Understanding Human Resources Management: A Canadian Perspective PDF

Second Edition Peacock / Stewart / Belcourt Understanding Human Resources Ma...

Second Edition Peacock / Stewart / Belcourt Understanding Human Resources Management Understanding Human Resources Management A Canadian Perspective A Canadian Perspective Peacock / Stewart / Belcourt Second Edition SE/Peacock/Stewart/Belcourt, Understanding Human Resources A Canadian Perspective, 2nd Edition   ISBN 9780176935597 ©2023 Designer: Chris Doughman Text & Cover printer: Quad Graphics   Binding: PB   Trim: 8.5" x 10.875"   CMYK  Powered by You. With engaging content to challenge you and build your confidence, MindTap™ gives you complete control over your coursework. Study with digital flashcards, listen to audio textbooks and take quizzes. Review your current course grade and stay on track with your progress. Get the free Cengage Mobile App and learn wherever you are. MindTap. Powered by You. 35597_ifc_hr.indd 1 12/22/21 7:34 PM  Understanding Human Resources Management A Canadian Perspective Melanie Peacock Mount Royal University Eileen B. Stewart British Columbia Institute of Technology (Retired) Monica Belcourt York University (Retired) Australia Brazil Canada Mexico Singapore United Kingdom United States 35597_fm_hr_i-xxi.indd 1 1/7/22 12:37 PM  Understanding Human Resources Management: © 2023, 2020 Cengage Learning Canada, Inc. ALL RIGHTS RESERVED. A Canadian Perspective, Second Edition No part of this work covered by the copyright herein may be reproduced or Melanie Peacock, Eileen B. Stewart, distributed in any form or by any means, except as permitted by Canadian and Monica Belcourt copyright law, without the prior written permission of the copyright owner. Cognero and Full-Circle Assessment are registered trademarks of Madeira Senior Director, Product: Jackie Wood Station LLC. Senior Portfolio Manager: Alexis Hood Sr. Product Marketing Manager: Amanda Henry For product information and technology assistance, contact us at Canada Support, [email protected]. Director, Content and Production: Toula DiLeo Senior Content Development Manager: Liisa Kelly For permission to use material from this text or product, submit all requests online at www.copyright.com. Senior Content Production Manager: Natalia Denesiuk Harris IP Project Manager: Betsy Hathaway Library and Archives Canada Cataloguing in Publication: Production Service: Straive Title: Understanding human resources management : a Canadian perspective / Melanie Peacock, Mount Royal University, Eileen Copy Editor: Laurel Sparrow B. Stewart, British Columbia Institute of Technology (Retired), Compositor: Straive Monica Belcourt, York University (Retired). Names: Peacock, Melanie, author. | Belcourt, Monica, author. | Stewart, Text Designer: Chris Doughman Eileen B., author. Cover Designer: Chris Doughman Description: Second edition. | Includes bibliographical references and indexes. Identifiers: Canadiana (print) 20210388137 | Canadiana (ebook) 20210388161 | Cover Image: AKSANA SHUM/Shutterstock.com ISBN 9780176935597 (softcover) | ISBN 9780176935573 (PDF) Subjects: LCSH: Personnel management—Canada—Textbooks. | LCSH: Personnel management—Textbooks. | LCGFT: Textbooks. Classification: LCC HF5549.2.C3 P43 2022 | DDC 658.3—dc23 ISBN-13: 978-0-17-693559-7 Ebook ISBN-13: 978-0-17-693557-3 Cengage Canada 333 Bay Street, #2400 Toronto, ON M5H 2T6 Canada Cengage is a leading provider of customized learning solutions with employees residing in nearly 40 different countries and sales in more than 125 countries around the world. Find your local representative at www.cengage.ca/repfinder. To learn more about Cengage platforms and services, register or access your online learning solution, or purchase materials for your course, visit www.cengage.ca. Printed in the United States of America Print Number: 01 Print Year: 2022 35597_fm_hr_i-xxi.indd 2 1/7/22 12:37 PM  In loving memory of my parents, Ian and Chandra. You built the foundation that continues to support all that I do.—MP To my son, Jason Robertson, his wife, Andrea McLean, and my wonderful grandsons, Caleb and Adam Robertson, who are my anchor in life, and to the memory of my husband, Richard Robertson, who will always be my inspiration.—EBS 35597_fm_hr_i-xxi.indd 3 1/7/22 12:37 PM  Chapter 4 Defining, Analyzing, and Designing the Work 129 Emerging Trends 4.1 Key Features 1. Designing work to capitalize on diversity, equity, and inclusion. Managers will be continually chal- lenged by the changing nature and mix of their workers. To ensure enduring and consistent diver- sity, equity, and inclusion outcomes, this work must continue to be explored and implemented. Blended work models will be used to enhance employee engagement while potentially saving employers money due to reduced physical space require- ments. Hotelling (booked sharing of common office be embedded into work processes. Gartner research space) will result in lower costs and efficient office shows that 65% of diversity leaders are primarily space utilization. using people to champion these efforts, yet 67% of 4. Artificial intelligence and blockchain technology. diversity leaders believe that leveraging processes is Organizations will need to find ways to incorporate Part 2: more Exploring Work, HRM Planning, and Employing effective at achieving goals. As such, the design of work itself must be re-examined to ensure that the Right People automation and robotics in meaningful, strategic ways. The ability to embrace new technologies while jobs, and accompanying job descriptions, are actually successfully mitigating their harmful side effects will being structured to ensure that a diversity of people create added prosperity and opportunities for mean- 4 are qualified for, and able to succeed in, these roles. ingful work. Use of blockchain technology will create Learning Outcomes are listed at the beginning Defining, Analyzing, and 2. Remote or virtual work. As remote work becomes more common, organizations will incorporate the core competencies needed for success in each job. centralized and efficient work processes and infor- mation exchange. 5. The gig economy, employee classification, and job of each chapter and are individually highlighted Designing the Work These competencies will be the skills, knowledge, abilities, and other behaviours (KSAOs) that lead to crafting. With decreased full-time work available to some people, employees are taking on a number the organization’s desired results. Competencies are of temporary or part-time jobs. As such, employers in the margin throughout the text to illuminate developed top-down by senior managers to ensure that they are strategic, future oriented, and linked to need to ensure that people are given opportunities to craft meaningful work and provided with ample where the material is presented to address each Learning Outcomes the organization’s strategy. An attempt is made to dis- access to different jobs. Furthermore, organiza- tinguish the KSAOs of top performers while keeping tions must continue to examine how they classify employees motivated, even if working remotely, workers to ensure that independent contractors are specific LO. The Learning Outcomes Summary within their jobs. Flexibility, building effective virtual not really employees under legislative requirements. After teams,studying this chapter, and increased you should worker control be jobs over their 5As well, Describe the uses work, when designing of information gained attention will need to able willtoalso be required. be from given job analysis. to social and collaborative aspects within at the end of each chapter recaps and reinforces 3. Hybrid work models. Opportunities and flexibility 1 Explain the manager’s and the employee’s to work partially on-site and partially off-site will role in defining and designing work. changing workplace contexts (i.e., where and when 6 Explain the relationship of job design to employees work). employee contributions. the outcomes to ensure students have successfully 2 Discuss the relationship between job analysis and HRM processes. 7 Discuss the different types of work designs to increase employee contribution. acquired the knowledge and abilities outlined. 3 Explain the relationship between job Learning Outcomes Summary analysis and a job description. 4 Define and describe the sections in a job 1. Explain the manager’s and the employee’s role in defining and designing work. description. The manager is the primary individual who determines what work needs to be done The manager takes an active role in determining what skills and abilities are needed to successfully perform the work As the person performing the work, an employee contributes knowledge and informa- Outline tion regarding the elements within a specific job 2. Discuss the relationship between job analysis and HRM processes. The requirements of a job are central to, and inform, all HRM processes 3. Explain the relationship between job analysis and a job description. Introduction Performance Management Job analysis is the process of obtaining information about jobs (or work) by determining Defining Work what the duties, tasks, or activities are Training and Development The Manager’s and the Employee’s Role in Health and Safety Defining Work Compensation Job Analysis Job Analysis in a Changing Environment Performing Job Analysis Designing the Job 8 Part 1 Creating JobtheDescriptions Foundation for HRM Job Characteristics HRM Close-up Problems with Job Descriptions Designing Work for Enhanced Contributions Writing Clear and Specific Job Descriptions Employee Empowerment An HRM Close-up that relates a story 35597_ch04_hr_110-135.indd 129 12/30/2021 11:34:16 AM Role of HRforProfessionals Legal Considerations Job Descriptions Employee Teams It is important Uses of Information fromfor Job managers to understand the role Analysis or function ofofHR Characteristics professionals, Effective Teamswhether “Know the law, follow know where and how to pull together about a manager’s experience in human Selection these individuals are part of the organization orRole Recruitment zation. Besides knowing how to recruit and pay are external people Future resources retained by the organi- of Management appropriately, Design of WorkHR professionals need the law and respect the information” from multiple sources sound business knowledge, good problem-solving and influence skills, and personal cred- purpose behind the law.” based on legislated requirements “that helps leaders be leaders and employees to resources management opens each chapter. ibility (trust and the ability to build personal relationships). The HR professional’s primary role in today’s organizations is to help equip the manager with the best people practices so that HRM Close-up Application questions are get the answers that they need.” the organization can be successful. HR professionals can provide service activities, such as Sage words of advice from Dr. Erika Dr. Ringseis’ diverse background Ringseis, Commissioner with the Alberta brings expertise that weds her current recruiting and training. Furthermore, they can be active in policy formulation and implemen- tation in such areas as workplace harassment, healthy work environments, and change man- presented at the end of each chapter, high- Human Rights Tribunal and senior legal practice as an employment lawyer and counsel for Inhaus Legal LLP in Calgary. mediator with her past experience as an agement. Lastly, an HR professional can be an employee advocate by listening to employee This advice forms the starting point for industrial psychologist and as lead for concerns and ensuring that the organization is aware of and responding to those concerns. understanding the relationship between human resources and employment law. “We need employment legislation to the human resources governance port- folio at federal and international orga- nizational levels, across three countries. Chapter 1 Exploring Why HRM Matters 9 35597_ch04_hr_110-135.indd 110 lighting how the material discussed could be HR professionals are expected to fulfill their role by actively involving others in the organization, particularly managers, in the development and design of HRM systems, prac- 12/30/2021 11:34:12 AM used by the manager in the opening vignette. tices, and policies. For example, a company might want the HR professional to develop an 66 set the parameters.The Part Ongoing Legislation 1 Creating sets thePartnership the Foundation “The move from the legal department for HRM overall recruitment approach to attract individuals with key skill sets. This approach would ground floor below which the organiza- into a functional leadership role within tion cannot slip.”As we next look at the competitive HR was such anda social criticalchallenges piece for me facing as any business, it is important then generate a pool of applicants with the required skills. The HR professional would help to reinforce legislation Although employment the idea that itmanagingshaped how people I wasis able not something to give bothdone in a back room or by HR develop appropriate interview questions and might be part of the interview process itself. alone. ItHRM Close-up Application Source: Erika Ringseis professionals provides the framework for establishing is important legal and to remember organizational that HR advice. doesn’t tell managers what to do, It was However, it would be the manager who would select the best person for the job. organizational rules and “it is the rolemanagers proactive of HR an know earning when of legitimacy, to involveasan I hadHRtoprofessional. live Managing people is Dave Ulrich, a leading expert and author on human resources practices, states that to move the organization beyond strict 1. What by my own does Dr. Ringseis say about employment legislation? every manager’s responsibility and advice. obligation, I had andto play out the organizations are those that successful an HR professional must be impactful and create value for the organization.5 Above all else, compliance withequip the law their a broader 2.with to managers According advice I would a thorough togive Dr.toRingseis, whattohas become fundamentally intertwined with legal others in order understanding of good HRM practices—through commitment to becoming the organi- make aspects toughof an leadership organization?decisions.” Erika Ringseis HR professionals must be able to integrate business skills, HR skills, and skills in helping either zation that it wants to be.” having an HR unit or retaining “Human expertise resources when is one needed. of those Even without an HR profes- employees handle change so that their organization can build and maintain a competitive 3. What example is used to bring issues linked to diversity, equity, and inclusion into The human sional, resourcesthe manager function “hasis stillareas responsible where you organizational forare effective expected reality? human to be an resources management. inequality are real. These factors exist22 Part 1 Creating the Foundation for HRM advantage through its people. One way to accomplish this is by providing key HR metrics. become fundamentallyInintertwined organizations with thatexpert have on an the HRrules unit,and HRthemanagers people. You usuallyandassume a greater are brewing in ourrole in workplaces and in This data can be used to uncover useful insights in order to make well-informed business legal aspects, buttop-management 4. have Whattodoes anout HR professional need in relation to the law? it is not just about strict planning and figure decision making. how to getThere peopleare, to however, organizations our communities. ” that decisions. This includes information on the efficiency and effectiveness of recruitment and compliance” withsee theHR law.asWhen consid- live the rules, ” not just abide by more an administrative matter than a key business section. For HR to be seen them. According 6 to Dr. Ringseis, this is where Multiple Generations in the selection Workforce practices, Theabsenteeism data on working-ageandpopulation in Canada turnover, and is get- workplace injury statistics. HR ering the legal obligations for the as part of the business, human Critical it must Thinking Dr. Ringseis emphasizes Questions of the business and develop have a solid understanding the much- a human resources governance program ting older—there professionals are more individuals need to bethan ableever in the to show older age managers bracketsinformation numerical (aged 45 tothat can help iden- resources portfolio, “what I see is the need needed link between the need 7 Tofor can play a critical role in shaping social processes and practices 1. that align with Although people that knowbusiness. that this point, harassment and Christina discrimination McClung, are illegal, why would an 64) and fewer than ever in the younger brackets. According to a 2020 report, there tify what practices should be retained, as well as areas for improvement, are and then provide for an approach that provides for a more employment legislation based on the change by going beyond legislative com- chief people holistic HR governance program, not justofficer at Capital employee reality One Canada, or potential and frailties notes of human that employee HR behaviour. professionals be reluctant need pliancetotocomplain? to be vocal, organizational commitment. more Canadians aged 55 to 64 than there are aged 15 to 24, meaning that there are more HRM systems, practices, and policies for managers to use, thereby ultimately helping an HR compliance actively rules,” saysshare their combined Dr. Ringseis. 2. There business is much “Wouldn’t and HR the concern world aexpertise, be about and take how people wonderful an equally behave In order toinbring strategic the issues workplace linked to and organizations diver- older people still in the workforce, organization to bemaking less room for the new entrants.68 Furthermore, successful. “The HR governance rolepiece to that of other is broader than leadersplace ifwithin use words we all just suchatreated business. 8 Butrespect- each other as “respectful” many smaller to indicatesity how organizations and inclusion into employees areoften organizational to treat everyone. What Canadians are working past age 65 according to census data from Statistics Canada.69 just law. It is about wondergoverning when behaviour they should fully; hire employees an HR were fairly professional. does “respectful” look like to you? compensated Frequently, reality, when Dr. an Ringseis organization uses the has example of The age distribution throughout the Canadian workforce means that there can be and what the rules,75reasons to 100and norms are thefor employees, all of theorwork owners seniorthey management did; everyone took implementing employment equity legis- several generations working together—all with different values and expectations. It also 3. You see a part-time job posting inmay yourthink community,it best advertising to get profes- for a cashier to work in for governing that behaviour.” sional assistance. Figure safety 1.2 a retail measures to protect themselves and shows store what that the relationship specializes in between goods lation within the workplace. “When we from HRKenyaand andother business stating that people applying for means that organizations might not have the capacity to develop younger talent to prepare This is not to say that the human others; employees never stole from their set the ground rules at work, for some- unitstakes resources practitioner might be mantle on the in a smallemployer organization. the job mustor lied;be Even andfrom smaller organizations, that country. raindrops were gum-Would those being thing withafewer like from employment specific thancountry equity, be a justifiable it requires them to take on more significant roles when the older workers leave, or that more attention 75 employees, of legal counsel. “There is a very clear will rolefrequently BFOQ? drops? retain Why But, we are anhuman or independent why and that isHR not? not practitioner; us to trackthis is typically some demographics and has been given to the youngest cohort of workers at the expense of development of other Chapters include a variety of visual for HR to play but done through it needs the owner the support of 4. theAorfriend president, reality weoflive and in. yours Wethe needmanager has employment heard that mayyounotarehave report onmuch taking numbers. interaction This means a business coursethat we focuses on that generations.70 As a result, organizational leaders will need to manage a wide spectrum of a lawyer either internal with the or external HR expert. to the legislation human resources to set the management parameters,” which and wants are some talkinghelp. aboutYour diversity in a aconcrete friend, parent of 2 small workforce diversity. However, some argue that there is too much focus on generational organization. HR consultants, If EmilyHR man- 1.2 in Figure canneeded form thetobaselinehire a for social c