Human Resources Management In Canada 12th Canadian Edition Gary Dessler, Nita Chhinzer, Nina D. Cole - Solutions

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2 What issues do you see in this approach to performance measurement In Australia, versions of the balanced scorecard have been applied in a range of financial services and service sector firms. For instance, retail bank ANZ has utilised an extended balanced scorecard covering five generic
1 Are the latest performance measurement changes likely to move the ANZ organisational culture to one that is more focused on customer outcomes?In Australia, versions of the balanced scorecard have been applied in a range of financial services and service sector firms. For instance, retail bank ANZ
3 Can results measures really be ‘objective’? Organisational justice and the management of individual performance Lipman, V. (2017), ‘How small businesses often mismanage employee performance’, Forbes, August 14,
2 Are organisational justice problems in the creation of results measures restricted to ‘small businesses’? Organisational justice and the management of individual performance Lipman, V. (2017), ‘How small businesses often mismanage employee performance’, Forbes, August 14,
1 What characteristics would you expect to see in any organisationally fair result measurement processes and results measures? Organisational justice and the management of individual performance Lipman, V. (2017), ‘How small businesses often mismanage employee performance’, Forbes, August 14,
3 What role does employee engagement play in achieving this trade-off?
2 How would you take into account any trade-off between cost and quality outcome categories in evaluating individual employee performance?
1 Given the competitive cost pressures experienced by even the most admired institutions, how can organisational culture help achieve product quality results at the same time as addressing these cost pressures?
• identify the strategic purposes to which results-based performance practices might be best suited.
• assess the use of financial and non-financial performance measures
• discuss the issues associated with aligning individual, team and organisational performance measurement
• explain the importance of measuring and managing results within organisations
• understand the common categories and use of results in a business context
2 How and why might taking a more personalised approach to reward management help to improve both strategic alignment and psychological engagement? For decades, designing rewards programs was a relatively straightforward exercise of finding the right mix of compensation and traditional benefits
1 What explains the apparent degree of strategic misalignment in rewards systems around the world? For decades, designing rewards programs was a relatively straightforward exercise of finding the right mix of compensation and traditional benefits such as health insurance and vacation time. Those
7 Why might employees become disengaged and how might performance and reward practices be able to assist in reengaging them?
6 Of the two main groups of motivation theory – content theories and process theories – which do you believe has the greatest credibility and practical relevance?
5 How does personality influence individual performance and is this influence overstated?
4 Of the three broad types of employee value proposition identified in this chapter(‘transactional’, ‘relational’ and ‘balanced’), which do you believe to be the most prominent in today’s for-profit firms? Is the situation the same or different in public sector organisations? What
3 The notion of a ‘business strategy’ has no relevance to not-for-profit and public sector organisations. Discuss.
2 Think of a firm that you believe has a ‘cost reduction’ strategy and another that you see as having an ‘innovation’ strategy, then compare the two in terms of (a)what they actually produce and market, (b) their employee value proposition, and (c) how their jobs are designed.
1 ‘Strategic alignment is good in theory but elusive in practice.’ Discuss.
4 Would you want your work colleagues to know everything about your pay deal? Under what conditions (if any) would you be willing to disclose these details? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and how much
3 Why might disclosure be a ‘prescription for disaster’? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and how much they are paid. Equity theory also tells us that real or imagined differences in effort/pay
2 Will disclosure alone be enough to address the gender pay gap? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and how much they are paid. Equity theory also tells us that real or imagined differences in effort/pay
1 Which is more compelling – the case for transparency or that for secrecy? As we have seen, the issue of relative pay equity is a pivotal facet of employee perceptions of the fairness or unfairness of how and how much they are paid. Equity theory also tells us that real or imagined differences
3 The author writes quite unreflectively from a US perspective. Might his recommendations for engaging new workforce entrants have less relevance and currency in other cultural contexts? If you are reading this book as an undergraduate student it is very likely that you are a member of
2 How does the recommendation to provide Gen Zers with ‘more structure and direction’ square with the prescription for greater flexibility and discretionary work? If you are reading this book as an undergraduate student it is very likely that you are a member of ‘Generation Z’ – those
1 Are the motivational needs of Gen Z really all that different to those of the previous wave of workforce entrants – the millennials? If you are reading this book as an undergraduate student it is very likely that you are a member of ‘Generation Z’ – those born after the turn of the
4 What individual-level factors do you think have the greatest influence on earnings differences within the workforce?
3 What do you make of the proposition that conscientiousness is not a close correlate of general intelligence or IQ?
2 How do the findings reported in the piece challenge the ‘signalling’ view of the relationship between education level and earnings? What do you see as the real drivers of the higher return for higher education?
1 Why might the traits of conscientiousness and extroversion have different impacts on the pay levels of women and men?
• appreciate the importance of motivation, organisational justice and trust as pivotal employee attitudes and behavioural precursors.
• understand the individual-level influences on employee behaviour, including personality, beliefs, attitudes, and emotional states and how these interact with each other in particular work contexts
• understand the importance of the employee value proposition and work design as key links between an organisation’s business strategy, its people management practices and employee work behaviour, with particular emphasis on transactional versus relational value propositions and discretionary
• appreciate how different business strategies stand to influence the configuration of performance and reward policies and practices
• describe the concepts of external alignment and internal alignment and the joint importance they hold for an organisation wishing to achieve and maintain strategic alignment
• explain the concepts of strategic alignment and psychological alignment and how they relate to each other in practice
• appreciate the value of adopting a systems thinking approach to understanding and managing employee performance and rewards
3 Is it possible to provide performance feedback without measuring performance?
2 Ratings are a necessary evil and organisations abandon them at their peril. Discuss.
1 Assess the reasons given by companies that have chosen to abandon performance ratings.
5 What should a reward system seek to do?
4 What is meant by the concept of ‘total reward’?
3 A valid method of assessing performance may be either reliable or unreliable, but an invalid method can never be reliable. Why?
2 Why might evaluative and developmental performance management come into conflict, and how can the potential for conflict be minimised?
1 Who or what defines ‘performance’ in an organisation?
• appreciate the importance of the book’s four focal ‘reality check’ themes: strategic alignment, employee engagement, workforce diversity and organisational justice.
• explain the core aims of a reward management system
• compare and contrast the main elements of financial reward: base pay, benefits and performance incentives.
• describe the concept of ‘total rewards’ and the role of financial, developmental, social and intrinsic rewards in this way of thinking about reward management and the ‘employee value proposition’ more generally
• explain how validity, reliability, cost-effectiveness and felt-fairness each contribute to performance management system efficacy
• explain the core aims of a performance management system
• describe the main dimensions of employee performance
What would you do now if you were Fisher?Central Steel Door Corporation has been in business for about 20 years, successfully selling a line of steel industrial-grade doors as well as the hardware and fittings required for them. Focusing mostly on the United States and Canada, the company had
How would you have gone about hiring a European sales manager? Why?Central Steel Door Corporation has been in business for about 20 years, successfully selling a line of steel industrial-grade doors as well as the hardware and fittings required for them. Focusing mostly on the United States and
Based on this chapter and the case incident, compile a list of 10 international HR 1nistakes Fisher has made so far.Central Steel Door Corporation has been in business for about 20 years, successfully selling a line of steel industrial-grade doors as well as the hardware and fittings required for
How should LearnlnMotion implement a global HR system?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but delivers it locally." In other words, all the content and courses and other material that it lists on its site come from content providers all over
Should LearnlnMotion use a global selection policy to source talent for their London operation?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but delivers it locally." In other words, all the content and courses and other material that it lists on its
What intercountry differences will affect the human resources management practices of LearninMotion?According to its business plan and in practice, LearnlnMotion.com "acquires content globally but delivers it locally." In other words, all the content and courses and other material that it lists on
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
Either in pairs or groups of four or five, develop an outline for an initial four-hour cross-cultural training progra1n. What training resources, tools, and processes might you use? Be prepared to give a rationale for your program.
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 in1plications of such differences for drafting a pay plan for managers being sent to each country.
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.
What obstacles to successful integration of global talent do you think exist in your company? What solutions can you recon1n1end to overcome these obstacles?
How would you assess the credentials of foreign-trained persons? What agencies are available for you to contact?
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?
A firm is about to send its first employees overseas to staff a new subsidiary. The president asks why such assignments fail and what can be done to avoid such failures. Write a n1emo in response to these questions.
You are president of a small business. In what ways do you expect that being involved in international business activity will affect HRM in your business?
Why is the issue of underemployment of foreign-trained persons important to Canadian employers?
What are the three biggest obstacles to securing full employment of imn1igrants and foreign workers in Canada? How can these be managed?
How does compensation of an expatriate differ fron1 that of a home-office n1anager? How can some of the unique problems of compensating the expatriate be avoided?
Discuss the reasons why expatriate assignments fail and what is being done to reduce the failure rate.
Explain three broad global HR challenges.
Specifically, v,rhat are some of the uniquely international activities that an international HR manager typically engages in?
DISCUSS challenges immigrants to Canada face and IDENTIFY the role of multiple stakeholders in ensuring successful integration of talent in Canada.
EXPLAIN the role and influence of international talent on Canadian organizations.
DESCRIBE the main considerations in repatriating employees from abroad.
DISCUSS the major considerations in formulating a compensation plan for international employees.
EXPLAIN how to improve global assignments through employee selection.
DESCRIBE the influence of intercountry differences on the workplace.
EXPLAIN how global movement of labour has an impact on HRM in Canada.
If you were a labour relations consultant, would you agree with the present strategy? What alternatives, if any, would you propose?"They want what?" the 1nayor exclaimed."Like I said," the town clerk replied, "17 percent over two years.""There is no way that the taxpayers will accept a settlement
What strengths does the union have in its position?"They want what?" the 1nayor exclaimed."Like I said," the town clerk replied, "17 percent over two years.""There is no way that the taxpayers will accept a settlement anywhere near that," reiterated the mayor."I don't care if the garbage doesn't
Is the town clerk right? Is the town in a good bargaining position? Explain your answer."They want what?" the 1nayor exclaimed."Like I said," the town clerk replied, "17 percent over two years.""There is no way that the taxpayers will accept a settlement anywhere near that," reiterated the mayor."I
Discuss the plight of public sector unions faced with the reality of a limited tax base and public pressure to lower taxes."They want what?" the 1nayor exclaimed."Like I said," the town clerk replied, "17 percent over two years.""There is no way that the taxpayers will accept a settlement anywhere
Should a union wish to organize LearnlnMotion en1ployees, what are the five steps in the labour relations process a union must go through?When con1ing in to work one day, Pierre was surprised to be taken aside by Jason, one of their original employees, who met him as he was parking his
What are the pri1nary reasons why people unionize?When con1ing in to work one day, Pierre was surprised to be taken aside by Jason, one of their original employees, who met him as he was parking his car."Jennifer told me I was suspended for two days without pay because I came in late last
Does LearnlnMotion run the potential risk of becoming unionized through its reactive managerial policy by one instead of both owners?When con1ing in to work one day, Pierre was surprised to be taken aside by Jason, one of their original employees, who met him as he was parking his car."Jennifer
Research past issues of Canadian HR publications and find at least two labour arbitration awards, one that finds in favour of the organization and the other that finds in favour of the union. Prepare a brief presentation on what you find fair/unfair in these se ttle1nents. Be prepared to discuss
Read the following scenario and then, based on the role your team has been assigned by your instructor and the preparation time allowed, develop a negotiating strategy, including your bargaining zone that you think will enable you to reach a fair and reasonable outcome for all parties.Before coming
Obtain a copy of two collective agreements.Con1pare and contrast the following provisions:union recognition, management rights, union security, grievance procedures, and arbitration clauses. What do you think led to the differences?Which contract do you think in its entirety is better for
Working with two or three classmates, devise a. . . .management counter-campaign to a un1on1zat1on attempt, ensuring that all recommended courses of action are legal.
Assume that you are the vice-president of HR at a relatively new non-union firm that has been experiencing rapid growth. In view of the 1nanagement team's desire to remain non-union, you have been asked to prepare a report to the other senior management team members making specific recommendations
As the HR manager, how would you handle a situation in which a supervisor has knowingly violated the collective agreement when scheduling overrin1e?
As the LR specialist, what steps would you take to prepare the firn1 and n1anagement tean1 if you believed that a strike was a possible outcon1e of the upcoming negotiations?
Two possible approaches to labour relations are union acceptance and union avoidance.Determine which of these strategies seems to have been adopted in a firm in which you have been employed or with which you are familiar.Provide evidence to back up your answer.
" If supervisors communicate effectively with e1nployees, deal with their concerns, and treat them fairly, e.mployees are far less likely to be interested in forming or joining a union." Do you agree or disagree with this statement? Why?
Discuss why Dofasco, a company that has remained union-free for many years, allowed the United Steelworkers access to its workers in Hamilton to try to sign them up as union men:1-bers. In your opinion, why was this attempt by the union unsuccessful?

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Human Resources Management In Canada 12th Canadian Edition Gary Dessler, Nita Chhinzer, Nina D. Cole - Solutions

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