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Management of Human Resources The Essentials 4th Canadian Edition Gary Dessler, Nita Chhinzer, Nina D. Cole - Solutions
Working with two or three classmates, devise a management counter-campaign to a unionization attempt, ensuring that all recommended courses of action are legal.
Obtain a copy of two collective agreements. Compare 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
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
As the HR manager how would you handle a situation in which a supervisor has knowingly violated the collective agreement when scheduling overtime.
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 in favour of the union. Prepare a brief presentation on what you find fair/unfair in these settlements. Be prepared to discuss why you think
What obstacles to successful integration of global talent do you think exist in your company? What solutions can you recommend to overcome these obstacles?
Contact the HR manager at a firm in your area and find out whether or not the firm uses any of the following: (a) skills/management inventories, (b) replacement charts or summaries and (c) a succession plan. Prepare a brief summary of the information gathered. Once you have completed these tasks,
Assume you are the HR manager in a highly homogenous company that now wants to better reflect the diversity of the target client group in its employee population. What must you consider as you think about implementing your new recruitment strategy?
What are some of the specific reservations that a 30-year-old candidate might have about applying for a job that requires managing a workforce that is on average ten years older than he or she is?
As the labour supply gets tighter and tighter, would you be in favour of loosening requirements of foreign-trained professionals (for example, doctors, professors, accountants, engineers) to become immediately qualified in Canada? Why or why not? Identify the underlying assumptions in the position
What potential problems could be created by offering referral bonuses to existing employees?
What potential problems may result if the employer branding value proposition presented during the recruitment process is not reinforced once the new recruit is working for the organization? What could organizations do to avoid this situation?
Suppose that you are the HR manager at a firm in which a hiring freeze has just been declared. The plan is to downsize through attrition. What steps would you take to ensure that you reap the advantages of this strategy, while minimizing the disadvantages?
Suppose it has just been projected that, because of a number of technological innovations, your firm will need 20 percent fewer clerical employees within the next five years. There are currently 122 clerical positions in the company, split between three departments of equal size. Retirements at
A number of quantitative and qualitative techniques for forecasting human resources demand were discussed in this chapter. Working in groups, identify which strategies would be most appropriate for (a) small vs. large sized companies, (b) industries undergoing rapid change, and (c)
Describe the advantages of using online application forms or résumé repositories as part of the recruitment process.
Under what circumstances should a private employment agency be used?
Explain the difference between an Internet job board and a corporate career Web site.
Brainstorm the advantages of external recruitment. Discuss the risks associated with external recruiting.
Discuss the advantages and disadvantages of recruiting from within the organization. Identify and describe the three tools that are used in this process.
Discuss various methods of easing the burden of a layoff or termination.
Differentiate between replacement charts and succession plans, and explain in which situation each is preferred.
Discuss the pros and cons of five of the approaches to dealing with a labour surplus from both the organization and employee perspectives.
After analyzing the human resources implications of an organization's strategic plans, what are the three subsequent processes involved in HRP?
Describe the costs associated with lack of or inadequate HRP.
Use organization chart software to draw an organization chart that accurately depicts the structure of the organization in which you are currently employed, or one with which you are thoroughly familiar. Once you have completed this task, form a group with several of your classmates. Taking turns,
If a supervisor reviews the job analysis information provided by an employee and says that the job duties and responsibilities have been inflated, but the employee says that the supervisor does not really know what the job entails, how can a decision be made about what information is accurate?
If you were designing a job for a new marketing and sales representative for a small entrepreneurial company that is experiencing rapid growth, what approach would you take? Explain why you would take this approach. How would you go about determining job specifications?
Because the top job in a firm (such as president, executive director, or CEO) is by nature more strategic and broader in scope than any other job, is competency-based job analysis more appropriate? Is there less need for a job description for the president? Why or why not?
As the LR specialist, what steps would you take in order to prepare the firm and management team if you believed that a strike was a possible outcome 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 employees, deal with their concerns, and treat them fairly, employees are far less likely to be interested in forming or joining a union." Do you agree or disagree with this statement? Why?
Explain how arbitration differs from conciliation and mediation, and differentiate between interest arbitration and rights arbitration.
Explain the bargaining zone and draw a diagram to illustrate this concept.
Describe five signs to which managers should be alert to detect an organizing campaign.
Explain three of the challenges facing the union movement in Canada today.
Cite three examples of unfair labour practices on the part of management and three on the part of unions.
Given the fact that some workers have religious or other objections to unions, is the Rand formula ethical?
Is it ethical for a firm to close the establishment during a labour dispute if that results in non-striking employees being laid off?
Knowing that head office plans to close the facility should a unionization bid be successful, how should you as a manager respond to inquiries from employees about the impact of a union?
How ethical is it for a multinational organization to recruit expatriate staff for managerial positions when similarly qualified staff can be identified in the host country?
Describe five actions that can be taken by expatriate managers in other countries to increase their personal safety.
Specifically, what are some of the uniquely international activities that an international HR manager typically engages in?
Explain six common forms of union security clause.
Assume that you are the job analyst at a bicycle manufacturing company in British Columbia and have been assigned responsibility for preparing job descriptions (including specifications) for all of the supervisory and managerial positions. One of the production managers has just indicated that he
Why isn't it always desirable or appropriate to use job enrichment when designing jobs? How would you determine how enriched an individual employee's job should be?
What are competencies? Why are companies starting to use competency-based job analysis? How is this approach different from the traditional approach?
Although not legally required, having job descriptions is highly advisable. Why? How can firms ensure that their job specifications are legally defensible?
Several methods for collecting job analysis data are available – interviews, the Position Analysis Questionnaire, and so on. Compare and contrast four of these methods, explaining what each is useful for and listing the pros and cons of each.
Why is ergonomic job design becoming increasingly important?
Differentiate among job enlargement, job rotation, and job enrichment, and provide an example of each.
Explain how job analysis provides important information that is required for at least three different functions of HRM.
The organization you are working for is relatively new and growing, and has no HR department. They have asked you to prepare a briefing about what can and cannot be asked during an employment interview. Given that it is a small organization, management usually conducts interviews. You notice a
Working with a small group of classmates, search the Web for a company in your community that has an anti-discriminatory employment program. Contact the company’s HR Manager and request more information on the program. Prepare a brief report summarizing its key features.
Prepare a report outlining legally acceptable questions that may be asked at a selection interview with a young female engineer applying for the job of engineering project manager at an oil field in rural northern Alberta with an otherwise all male group.
Go to your provincial or territorial employment (labour) standards website and determine the following:Minimum legal age to work in this jurisdictionMinimum hourly wagesMaximum number of hours that can be worked in a week before overtime must be paidHow does this information apply to you and your
A supervisor has just approached you to indicate a concern she has with an employee. The supervisor indicates that the employee is often surfing the Internet while at work and fears that not only is this affecting productivity negatively, but is also a violation of the company’s rules for
An employee who has been off for 2 months with a stress-related ailment has just contacted you, indicating that she would like to return to work next week but won’t be able to work full time for another month or so. How would you handle this situation?
You are the HR manager at a moving company. The owner has just informed you that there are certain jobs, namely movers, for which he feels minimum strength requirements are BFORs. How would you handle this situation?
What is the role of privacy legislation in Canada? Describe the act that protects employee’s privacy.
What is the test to define if a bona fide occupational requirement exists? What are the three elements of this test?
Define the concepts of occupational segregation, underemployment, and the glass ceiling.
Define "sexual harassment" and describe five types of behaviour that could constitute such behaviour.
Explain the purpose of employment standards legislation, and the concept of “the greater good” when assessing these minimums.
Provide five examples of prohibited grounds of discrimination in employment in Canadian jurisdictions.
Differentiate between the following types of discrimination, and provide one example of each: direct, differential treatment, indirect, because of association, and systemic.
Describe the impact of the Charter of Rights and Freedoms on HRM.
Explain how the legal system in Canada is different than the legal system in the United States.
Is it ethical to use video surveillance of employees? Do you think employees need to be told of surveillance tools if they are used?
Your company president tells you not to hire any gay or lesbian employees to work as part of his office staff because it would make him uncomfortable. What would you do?
Can or should an employee real information that was disclosed in confidence about a troubled co-worker, and if so, under what circumstances?
Your company president tells you not to hire any gay or lesbian employees to work as part of his office staff because it would make him uncomfortable. What would you do?
How would you assess the credential of foreign-trained persons? What agencies are available for you to contact?
You are president of a small business. In what ways do you expect that being involved in an international business activity will affect HRM in your business?
Is it ethical to pay expatriates using the balance sheet approach when local staff at the same level receives far less compensation?
Explain three broad global HR challenges.
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 memo in response to these questions.
Discuss the reasons why expatriate assignments fail and what is being done to reduce the failure rate.
What can an organization do to ensure that the skills acquired on an international assignment are utilized when an employee returns to his or her home country?
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's be avoided?
What are the three biggest obstacles to securing full employment of immigrants and foreign workers in Canada? How can these be managed?
Why is the issue of underemployment of foreign-trained persons important to Canadian employers?
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