Canadian Human Resource Management PDF

 TWELFTH EDITION Dr. Hermann F. Schwind Saint Mary’s University Dr. Krista Uggerslev Northern Alberta Institute of Technology Dr. Terry H. Wagar Saint Mary’s University Dr. Neil Fassina Athabasca University CANADIAN HUMAN RESOUR...

 TWELFTH EDITION Dr. Hermann F. Schwind Saint Mary’s University Dr. Krista Uggerslev Northern Alberta Institute of Technology Dr. Terry H. Wagar Saint Mary’s University Dr. Neil Fassina Athabasca University CANADIAN HUMAN RESOURCE MANAGEMENT Twelfth Edition Copyright © 2019, 2016, 2013, 2010, 2007, 2005, 2002, 1999, 1995, 1990, 1985, 1982 by McGraw-Hill Ryerson Limited. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, or stored in a database or retrieval system, without the prior written permission of McGraw-Hill Ryerson Limited or, in the case of photocopying or other reprographic copying, a license from The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visit www.accesscopyright.ca or call toll-free to 1-800-893-5777. The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Ryerson, and McGraw-Hill Ryerson does not guar- antee the accuracy of the information presented at these sites. ISBN-13: 978-1-25-965492-3 ISBN-10: 1-25-965492-3 1 2 3 4 5 6 7 8 9 0 TCP 1 2 3 4 5 6 7 8 9 Printed and bound in Canada. Care has been taken to trace ownership of copyright material contained in this text; however, the publisher will welcome any information that enables them to rectify any reference or credit for subsequent editions. Product Director, Canada: Rhondda McNabb Product Manager: Amy Clarke-Spencley Senior Marketing Manager: Cathie Lefebvre Product Developers: Lindsay MacDonald, Veronica Saroli Senior Product Team Associate: Stephanie Giles Supervising Editors: Janie Deneau, Jack Whelan Photo/Permissions Researcher: Monika Schurmann Copy Editor: Colleen Ste. Marie Plant Production Coordinator: Michelle Saddler Manufacturing Production Coordinator: Jason Stubner Interior Designer: Michelle Losier Cover Design: David Montle Cover Image: © Panasonic Page Layout: SPi Global Printer: Transcontinental Printing Group About the Authors DR. HERMANN F. SCHWIND Dr. Schwind is Professor Emeritus (Human Resource Management) at Saint Mary’s University in Halifax. He received his Ph.D. from the University of British Columbia, B.B.A. and M.B.A. degrees from the University of Washington, and mechanical and industrial engineering degrees from German institutions. He has 15 years of industrial experience and has taught as Visiting Professor at the University of Ottawa; at Sophia University in Tokyo; and at the Institute for International Studies and Training in Fujinomiya, a Japanese management training centre. Dr. Schwind was a founding member and vice-president of the British Columbia Society for Training and Development, president of the Halifax and District Personnel Association (1984/86; now the Human Resource Association of Nova Scotia), and president of the Administrative Science Association of Canada. His research and publications focused on performance appraisal, training and development, motivation and compensation, and cross- cultural management. He also worked as a human resource consultant for 25 years. DR. KRISTA UGGERSLEV Dr. Krista Uggerslev is the Applied Research Chair in Leadership and Talent at the Northern Alberta Institute of Technology. She holds Ph.D. and M.Sc. degrees in Industrial and Organizational Psychology from the University of Calgary, and was a tenured Associate Professor in the Asper School of Business at the University of Manitoba. In her research, Dr. Uggerslev is a co-founder of metaBUS, creating Big Data tools for locating, curating, and synthesizing scientific research to propel the speed of science and dis- seminate information for evidence-based practice. Her research has appeared in the world’s top academic journals in applied psychology and business and has been presented to national and international audiences, including NATO. In her consulting work, Dr. Uggerslev pro- vides guest lectures on topics related to leadership, talent management, and demographic and economic changes in Canada and has developed and validated employee selection and per- formance appraisal systems for private, public, and non-profit organizations. She holds the Certified Human Resource Professional (CHRP) designation. DR. TERRY H. WAGAR Terry H. Wagar is a Professor of Human Resource Management/ Industrial Relations at Saint Mary’s University in Halifax. He has also taught at the University of South Australia, Wilfrid Laurier University, and the University of Western Australia. Dr. Wagar’s degrees include an M.B.A. from the University of Toronto, a Master of Industrial Relations from Queen’s University, an LL.B. from the University of Ottawa Law School, and a Ph.D. in labour relations, human resource management, and statistics/research methods from Virginia Tech. Dr. Wagar has been a Visiting Scholar/Professor at several universities, including Flinders University of South Australia, University of Kentucky, University of Waikato, Queen’s University, and the University of Western Australia. His research has been published in Canada, the United States, Europe, Asia, Australia, and New Zealand. DR. NEIL FASSINA Dr. Neil Fassina is the president of Athabasca University. He received his Ph.D. in Management from the Rotman School of Business at the University of Toronto and his B.Sc. in Psychology from the University of Calgary. He is a Chartered Professional in Human Resources (CPHR) and a Designated Corporate Director (ICD.D) through the Institute of Corporate Directors. In his research, Dr. Fassina addresses questions related to the areas of applied decision making—such as negotiations and strategic decision making—as well as social exchange relationships and talent management. As an educator, Dr. Fassina delivers seminars and workshops on effective negotiation strategies, strategic planning, conflict management, and communications, among other human resource–related topics, to clients at all levels of private, public, and not-for-profit organizations. Letter to Students Dear Student, This book has a history of using orchestra themes as a cover picture. A high performance organization can be compared to a well-managed symphony orchestra, made up of dedicated individuals united in a common purpose and under the guidance and leadership of a conductor. Creating that high-performance organization begins with effective human resource management. Like the conductor of the orchestra, the human resource professional takes responsibility for seeing the whole become larger than the sum of its parts. Through strategic planning, thorough recruitment, careful selection, ongoing training, effective motivation, helpful feedback, and progressive rewards, the human resource professional can help create an efficient organization and a positive work environment. In this twelfth edition, an orchestra is again featured on the cover of the book. This time it is the only exist- ing Philharmonic Turntable Orchestra of Japan, made up of 31 world-renowned DJs. Advances in technology and influences from around the world have enabled this orchestra to produce amazing music, which you can listen to on YouTube. These same advances impact the practice of human resource management, and you’ll find current trends reflected in the content, examples, and “how to” steps used throughout this book. Each chapter in this book includes many common elements, such as learning objectives, terms for review, research assignments and exercises, incidents, and discussion questions. Within all chapters, you will find a Spotlight on HRM box. These timely articles from journals and magazines in the field illustrate a manager’s or consultant’s point of view on HRM or offer a sharing of practical HRM experiences relevant to the chapter. Each chapter also contains a Spotlight on Ethics, where an ethics issue relevant to the chapter content is raised. Photos of real job situations offer insights into work environments the book is discussing. Cartoons add some humour to the otherwise quite serious content. The References provide you with the sources for the information given in the chapter. They can also be used as a starting point for more detailed research. There are two Cases associated with each chapter. The WE Connections case runs across all of the chap- ters. Each chapter also has an independent case focusing on individual and relevant contexts. Both the com- mon and individual cases provide discussion questions for application and reflection of the chapter content within the case contexts. If you have any feedback regarding the readability of the textbook or suggestions on how we could improve the next edition, please contact Krista Uggerslev via the e-mail address given below. Good luck with your studies! [email protected] Brief Table of Contents PART 1 The Strategic Human Resource Management Model 1 CHAPTER 1 Strategic Human Resource Management 2 PART 2 Planning Human Resources 36 CHAPTER 2 Job Analysis and Design 37 CHAPTER 3 Human Resource Planning 65 PART 3 Attracting Human Resources 104 CHAPTER 4 Legal Requirements and Managing Diversity 105 CHAPTER 5 Recruitment143 CHAPTER 6 Selection175 PART 4 Placing, Developing, and Evaluating Human Resources 213 CHAPTER 7 Onboarding, Training and Development, and Career Planning 214 CHAPTER 8 Performance Management 248 PART 5 Motivating and Rewarding Human Resources 274 CHAPTER 9 Compensation Management 275 CHAPTER 10 Employee Benefits and Services 305 PART 6 Maintaining High Performance 324 CHAPTER 11 Managing Employee Relations 325 CHAPTER 12 Ensuring Health and Safety at the Workplace 361 CHAPTER 13 The Union–Management Framework 392 ReferencesRE-1 GlossaryGL-1 IndexIN-1 Table of Contents Steps in the Job Analysis Process 38 PART 1 The Strategic Human Resource Management Model 1 Job Description 44 Job Specifications 47 CHAPTER 1 Strategic Human Resource Job Performance Standards 47 Management 2 Spotlight on HRM: Job Descriptions Can Help Learning Objectives 2 Meet New Hires’ Expectations of the Job 49 What Is Human Resource Management? 3 Competency Models 49 Making Human Resource Management Strategic 4 Spotlight on Ethics: Job Design: Happy Workers or Spotlight on Ethics: What Is a “Right” Higher Profits? 51 Behaviour? 17 Job Design 51 The Organization of Human Resource Job Analysis in Tomorrow’s “Jobless” World 57 Management 24 Summary 58 Today’s Human Resource Management Professional 25 Terms for Review 58 The Framework Used in This Book 26 Self-Assessment Exercise: How Enjoyable Was That Spotlight on HRM: Human Capital: A Key to Work or Project? 58 Canada’s Competitiveness 27 Review and Discussion Questions 59 Summary 27 Critical Thinking Questions 59 Terms for Review 28 Ethics Question 60 Self-Assessment Exercise: How Knowledgeable Research Exercise 60 Are You about Human Resource Management? 28 Incident 2-1: Hillary Home Appliances Review and Discussion Questions 29 Corporation 61 Critical Thinking Questions 30 Exercise 2-1: Strengths and Weaknesses of Job Ethics Question 30 Descriptions 61 Research Exercise 30 WE Connections: Motivation through Job Incident 1-1: Human Resource Decision Making at Design 62 Canada Importers Ltd. 30 Case Study: Starbright Casino: Using Job Analysis Incident 1-2: Canadian Bio-Medical Instruments for Job Rotation and Redesign 63 Ltd. 31 CHAPTER 3 Human Resource Planning 65 We Connections: Getting Strategic About HR 32 Case Study: DigiTech: Connecting Organizational Learning Objectives 65 Strategy to Human Resource Strategy 33 Relationship of Human Resource Planning to Strategic Appendix A: Origins of Human Resource Planning 66 Management 34 The Human Resource Planning Process 68 Forecasting Labour Demand 69 PART 2 Planning Human Resources 36 The Supply of Human Resources 74 CHAPTER 2 Job Analysis and Design 37 Spotlight on Ethics: Cutting Costs 86 Learning Objectives 37 Program Measurement and Evaluation 87 Uses of Job Analysis Information 38 Human Resource Information Systems 87  Contents vii HRIS—An Important Tool for Strategic HRM 91 Incident 4-1: Is Climbing the Ladder (Carrying Shingles) an Essential Job Requirement? 139 Human Resource Accounting 92 Exercise 4-1: Carver Jewellery Company 140 Spotlight on HRM: Dedicated to Diversity 92 We Connections: Diversity and Inclusion 140 Summary 98 Case Study: Metro School District: Born at the Terms for Review 98 Wrong Time? 141 Self-Assessment Exercise: How Do External Supplies Affect Your Chosen Career? 99 CHAPTER 5 Recruitment 143 Review and Discussion Questions 100 Learning Objectives 143 Critical Thinking Questions 100 Strategic Importance of the Recruitment Function 145 Ethics Question 100 Constraints on Recruitment 147 Research Exercise 101 Applying for a Job 151 Incident 3-1: Case Incident: Temporary Foreign Recruitment Methods 154 Workers 101 Spotlight on Ethics: Facing Recruitment We Connections: Balancing Employee Supply and Dilemmas 157 Demand 101 Spotlight on HRM: Recruiting on the Web 158 Case Study: InfoServe: Planning for Human Resource Needs 103 Choosing Recruitment Sources 167 Evaluating the Recruitment Function 168 PART 3 Attracting Human Resources 104 Summary 169 CHAPTER 4 Legal Requirements and Managing Terms for Review 170 Diversity 105 Self-Assessment Exercise: How Do You Recruit Employers? 170 Learning Objectives 105 Review and Discussion Questions 171 Government Impact 105 Critical Thinking Questions 171 The Charter of Rights and Freedoms 106 Ethics Question 172 Human Rights Legislation 107 Research Exercise 172 Spotlight on Ethics: The Hiring Dilemma 114 Incident 5-1: Dronexx Electronics Expansion 172 Spotlight on HRM: How to Handle an Employee WE Connections: Recruitment for a Key Sexual Harassment Complaint 121 Position 173 Diversity in Canadian Workplaces 128 Case Study: Crown and Bull Pub: Screening Job Applicants Based on Applications and Social Diversity and Inclusion 132 Media 174 Current Industry Practices 134 Summary 136 CHAPTER 6 Selection 175 Terms for Review 137 Learning Objectives 175 Self-Assessment Exercise: How Knowledgeable Strategic Significance of the Selection Function 176 Are You about Human Resource Legal Issues and Spotlight on Ethics: Selection Practices Must Be Diversity and Inclusion? 137 Ethical 178 Review and Discussion Questions 138 Steps in the Selection of Human Resources 179 Critical Thinking Questions 138 Spotlight on Ethics: Anonymous Job Applications Ethics Question 138 in Canada 180 Research Exercise 139 Employment Interview 196 viii Contents Spotlight on HRM: Video Interviews 200 Research Exercise 244 Evaluating the Selection 204 WE Connections: Training and Onboarding a New Employee 244 Summary 204 Case Study: Calico Industrial Furniture: A New Terms for Review 204 Career Planning Initiative 246 Self-Assessment Exercise: How Do You Fare As an Interviewee? 205 CHAPTER 8 Performance Management 248 Review and Discussion Questions 206 Learning Objectives 248 Critical Thinking Questions 206 Introduction to Performance Management 248 Ethics Question 206 Performance Appraisal Purpose 251 Research Exercise 207 The Performance Appraisal Process 252 Incident 6-1: A Selection Decision at Empire Considerations for Designing an Effective Performance Inc. 207 Appraisal Process 253 WE Connections: The Selection Process 208 Spotlight on HRM: Management by Objectives at Case Study: Trajectory Investments: Evaluating the Agilent Technologies 260 Selection Process in a New Region 209 Spotlight on Ethics: On Probation 264 Appendix A: Utility Analysis 211 Talent Management 264 Establishing a Performance Improvement Plan 265 PART 4 Placing, Developing, and Evaluating Human Resources 213 Human Resource Management Feedback 266 Legal Aspects of Performance Appraisal 266 CHAPTER 7 Onboarding, Training and Development, and Career Planning 214 Summary 267 Terms for Review 267 Learning Objectives 214 Self-Assessment Exercise: Performance Appraisal as Strategic Importance of Onboarding, Training, and a Crucial Management Skill 267 Development 214 Review and Discussion Questions 268 Onboarding 216 Critical Thinking Questions 268 Training 219 Ethics Question 269 Spotlight on HRM: Using MOOCs in Corporate Training 226 Research Exercise 269 Employee Development 227 Incident 8-1: The Malfunctioning Regional Human Resource Department 269 Evaluation of Training and Development 232 Exercise 8-1: Developing a Performance Appraisal Spotlight on Ethics: Was It Really That System 270 Good? 233 WE Connections: Performance Management 270 Career Planning and Development 234 Case Study: Start Up Central: Performance Summary 241 Appraisal Issues 272 Terms For Review 242 Self-Assessment Exercise: Test Your Knowledge of PART 5 Motivating and Rewarding Human Onboarding, Training and Development, and Career Resources 274 Planning 242 Review and Discussion Questions 243 CHAPTER 9 Compensation Management 275 Critical Thinking Questions 243 Learning Objectives 275 Ethics Question 243 Objectives of Compensation Management 276  Contents ix Determining Direct Compensation 276 Terms for Review 319 Spotlight on Ethics: Job Evaluation 281 Self-Assessment Exercise: Understanding Benefits 319 Challenges Affecting Compensation 285 Review and Discussion Questions 319 Variable Pay 288 Critical Thinking Questions 320 Total Reward Model 292 Ethics Question 320 Pay Equity 293 Research Exercise 320 Spotlight on HRM: What Can Employers Do to Address Gender Pay Inequity? 294 Incident 10-1: Soap Producers and Distributors Ltd. 321 Pay Secrecy 295 WE Connections: Employee Benefits and International Pay 296 Services 321 Summary 296 Case Study: Aptech Medical Laboratories: Flexible Terms for Review 297 Benefit Program 322 Self-Assessment Exercise: Examining Compensation Issues 297 PART 6 Maintaining High Review and Discussion Questions 297 Performance 324 Critical Thinking Questions 298 CHAPTER 11 Managing Employee Relations 325 Ethics Question 298 Learning Objectives 325 Research Exercise 298 Strategic Importance of Employee Relations Incident 9-1: Compensation Administration at Practices 326 Reynolds Plastic Products 299 Effective Employee Communication 326 Exercise 9-1: A Realistic Job Evaluation Employee Counselling 334 Simulation 299 Employee Discipline 335 WE Connections: Compensation 300 Dismissal 337 Case Study: Greener Environmental Services, Inc.: Flexible Benefit Program 302 Employee Rights 342 Appendix A: Calculation of Data in Point System Spotlight on HRM: You’re Fired 343 Matrix (Replication of Figure 9-3) 303 Employee Involvement 348 CHAPTER 10 Employee Benefits and Services 305 Spotlight on Ethics: The High-Involvement Workplace Dilemma 350 Learning Objectives 305 Job Security, Downsizing, and Employee Benefits and Corporate Strategy 305 Retention 351 The Role of Indirect Compensation 306 Summary 354 Legally Required Benefits 307 Terms for Review 355 Spotlight on Ethics: Trust Betrayed 308 Self-Assessment Exercise: Procedural and Distributive Justice in the Classroom 355 Voluntary Benefits 309 Review and Discussion Questions 356 Spotlight on HRM: Four Steps to Building a Successful Financial Wellness Program 313 Critical Thinking Questions 356 Flexible Benefits and Emerging Services 314 Ethics Question 356 Management of Voluntary Benefit and Service Research Exercise 356 Programs 316 Incident 11-1: Character Is Important! 357 Summary 318 x Contents WE Connections: Managing Employee Trends in Union Membership 398 Relations 357 The Impact of Union Representation 400 Case Study: Doan v. City of New Halidart: Carl Spotlight on HRM: Making Peace at Work 403 Doan Background 358 The Legal Environment 403 CHAPTER 12 Ensuring Health and The Collective Bargaining Process 405 Safety at the Workplace 361 Spotlight on Ethics: Hiring a Union Learning Objectives 361 Supporter 407 Workplace Injuries and Health Hazards 362 Negotiating a Collective Agreement 409 Federal and Provincial Safety Regulations 365 Administering the Collective Agreement 412 Responsibility for Health and Safety 369 Public Sector Bargaining 416 Spotlight on Ethics: A Question of Safety 375 Human Resource Practices in the Union Workplace Stress 375 Environment 417 Spotlight on HRM: Parents’ Job Anxiety Wreaks Implications of Union Avoidance Approaches 417 Havoc on Children 380 Managing in a Union Environment 419 Other Contemporary Safety Issues 383 Summary 421 AIDS 386 Terms for Review 421 Occupational Health and Safety Strategy 386 Self-Assessment Exercise: What Are Your Views Summary 387 toward Unions? 422 Terms for Review 387 Review and Discussion Questions 422 Self-Assessment Exercise: Work–Life Balance Critical Thinking Questions 422 Quiz 387 Ethics Question 423 Review and Discussion Questions 388 Research Exercise 423 Critical Thinking Questions 388 Incident 13-1: My Work Was Done! 423 Ethics Question 389 WE Connections: Union–Management Research Exercise 389 Framework 424 Incident 12-1: Safety at Canada Chemicals Ltd. 389 Case Study: Traveller Inn Hotels: Labour Management Relations 425 WE Connections: Ensuring Health and Safety 390 References RE-1 Case Study: Perth Metro Transit 391 Glossary GL-1 CHAPTER 13 The Union–Management Index on Connect IN-1 Framework 392 Learning Objectives 392 Why Employees Seek Union Representation 393 Labour Unions: Goals and Structure 396 Preface We believe that human resource departments will Part 3: Attracting Human Resources covers the play a critical role in determining the success of legal aspects of any hiring decision and discusses Canadian organizations in the twenty-first century. recruitment and selection processes and the manage- —THE AUTHORS ment of a diverse workforce. Part 4: Placing, Developing, and Evaluating Teachers and students ultimately determine the value Human Resources discusses the importance of of any university textbook. Canadian Human Resource preparing employees for new challenges through Management: A Strategic Approach is no exception. Its training and development and providing timely per- eleventh edition passed the test of the marketplace by earn- formance feedback. ing adoptions and re-adoptions in more than 70 colleges Part 5: Motivating and Rewarding Human and universities in Canada and by becoming the best- Resources reviews the many ways a human resource selling human resource management text in this country. department can contribute to a more effective The book’s thrust on presenting the key concepts, issues, organization through a fair and equitable compen- and practices of this exciting field without being encyclo­ sation system and proficient benefits administra- pedic, its practical focus, and its emphasis on readability tion. Creating a motivating environment is another have endeared it to hundreds of instructors and thousands responsibility of the HR manager. of students in Canada. Equally gratifying to the authors is that a large number of students retained this book for their Part 6: Maintaining High Performance brings professional libraries after course completion, suggesting up the issues related to workplace safety, which that they found real value in the book. is of concern to every manager. This concern has to be conveyed to all employees through an effec- tive communication system. Good interpersonal Balanced Coverage relations require appropriate and fair discipline We attribute the book’s popularity to its balanced cover- procedures. This part also discusses in detail the age of both theory and practice, and of both traditional union–management framework, union organizing, materials and emerging concerns. Regardless of their ori- collective bargaining, and collective agreement entation, readers will sense our belief that people are the administration. ultimate resource for any employer. How well an organ­ ization obtains, maintains, and retains its human resources Updated in the Twelfth Edition determines its success or failure. And the success or failure of our organizations shapes the well-being of every indi- The chapters in the new edition have been streamlined and vidual on this planet. If the events of the last decade are any organized for easier reading and retention of material by indication, the human race is entering a totally new phase students. The focus of the text continues to be the strate- in its evolution. The breakup of protectionist trade barriers gic contribution of HR function in organizations; but an and ideological walls that separate countries of the world explicit recognition of the relationship between HR strat- may mean that the manager of the twenty-first century has egies, tactics, and systems has been incorporated into the to operate in a more complex and dynamic global setting model and throughout the text material. Within this format, that is also much more interdependent. Training in human both present and emerging concerns of a significant nature resource management (HRM) will become even more crit- are highlighted. Key terms are bolded and an extensive ical in this new setting. glossary of HR terms is included at the end of the text. The twelfth edition of Canadian Human Resource This edition has a thorough coverage of Canadian Management: A Strategic Approach builds on the strengths human rights legislation and many recent legal precedents. of the eleventh edition. The book is divided into six parts. A number of trends and potentially promising HRM strat- egies have been incorporated into appropriate chapters of Part 1: The Strategic Human Resource the new edition. HRM has recently played a more import- Management Model introduces the strategic model ant role in the overall strategy of companies. This trend that will be used as a guide through all chapters. is strongly reflected in the new edition. All chapters now Part 2: Planning Human Resources describes the include a discussion of how the topic dealt with in the chap- two pre-hiring processes, analyzing the jobs in ques- ter should be mirrored in the HRM strategy and how this tion and planning for future staff needs. New job strategy fits into the overall strategy of the organization. options have to be integrated into the organization as All chapters have been updated. Information on leg- part of the planning process. islative changes, especially in the area of employment xii Preface equity (women, sexual orientation, disabled people, and employee performance to organizational and Indigenous people), statistics, and demographics, is the employee objectives. Steps to improve employee latest available. New work options provide organizations performance from an HR standpoint are discussed in not only with opportunities to be more effective but also significant detail. offer employees more flexible work opportunities, better Chapter 9: This chapter has undergone a significant suited to their needs. Growing internationalization of com- revision in this edition, including updates to com- panies and international trade are reflected in the contexts pensation philosophies, methods for determining and examples throughout the text. In this edition, we have direct compensation and pricing jobs, and matching integrated global and international content into each chap- employees to pay. ter. The text provides over 100 examples and anecdotes of Chapter 10: Boutique-style benefits options and Canadian and global firms—private and public, local and benefit provider options now available to Canadian national, and large and small. employers are highlighted. New cases, exercises, In this edition, a new running case is introduced span- and figures show how benefit practices are used by ning all of the chapters. In addition, new individual chap- employers. ter cases touching upon recent and important issues within the topic in varied contexts and circumstances have been Chapter 11: New examples expand on the Canadian included for each chapter. context and bring the employee relations concepts in the chapter alive. Chapter-by-Chapter Changes Chapter 12: A new health and safety case builds on the WE Connections case from the previous Chapter 1: Includes new running and individual 11 chapters. A new individual chapter case high- chapter cases and updates to all figures to be current lights how judgment in a critical moment can lead to with the latest Canadian workplace trends. safety risks. Chapter 2: All generic examples were replaced Chapter 13: New cases give students the oppor­ Third Pass with real-world samples and how-to checklists. tunity to examine a union drive in a workplace and Chapter 3: Two new cases and a new incident pro- reactions of HR and management to the union drive. vide students with current and relevant scenarios 270 A new individual chapter case provides students Part 4 Placing, Developing, and Evaluating Human Resources faced by HR practitioners, highlighting the balanc- with the opportunity to examine grievances in a ing act of HR supply and demand. EXERCI hotel Schain. E 8-1 Chapter 4: This chapter provides a thoughtful Developing a Performance Appraisal System advance in how the focus on inclusion may be Key Time: oneFeatures hour. Form groups of five to six. Assume that your group is the Faculty Evaluation Committee assigned 3. Which type of instrument or method do you suggest? Why? advantageous to the previous focus on diversity the task to assess the performance of the course instructor. In1. Define addition to new features, important key features from 4. Who should be the appraisers? management. Updates to statutes and recent case at least three performance criteria for the 5. Time permitting, compare the results in your group previous instructor. editions have been wouldretained. with those of another group. examples are present throughout the chapter. 2. How would you measure them so that the results be useful for a tenure and promotion decision? Chapter 5: Canadian companies from across the WE Connections and Org Chart country as well as global companies (e.g., Facebook, Google) appear prominently. Recent digital advances W E CONNECTI ONS : PERFORMANCE MANAGEMENT in recruiting and commentary on their potential implications are provided. Performance Appraisal Meeting need improving, however. Let me tell you what you need to work on. First, I’ve noticed you coming in late a couple Project Manager Oliver Caine skimmed his notes as he of times. That’s never a good idea, especially for a junior Chapter 6: New Canadian and global examples with waited for Ben Robins to come to the meeting room. He hoped Ben would arrive soon, as he wanted to get the con- person. Please do what you can to cut that out.” Leaning forward in his chair, Ben looked startled as he varied contexts bring the chapter material to life. versation finished quickly. He had a lot of other people to get through. It was performance appraisal season, and said, “Well, okay. I guess it’s true I was late on two morn- ings, but that’s because I’ve been having some car trouble Oliver had to sit down with each of his seven software Chapter 7: The career planning content was revised engineers, just as he had done the year before. Oliver had promised the HR people that he would hand in the forms this month. You know that I work late most nights, some- times till 11:00 p.m. And I’ve never taken a sick day. I can’t with more detail and application. The onboarding by Friday, which had seemed like a good idea three weeks ago when he had agreed to it. Unfortunately, there had been believe that being 10 minutes late twice is at the top of your list. That really doesn’t seem to be significant in my mind.” content is updated to keep current with best prac- Looking uncomfortable, Oliver replied, “You don’t need some unexpected issues with his project in the meantime so to get so upset, Ben. I’m trying to help you here. And actu- now he had to squeeze all of the performance management ally, this reminds me of another area that needs improve- tices, and new images reflect developments in vir- activities into a couple of days. Ben walked into the conference room, and smiled as he ment. You seem to get upset too easily. Come to think of it, I’ve seen you react strongly to things that people say in our tual and augmented reality in training. said, “Hi, Oliver. I hope I didn’t keep you waiting.” Oliver replied, “No, I was a little early. Come on in and project meetings. I wish you would make more of an effort to stay calm and reasonable.” sit down. Let’s get this performance appraisal done.” Chapter 8: Includes greater focus on talent man- Smiling good-naturedly, Ben shrugged and chuckled as he said, “Sounds good to me. Just tell me how great I am Shaking his head, Ben said, “Excuse me? I honestly don’t know what you are talking about. I have never gotten agement, linking employee potential along with and I’ll get out of your hair.” Ben shut the door and slid into a chair, looking expec- upset in a project meeting! I may have defended an idea, but that’s it. Can you give me an example of a time when you think this happened?” tantly at Oliver to begin. Oliver sighed, and shook his head. He said, “No, I don’t have an exact date or anything, but I know I’ve seen it, and Performance Feedback on more than one occasion. It seems silly to argue about Glancing down at the performance appraisal form (see this. Why would I lie?” Table 1) he was in the process of hastily completing, Oliver Eyes flashing, Ben replied quietly with his teeth said, “Ben, I see that you have been with us for just over clenched, “I’m not saying that you are a liar, Oliver. I’m seven months, and you have been working with me for the simply disagreeing with what you’re saying. You’re just last four. Generally, I can say that you have been doing a wrong.” good job. You have always handed in your work on time, Oliver shook his head impatiently. “Well, I think you’re and people seem to like you. There are some areas that the one who is wrong. But, we’re getting off track here. sch54923_ch08_248-273 270 02/20/19 08:49 PM  Third Pass Chapter 7 Onboarding, Training and Development, and Career Planning 225 Preface xiii Chapter 1 Strategic Human Resource Management 27 Third Pass A Virtual reality/augmented partial organizational chart reality to accompany also has the applica- WE allowing users to retrieve the latest information from sev- tion to training. Connections case study is available for Using realistic three-dimensional reference below. visual eralSpotlight sites without on HRM having to visit individual sites or rely on Chapter 8 Performance Management 271 impressions of the actual a newsletter. Human Capital: A Key to Canada’s Competitiveness work TABLE 1environment, it allows virtual reality/ What makes an economy accelerate or stagnate? an increased focus is being placed on the role of trainees WEC Performance toAppraisal respond Form to job augmented reality Use Webcasts: Trainers can use this form of multimedia pub- In answering this question, many will point to key human capital in creating long-term and sustain- economic indicators such as Real GDP, consumer able productivity improvements. requirements WEC Performance Appraisal asFormthough they of modern computer lishing to include audio or video price index (CPI), or consumer confidence. Others clips that are automati- The role of human talent in creating long-term may point to effective policy or the flow of goods sustainable economic and social benefits to Employee Name worked Employee Role on the job. It also technology to create a 3D cally delivered to organization members and services among the numerous individuals organizations and communities through produc- and companies in an economy. Regardless of the tivity necessitates a collaborative and long-term or subscribers. environment. Subscribers can then hand-pick the material they want to allows companies toto prepare Supervisor Name micro- or macro-economic drivers, the shape of approach among organizations, governments, Appraisal Period an economy is highly influenced by people. It is communities, and numerous other support trainees for job experiences Performance Contributions: observe and have future episodes people who set policy and regulations. It is peo- structures. ple who lead the many micro, small, medium, and sent to their device with- Among the key elements to creating inno- Please indicate three areas where the employee performed well: that1. normally would involve high costs (e.g., flying an air- out large taking any further action. Webcasting organizations that make up our economy. vation and, in turn, productivity is education. It is people who purchase or use the goods and Because knowledge is a necessary precursor to is becoming 95 2. plane), 3. have the risk of costly damage to equipment (e.g., increasingly popular services within an economy. in education. It enables students realizing the full potential of human capital in cre- With people at the core of an economy, the ating productivity improvements, governments, and Third Pass landing a helicopter on a deck), or have the potential for Performance Improvement: instructors to share information with anyone importance of human resources or human capital communities, and education systems must come cannot be overstated. Part of the human capi- together in developing and enhancing citizens’ at any time. Please indicate three areas for suggested performance improvement: injuries 1. to the trainee (e.g., armed police situations).37 An tal absent student can download the webcast of the missed equation is productivity, that is, how much overall knowledge base. Canadian communities output an individual can create in relation to must also understand the importance of life-long 2. Cases—This 3. Simulation is the onlyreal-time provides Canadian HR text toand interactions, have a run- a trainee lesson. It can be a tool for instructors the inputs. According to the Conference Board Chapter learning.1 Because or Human Strategic of Canada, Canada scores a B for productivity ers to progress through education systems, a administrators of the Resource time required to for learn- 17 Management ning can case simulate anchored using to many material different in every modes: Circle the rating corresponding to the employee’s performance over the appraisal period: single sensory, chapter tactile, and communicate and growth. At points their standards 93 at in work. 74 history, curriculum, Theorganizations most important haveethi- assignments, and other long-term approach to planning in relation to the turned development This has resultedof human in many talent must firms Canadian infor- be taken. instituting a 1 aUnsatisfactory second audio, andindividual so 2 on. needed Improvement chapter However, 3 casewhile Meets expectations forExceeds each simulation 4 chapter. expectations deals Exceptional 5 Thewith WE Ethics mation. 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