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human resources management
Human Resources Management In Canada 13th Canadian Edition Gary Dessler, Nita Chhinzer - Solutions
Provide feedback. Department heads hold periodic performance review meetings with employees to discuss and evaluate progress in achieving expected results. LO.1
Performance reviews: Measure the results. Department heads compare the actual performance of each employee with the expected results. LO.1
Define expected results (set individual goals). Here, department heads and employees set short-term performance targets. LO.1
Discuss departmental goals. Department heads discuss the department’s goals with all employees in the department (often at a department-wide meeting) and ask them to develop their own individual goals; in other words, how can each employee contribute to the department’s attainment of its goals?
Set departmental goals. Department heads and their superiors jointly set goals for their departments. LO.1
Set the organization’s goals. Establish an organization-wide plan for the next year and set goals. LO.1
Consistency. BARS evaluations also seem to be relatively consistent and reliable in that different raters’ appraisals of the same person tend to be similar. LO.1
Independent dimensions. Systematically clustering the critical incidents into five or six performance dimensions (such as “knowledge and judgment”) should help to make the dimensions more independent of one another. For example, a rater should be less likely to rate an employee high on all
Feedback. The critical incidents may be more useful in providing feedback to appraisees than simply informing them of their performance rating without providing specific behavioural examples. LO.1
Clearer standards. The critical incidents along the scale help to clarify what is meant by extremely good performance, average performance, and so forth. LO.1
A more accurate measure. People who know the job and its requirements better than anyone else does develop BARS. The result should therefore be a good measure of performance on that job. LO.1
Are there options for employees who are unable to work abroad, but want global experience? LO.1
What performance management challenges are associated with international assignments? LO.1
What are some of the significant challenges when managing people globally that HR managers should be aware of? LO.1
Implement a performance management system by measuring against established goals and expectations to align individual and organizational performance with strategy. LO.1
Promote engagement, commitment, and motivation of employees by developing, implementing, and evaluating innovative strategies to enhance productivity, morale, and culture. LO.1
Is there anything Frank and Wilma should have done differently in your opinion? If so, what? LO.1
If Wilma wishes to stay in her new job, how could her employer assist her with this dilemma? LO.1
According to Edgar Schein, what career anchors are driving Wilma’s and Frank’s careers at this point? LO.1
What management development techniques should be developed? LO.1
If they decide to promote from within, how should promotions or transfers be handled? LO.1
If Jennifer and Pierre decide to use succession planning, what steps of this process should they follow to put such a program in place? Who should be involved in the process? LO.1
Would the process of career and development planning assist Pierre and Jennifer? LO.1
Compare and contrast the approach that a firm you have worked for (paid or unpaid) or have knowledge about is taking with respect to career development for younger and older workers. Based on your comparison, develop a career development policy statement for that organization that reflects the
Find a person who is web-challenged (perhaps a family friend or one of your professors who is having trouble setting up a website or getting full use of the email system).Offer to reverse mentor him or her on using the web for a short time (a few weeks) in return for some career mentoring for you.
Review the website of a provider of management development seminars, such as the Canadian Institute of Management. Obtain copies of recent listings of seminar offerings. At what levels of management are the seminar offerings aimed? What seem to be the most popular types of development programs? Why
Discuss the six competencies in the Competency Matrix Model used at the Banff Centre. Do you think that any one of these is more important than the others? Why or why not? If you were asked to list them in order of importance, what order would you put them in and why? LO.1
What steps could a company take to reduce political behaviour in the succession planning process? LO.1
How do you think employees are going to respond to the new focus on career planning, given the emphasis in recent years on “being in charge of your own career”? LO.1
Would you tell high-potential employees that they are on the “fast track”? How might this knowledge affect their behaviour? How might the behaviour of employees who are disappointed at not being included in management development activities be affected? LO.1
Do you think developmental job rotation is a good method to use for developing management trainees?Why or why not? LO.1
Managerial on-the-job training methods include developmental job rotation, coaching, and action learning. Basic off-the-job techniques include case studies, management games, outside seminars, college/university-related programs, and in-house development centres. LO.1
Management development is any attempt to improve managerial performance and is aimed at preparing employees for future jobs with the organization.When an executive position needs to be filled, succession planning is often involved. Management development is important because the majority of
An employee life-cycle includes entry, internal movement, and exit from an organization. Internal transfers offer an opportunity for personal and career development, but they have become more difficult to manage because of spousal and family concerns.Thus, career-transition programs for spouses are
The focus on life trajectories involves reframing career development from traits and states to context, from prescriptive to process, from linear to nonlinear, from scientific to narrative, and from descriptive to modelling. In this evolution, organizations can benefit from becoming learning
New approaches to career development are less focused on stage of life (which was historically largely age based), and more involved in identifying occupational orientation: realistic, investigative, social, conventional, enterprising, and artistic. In addition, skills and aptitudes can be
Career planning and development is a critical strategic issue in ensuring that the supply of necessary talent is available. It involves the deliberate process through which a person becomes aware of personal careerrelated attributes, and the lifelong series of activities that contribute to his or
What kinds of employee challenges are associated with talent development programs? LO.1
Loblaw has a leadership development program. How is it structured? LO.1
What are the core elements of Loblaw’s talent development framework? LO.1
Transfer of training: Finally, trainees are encouraged to apply their new skills when they are back on their jobs. LO.1
Social reinforcement: The trainer provides reinforcement in the form of praise and constructive feedback based on how the trainee performs in the role-playing situation. LO.1
What are the major challenges Canada faces with the development of human capital in the near future? LO.1
Taking an evidence-based approach, what is the economic impact of human capital development? LO.1
Who do you think the stakeholders are in human capital policy development and why? LO.1
From describing to modelling: Career development must adapt to individual experiences, ambitions, abilities, opportunities, and perspectives. Thus, the use of simple descriptive or scientific statistics alone undermines the complexity of career development.Career forecasting in this sense should
From scientific facts to narrative evaluations: The old path of completing all desired education, securing a job, then establishing a family is no longer a reality for many Canadians; there is growing diversity of individual realities. Career development must empower employees to self-assess and
From linear to non-linear: Traditional career development was very deductive in that it assumed past employment patterns were valid predictors of future career ambitions.Thus, there is a necessary shift to a more holistic life design for career development, with an awareness of non-linear, often
From prescriptive to process: On average, people up to the age of 36 change their jobs every two years. Traditional career paths involving a single, committed occupational choice are no longer a reality. Instead, career planners must stay informed about all of the job-specific requirements and
From traits and states to context: Research on personality traits and ability factors to guide occupation-driven careers relied on stability and predictability. In the new economy, career patterns should be viewed as professional identities that are dynamic.Understanding the range of factors that
Develop initiatives through which leaders learn mentoring and coaching skills to support learning and development priorities of employees LO.1
Should management of each department assist in the development and subsequent enforcement of the new onboarding program? Why or why not? LO.1
Should Pierre and Jennifer be involved in the onboarding program to emphasize the importance of this process to their staff? LO.1
How would you change LearnInMotion.com’s orientation program? Should this company rename this process to an onboarding program instead? LO.1
Working in groups of four to six students, complete the following exercise:Determine who in your group knows how to make paper objects such as cranes, boxes, balloons, ninja darts, fortunes, boats, and so on. Select one person who is willing to be a subject matter expert (SME) to assist your group
Working individually or in groups, follow the steps in Figure 8.1 and prepare a training program for a job that you currently hold or have had in the past. LO.1
Obtain a copy of an employee handbook from your employer or from some other organization. Review it and make recommendations for improvement. LO.1
Assume that your company president wants to develop a more customer-focused organization. For the past 10 years, the company has focused on cost containment while growing the business. Write a memo to your company president that supports the investment in customer service training as part of the
This chapter points out that one reason for implementing special global training programs is to avoid business loss because of cultural insensitivity. What sort of cultural insensitivity do you think is meant, and how might that translate into lost business?What sort of training programs would you
What are some of the typical on-the-job training techniques? What do you think are some of the main drawbacks of relying on informal on-the-job training techniques for onboarding? LO.1
Think about a job you have had in the past. For this job, identify which training technique was used and reflect on reasons why you think that system was used. Next, select a different training technique from the chapter that you think would have been good to use, providing a justification as to
What are the advantages and disadvantages of e-learning? LO.1
Choose a task you are familiar with—such as mowing the lawn or using a chat room— and develop a job instruction training sheet for it. LO.1
Identify and describe three special orientation situations that may be encountered. LO.1
Prepare an orientation program checklist for your current or most recent job. LO.1
Today’s organizations often provide training for special purposes, including literacy training, diversity training, customer service training, training for teamwork, and training for first-time supervisors/managers. LO.1
In evaluating the effectiveness of a training program, four categories of outcomes can be measured: reaction, learning, behaviour, and results. LO.1
Three types of e-learning are computer-based training, online training, and electronic performance support systems. LO.1
Traditional training techniques include on-the-jobtraining, apprenticeship training, informal learning, job instruction training, classroom training, audiovisual techniques, programmed learning, and vestibule or simulated training. LO.1
Two techniques for assessing training needs are(1) task analysis to determine the training needs of employees who are new to their jobs, and (2) performance analysis to appraise the performance of current employees to determine whether training could reduce performance problems. LO.1
The basic training process consists of five steps: needs analysis, instructional design, validation, implementation, and evaluation. LO.1
A strategic approach to recruitment and retention of employees includes a well-integrated orientation(onboarding) program both before and after hiring. New employees need a clear understanding of company policies, expectations regarding their performance, and operating procedures.Orientation is
A learning organization creates, acquires, and transfers knowledge. Organizations that have a learning culture can gain benefits of productivity and retention. The management of learning within an organization often lies within the HR department. LO.1
Results. Last, but probably most important, ask questions such as these: “Did the number of customer complaints about employees drop?” “Did the rejection rate improve?” “Was turnover reduced?” “Are production quotas now being met?” and so on. Improvements in these
Behaviour. Next, ask whether the trainees’ behaviour on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than they were previously? These measures determine the degree of transfer of
Learning. Second, test the trainees to determine whether they learned the principles, skills, and facts that they were supposed to learn. LO.1
Reaction. First, evaluate trainees’ reactions to the program. Did they like the program?Did they think it worthwhile? An evaluation form can assess employee reaction to the training program.55 LO.1
What are some of the training challenges LaserQuest faces? LO.1
Why do you advertise TLC as part of your recruitment effort? LO.1
The company website for recruitment highlights the use of The Learning Centre (TLC). What is this tool? LO.1
Research shows that the trainee’s pre-training preparation is a crucial step in the training process. It is important to create a perceived need for training in the minds of participants.30 Also, provide preparatory information that will help to set the trainees’expectations about the events
Motivation affects training outcomes independently of any increase in cognitive ability. Training motivation is affected by individual characteristics like conscientiousness and by the training climate.28 Therefore, it is important to try to provide as much realistic practice as possible. Trainees
Maximize the similarity between the training situation and the work situation and provide adequate training practice. Give trainees the chance to use their new skills immediately on their return to work. Train managers first and employees second to send a message about the importance of the
At the start of training, provide the trainees with an overall picture of the material to be presented. When presenting material, use as many visual aids as possible and a variety of familiar examples. Organize the material so that it is presented in a logical manner and in meaningful units. Try to
Cost/benefit analysis. Compare (1) orientation costs, such as printing handbooks and time spent orienting new employees by HR staff and immediate supervisors, with(2) benefits of orientation, including reduction in errors, rate of productivity, efficiency levels, and so on. LO.1
Socialization effects. Review new employees at regular intervals to assess progress toward understanding and acceptance of the beliefs, values, and norms of the organization. LO.1
Employee reaction. Interview or survey new employees for their opinion on the usefulness of the orientation program. Also, evaluate job performance within specified time periods to assess transference of learning and behaviours where possible. LO.1
What are some of the things that an organization can do to adopt an inclusive approach to recruiting? LO.1
There is a lot of discussion about the need for diversity in organizations.What are some of the major benefits inclusive organizations experience? LO.1
Your research focuses on social exclusion and inclusion. Can you briefly explain those concepts? LO.1
Develop an organizational culture where learning occurs at different levels by making learning a part of everyday work activity to enhance individual, team, and organizational effectiveness. LO.1
Evaluate learning and development priorities and programs in accordance with sound measurement principles to document attainment and progress toward organizational objectives. LO.1
Implement learning and development programs in accordance with adult learning principles to build competency and ensure relevance and effectiveness. LO.1
Develop opportunities for employees to learn and grow professionally by maximizing their potential aligned with business strategy to contribute effectively to organizational objectives. LO.1
Identify organizational learning priorities aligned with the business strategy using key stakeholder involvement to ensure appropriate learning and optimal return on investment. LO.1
Develop initiatives through which leaders align culture, values, and work groups to increase the productivity and engagement of employees. LO.1
How should the background-checking process be improved at Sunrise Academy? LO.1
What should have been done differently in the selection process? LO.1
Are there any legal implications to be aware of as a result of this selection decision? LO.1
What are some of the legal implications of a new selection process that Jennifer and Pierre need to be aware of? LO.1
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