitors are for talent and securing accurate metrics for the exercise. How does CAMH overcome these challenges? LO.1
CAMH conducts surveys regularly to determine the competitiveness of the pay and benefits package offered.Why is this a priority for the company? LO.1
Evidence shows that young workers often have a low level of personal savings. How can this information be used to drive management decisions about employee compensation? LO.1
Your recent research finds that the wage difference between men and women shrunk in the 1980s and 1990s.What is the explanation for this? LO.1
Over the last two decades, how has labour income distribution changed in Canada? LO.1
Implement the total rewards structure using appropriate job evaluation systems and market comparisons to ensure consistency, fairness, and organizational competitiveness, compliance with legal requirements, performance, and desired behaviour. LO.1
Create a total rewards structure that encompasses compensation, pensions, benefits, and perquisites to maintain consistency, fairness, and organizational competitiveness, comply with legal requirements, and encourage desired behaviour. LO.1
Develop an understanding of the application of governance principles and methods by keeping current with the leading practices to contribute to and implement approved strategy. LO.1
Discuss the rating errors that Brenda must be aware of and how these can be avoided. LO.1
Discuss and suggest the type of appraisal methods that Brenda should recommend the company use. LO.1
Discuss the performance management process highlighted in the chapter and how it will aid Brenda in creating this new performance appraisal system for her employer. LO.1
What guidelines would you recommend to Pierre and Jennifer for developing an effective appraisal system? LO.1
What performance appraisal problems will LearnInMotion.com encounter if they continue on the course of not using formalized performance appraisals? LO.1
Working individually or in groups, develop, over a week, a set of critical incidents covering the classroom performance of one of your instructors. Categorize the critical incidents to identify themes within activities that are viewed positively and negatively.Expand on this identification by
Just about every week, Donald Trump tells another“apprentice,” “You’re fired!” Review recent (or archived)episodes of Donald Trump’s Apprentice show and answer this: What performance appraisal system did Mr. Trump use, and do you think it resulted in valid appraisals?What techniques
How might a supervisor handle a situation in which negative appraisals in the past have caused an employee to undervalue his or her performance? LO.1
Do you agree with the use of forced distribution methods to rate employees? Why or why not? LO.1
Some HR professionals avoid using BARS given that it is so time-consuming to develop. How could the development steps be streamlined? LO.1
Given the difficulty with providing traditional performance standards for jobs that are quite flexible, what sort of “standards” could be developed for these flexible jobs? LO.1
How can the problem of inconsistency between managers who are rating workers be solved or at least diminished? Make two or more suggestions. LO.1
Explain how to handle a defensive employee in a formal appraisal discussion. LO.1
What are the four key actions in conducting a formal appraisal discussion? LO.1
Discuss the pros and cons of using different potential raters to appraise a person’s performance. LO.1
Explain how to ensure that the performance appraisal process is carried out ethically and without violating human rights laws. LO.1
Describe the five steps in the performance appraisal process. LO.1
Where appropriate, provide corrective guidance to assist poor performers in improving their performance. LO.1
Document evaluations and reasons for any termination decision. LO.1
Use formal appeal mechanisms and a review of ratings by upper-level managers. LO.1
Whenever possible, have more than one appraiser conduct the appraisal, and conduct all such appraisals independently. This process can help to cancel out individual errors and biases. LO.1
Allow appraisers regular contact with the employee being evaluated. LO.1
Train supervisors to use the rating instrument properly. Give instructions on how to apply performance appraisal standards (“outstanding,” “satisfactory,” and so on)when making judgments. Ensure that subjective standards are not subject to bias. LO.1
Employ subjective supervisory ratings (essays, for instance) as only one component of the overall appraisal process. LO.1
When using a graphic rating scale, avoid abstract trait names (such as “loyalty,”“honesty”) unless they can be defined in terms of observable behaviours. LO.1
Use clearly defined individual dimensions of job performance (like “quantity” or“quality”) rather than undefined, global measures of job performance (like “overall performance”). LO.1
Make sure that definitive performance standards are provided to all raters and ratees. LO.1
Incorporate these characteristics into a rating instrument. (The professional literature recommends rating instruments that are tied to specific job behaviours, that is, BARS.) LO.1
Conduct a job analysis to ascertain characteristics (such as “timely project completion”)required for successful job performance. Use this information to create job performance standards. LO.1
Be prepared to provide your employees with the necessary support to facilitate improvement. LO.1
Provide the employee with a reasonable amount of time to improve performance. LO.1
Avoid sending mixed messages, such as a warning letter together with a “satisfactory”performance review. LO.1
Ensure that you take prompt corrective measures when required; failure to do so could lead to a finding that you condoned your employee’s conduct. LO.1
Let employees know that warnings play a significant role in the process of establishing just cause; employees must be warned and told that discharge will result if they continue to fail to meet minimum standards. LO.1
Ensure that your expectations are reasonable. LO.1
Let the employee know that his or her performance is unacceptable and explain your minimum expectations. LO.1
Recognize human limitations. Do not expect to be able to solve every problem that comes up, especially the human ones. More importantly, remember that a supervisor should not try to be a psychologist. Offering employees understanding is one thing; trying to deal with deep psychological problems is
Postpone action. Sometimes it is best to do nothing at all. People frequently react to sudden threats by instinctively hiding behind their “masks.” Given sufficient time, however, a more rational reaction usually takes over. LO.1
Never attack a person’s defences. Do not try to “explain someone” to himself or herself by saying things like, “You know the real reason you are using that excuse is that you cannot bear to be blamed for anything.” Instead, try to concentrate on the act itself (“sales are down”)
Recognize that defensive behaviour is normal. LO.1
What do you think the future of performance appraisals will looks like? LO.1
How can these obstacles be overcome? LO.1
What do you think are the biggest obstacles to successfully completing perfor mance evaluations accurately in an organization? LO.1
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