Human Resources Management in Canada, 14th Canadian Edition PDF by Gary Dessler and Nita Chhinzer

By

Human Resources Management in Canada, Fourteenth Canadian Edition

By Gary Dessler and Nita Chhinzer

Human Resources Management in Canada, 14th Canadian

Contents

Preface

About the Canadian Author

Part-I Human Resources

Management in Perspective

1. The Strategic Role of Human

Resources Management

Where Are We Now . . .

The Strategic Role of Human Resources

Management

Strategy and Human Capital

Why Is Human Resources Management

Important to All Managers?

The Evolution of HRM

A Brief History of HRM

Shared Responsibility for Talent Management

The New HR Manager

Expert Opinion: Academic Viewpoint

Evidence-Based HRM

Strategic HRM Tools

STRATEGY MAP DIGITAL DASHBOARDS

Growing Professionalism in HRM

Ethics

Environmental Influences on HRM

External Environment Influences

ECONOMIC CONDITIONS LABOUR MARKET ISSUES

Non-standard or Contingent Workers

Technology

Government

GLOBALIZATION ENVIRONMENTAL CONCERNS

Internal Environment Influences

ORGANIZATIONAL CULTURE ORGANIZATIONAL

CLIMATE MANAGEMENT PRACTICES

Chapter Summary Case Incident Key Terms

2. The Changing Legal Emphasis:

Compliance and Impact on Canadian Workplaces

Where Are We Now . . .

The Legal Framework for Employment

Law in Canada

Hierarchy of Employment Legislation in Canada

Tort Law

HR in the News: Do Contract Workers Get

the Same Entitlements as Employees?

Legislation Protecting the General Population

The Charter of Rights and Freedoms

Human Rights Legislation

Discrimination Defined

Workforce Diversity: Gender Identity in the BC

Human Rights Code

INTENTIONAL DISCRIMINATION UNINTENTIONAL

DISCRIMINATION

Expert Opinion: Academic Viewpoint

PERMISSIBLE DISCRIMINATION VIA BONA FIDE

OCCUPATIONAL REQUIREMENTS REASONABLE

ACCOMMODATION

Human Rights Case Examples

DUTY TO ACCOMMODATE HARASSMENT RACE AND

COLOUR RELIGION SEXUAL ORIENTATION AGE

Human Rights Enforcement

Legislation Specific to the Workplace

The Plight of the Four Designated Groups

WOMEN ABORIGINAL PEOPLE PEOPLE WITH

DISABILITIES VISIBLE MINORITIES

HR in the News: Recruiter Pays for Series

of Abusive Texts to Applicant

Employment/Labour Standards Legislation

ENFORCEMENT OF ESA/LSAs

Respecting Employee Privacy

HR in the News: Workers Fired after Privacy Breach

VIDEO SURVEILLANCE

Chapter Summary Case Incident Key Terms

3. Human Resources Management

and Technology

Where Are We Now . . .

Trends in the Nature of Work

Automation

ICT

HR in the News: Chat bots Digitize HR Process

Knowledge Work and Human Capital

Expert Opinion: Academic Viewpoint

Human Resources Management and Technology

The Strategic Importance of Technology in HRM

The Impact of Technology on the Role of HR

DECREASED TRANSACTIONAL ACTIVITIES INCREASED

CLIENT AND CUSTOMER FOCUS INCREASED DELIVERY

OF STRATEGIC SERVICES

HR and the IT Department: Developing

Good Working Relationships

Human Resources Information Systems

The Relationship between HRM and HRIS

ENHANCING DECISION-MAKING: DECISION

SUPPORT SYSTEMS

Strategic Alignment of Information Systems

STRATEGY AND STRATEGY-BASED METRICS

The Major Components of an HRIS

HR ADMINISTRATION RECRUITMENT AND APPLICANT

TRACKING TIME AND ATTENDANCE TRAINING AND

DEVELOPMENT/KNOWLEDGE MANAGEMENT PENSION

ADMINISTRATION EMPLOYMENT EQUITY INFORMATION

PERFORMANCE EVALUATION COMPENSATION AND

BENEFITS ADMINISTRATION ORGANIZATION

MANAGEMENT HEALTH AND SAFETY LABOUR

RELATIONS PAYROLL INTERFACE

HR in the News: Payroll Hero Expands Internationally

What Are HR Audits?

Talent Management Analytics

Selecting and Implementing an HRIS

Types of HRIS

Phase 1: Adoption Determining the Need

Phase 2: Implementation

PRIVACY AND SECURITY

Phase 3: Integration

ELECTRONIC HR

Cautions Regarding e-HR

Chapter Summary Case Incident Key Terms

PartII Meeting Human Resources

Requirements

4. Designing and Analyzing Jobs

Where Are We Now . . .

Fundamentals of Job Analysis

Uses of Job Analysis Information

HUMAN RESOURCES PLANNING RECRUITMENT AND

SELECTION COMPENSATION PERFORMANCE

MANAGEMENT LABOUR RELATIONS TRAINING,

DEVELOPMENT AND CAREER MANAGEMENT

RESTRUCTURING

Steps in Job Analysis

Step 1: Review Relevant Background Information

Step 2: Select Jobs to Be Analyzed

Step 3: Collecting Job Analysis Information

INTERVIEW GUIDELINES

Expert Opinion: Academic Viewpoint

QUESTIONNAIRE OBSERVATIONS PARTICIPANT

DIARY OR LOG THE NATIONAL OCCUPATIONAL

CLASSIFICATION USING MULTIPLE SOURCES OF

JOB ANALYSIS INFORMATION

Step 4: Verifying Information

Step 5: Writing Job Descriptions and

Job Specifications

JOB DESCRIPTIONS JOB IDENTIFICATION JOB

SUMMARY RELATIONSHIPS DUTIES AND

RESPONSIBILITIES

HR in the News: Experimenting with Job Titles

AUTHORITY PERFORMANCE STANDARDS OR INDICATORS

HR in the News: IBM Significantly Shrinks

Employees, Work from Home Options

WORKING CONDITIONS AND PHYSICAL ENVIRONMENT

JOB SPECIFICATIONS WRITING COMPETENCY-BASED

JOB DESCRIPTIONS JOB DESCRIPTIONS AND HUMAN

RIGHTS LEGISLATION

Step 6: Communication and Preparations for Revisions

Entrepreneurs and HR: A Practical Approach to Job

Analysis and Job Descriptions

The Evolution of Jobs and Job Design

Work Simplification

Industrial Engineering

Business Process Re-engineering

Job Redesign

JOB REDESIGN

Competency-Based Job Analysis

THREE REASONS TO USE COMPETENCY ANALYSIS

HOW TO WRITE COMPETENCIES STATEMENTS

COMPARING TRADITIONAL VERSUS

COMPETENCY-BASED JOB ANALYSIS

Team-Based Job Designs

Chapter Summary Case Incident Key Terms

5. Human Resources Planning

Where Are We Now . . .

The Strategic Importance of Human

Resources Planning

The Relationship between HRP and Strategic Planning

The Importance of Environmental Scanning

Steps in Human Resources Planning

Forecasting the Availability of Candidates (Supply)

FORECASTING THE SUPPLY OF INTERNAL CANDIDATES

MARKOV ANALYSIS

Entrepreneurs and HR: Succession Planning and Family Businesses

Forecasting the Supply of External Candidates

GENERAL ECONOMIC CONDITIONS

HR in the News: Pumping up People Supply

LABOUR MARKET CONDITIONS OCCUPATIONAL MARKET

CONDITIONS

HR in the News: No Easy Solution to the

Canadian Military Pilots Shortage

Forecasting Future Human Resources

Needs (Demand)

Quantitative Approaches to Forecasting

Human Resources Needs

TREND ANALYSIS RATIO ANALYSIS THE SCATTER PLOT

Qualitative Approaches to Forecasting

Human Resources Needs

NOMINAL GROUP TECHNIQUE DELPHI TECHNIQUE

Planning and Implementing HR Programs to Balance Supply and Demand

Labour Equilibrium

Labour Surplus

EASING THE PAIN OF LABOUR SURPLUS MANAGEMENT

Labour Shortage

INTERNAL SOLUTIONS TO A LABOUR SHORTAGE

External Solutions to a Labour Shortage

Expert Opinion: Academic Viewpoint

Chapter Summary Case Incident Key Terms

6. Recruitment

Where Are We Now . . .

The Strategic Importance of Recruitment

Employer Branding

The Recruitment Process

Developing and Using Application Tracking Systems 106

HR in the News: Googles Recruitment Strategy

Internal Recruitment

Job Posting

Human Resources Records or Skills Inventories

LIMITATIONS OF RECRUITING FROM WITHIN

External Recruitment

Planning External Recruitment

Traditional Networking

Fairs

HR in the News: Recruiting New Grads

Expert Opinion: Academic Viewpoint

Accessing Candidate Pools

Online Recruiting

Agency Recruiters

Recruiting Nonpermanent Staff

Recruiting a More Diverse Workforce

Attracting Older Workers

Attracting Younger Employees

Recruiting Designated Group Members

Chapter Summary Case Incident Key Terms

7. Selection

Where Are We Now . . .

The Strategic Importance of Employee Selection

The Selection Process

Acquiring Employees and the Law

Step 1: Preliminary Applicant Screening

Selection Ratios

Data Analytics

Crowdsourcing

Step 2: Selection Testing

The Importance of Reliability and Validity

RELIABILITY VALIDITY

Tests of Cognitive Abilities

INTELLIGENCE TESTS EMOTIONAL INTELLIGENCE TESTS

SPECIFIC COGNITIVE ABILITIES

Job-Specific Tests

TESTS OF MOTOR AND PHYSICAL ABILITIES

WORK SAMPLING ACHIEVEMENT TESTS

MICRO-ASSESSMENTS

Tests of Personality and Interests

Physical Examinations

MEDICAL EXAMINATIONS POLYGRAPH TESTS

Use of Assessment Centres

MANAGEMENT ASSESSMENT CENTRES

Step 3: The Selection Interview

Expert Opinion: Academic Viewpoint

The Structure of the Interview

The Content of the Interview

Administering the Interview

Common Interviewing Mistakes

HR in the News: Recruiters Reveal Real

Interview Failures

Designing an Effective Interview

CONDUCTING AN EFFECTIVE INTERVIEW

Step 4: Background Investigation and Reference Checking

HR in the News: Skeletons in the Closet:

Be Careful About Lying on Your Rsum!

Providing References

OBTAINING WRITTEN PERMISSION

Step 5: Supervisory Interview and

Realistic Job Preview

Appendix 7.1A Guide to Screening and Selection in Employment

Part-III Developing Effective Human Resources

8. On boarding and Training

Where Are We Now . . .

Onboarding & Orientation of New Employees

CONTENT OF TRAINING PROGRAMS CONTENT OF ORIENTATION PROGRAMS

Purpose of Onboarding Programs

Onboarding Helps with Socialize Employees

Expert Opinion: Academic Viewpoint

The Orientation Process

ORIENTATION TECHNOLOGY

Considerations for Onboarding

RESPONSIBILITY FOR ORIENTATION EXECUTIVE

INTEGRATION THE EMPLOYEE HANDBOOK

EVALUATION OF ORIENTATION PROGRAMS

PROBLEMS WITH ORIENTATION PROGRAMS

The Training Process

HR in the News: Ontario Manufacturing

Learning Consortium

Training and Learning

Legal Aspects of Training

The Five-Step Training Process

Step 1: Training Needs Analysis

TASK ANALYSIS: ASSESSING THE TRAINING NEEDS OF NEW

EMPLOYEES PERFORMANCE ANALYSIS: DETERMINING THE

TRAINING NEEDS OF CURRENT EMPLOYEES ESTABLISH

TRAINING OBJECTIVES.

Step 2: Instructional Design

PROGRAMMED LEARNING INFORMAL LEARNING

TRADITIONAL TRAINING TECHNIQUES ON-THE-JOB

TRAINING TECHNOLOGY-ENABLED TRAINING TECHNIQUES

Steps 3 and 4: Validation and Implementation

Step 5: Evaluation of Training

DESIGNING THE STUDY TRAINING EFFECTS TO MEASURE

Training for Special Purposes

Literacy and Essential Skills Training

Training for Global Business and Diverse Workforces

Customer Service Training

Training for Teamwork

Training for First-Time Supervisors and Managers

Chapter Summary Case Incident Key Terms

9. Career and Management

Development

Where Are We Now . . .

Managing Organizational Change Programs

Lewin’s Change Process

Using Organizational Development

Career Planning and Development

Careers Today

The Psychological Contract

Managing Your Career

IDENTIFY CAREER ANCHORS FOCUS ON LIFE TRAJECTORIES

Roles in Career Development

Employee Life Cycle and Career Management

Managing Transfers

Making Promotion Decisions

DECISION 1: IS SENIORITY OR COMPETENCE THE RULE?

DECISION 2: HOW IS COMPETENCE MEASURED?

DECISION 3: IS THE PROCESS FORMAL OR INFORMAL?

DECISION 4: VERTICAL, HORIZONTAL, OR OTHER?

Management Development

Succession Planning

Management Development Techniques

DEVELOPMENTAL JOB ROTATION COACHING/

UNDERSTUDY APPROACH ACTION LEARNING

COLLEGE/UNIVERSITY-RELATED PROGRAMS

HR in the News: Canadian Government Provides

Support for Work-Integrated Learning for Students

IN-HOUSE DEVELOPMENT CENTRES BEHAVIOUR

MODELLING MENTORING

Leadership Development

Expert Opinion: Academic Viewpoint

Executive Coaches

Chapter Summary Case Incident Key Terms

10. Performance Management

Where Are We Now . . .

The Strategic Importance of Performance

Management

The Performance Management Process

Why Appraise Performance?

Step 1: Defining Performance Expectations

Step 2: Providing Ongoing Coaching and Feedback

Expert Opinion: Academic Viewpoint

HR in the News: Frequency of Performance Evaluations

Step 3: Conduct Performance Appraisal and Evaluation Discussion

FORMAL APPRAISAL DISCUSSIONS TYPES OF APPRAISAL OUTCOMES

Preparing for the Formal Appraisal Discussion

HOW TO CONDUCT THE INTERVIEW

Strategic HR: Jaguar Land Rover Formal

Appraisal Discussion Training

HOW TO HANDLE CRITICISM AND DEFENSIVE EMPLOYEES

Step 4: Determine Performance Rewards/ Consequences

Ensuring that the Formal Appraisal Discussion

Leads to Improved Performance

HOW TO HANDLE A FORMAL WRITTEN WARNING

Step 5: Career Development Discussion

Formal Appraisal Methods

Comparative Methods

GRAPHIC RATING SCALE ALTERNATION RANKING

METHOD PAIRED COMPARISON METHOD FORCED

DISTRIBUTION METHOD

Qualitative Methods

CRITICAL INCIDENT METHOD NARRATIVE FORMS

Advanced Quantitative Methods

BEHAVIOURALLY ANCHORED RATING SCALES

MANAGEMENT BY OBJECTIVES (MBO) MIXING

THE METHODS

Performance Appraisal Problems and Solutions

Validity and Reliability

Rating Scale Problems

UNCLEAR PERFORMANCE STANDARDS HALO EFFECT

CENTRAL TENDENCY STRICTNESS/LENIENCY

APPRAISAL BIAS RECENCY EFFECT

SIMILAR-TO-ME BIAS

How to Avoid Appraisal Problems

Who Should Do the Appraising?

SUPERVISORS SELF PEERS COMMITTEES

SUBORDINATES

360-Degree Appraisal

Legal and Ethical Issues in Performance

Management

Chapter Summary Case Incident Key Terms

Part-IV Total Rewards

11. Strategic pay Plans

Where Are We Now . . .

Total Employment Rewards

Aligning Total Rewards with Strategy

Legal Considerations in Compensation

EMPLOYMENT/LABOUR STANDARDS ACTS (CANADA

LABOUR CODE) WORKERS COMPENSATION LAWS

HUMAN RIGHTS ACTS CANADA/QUEBEC PENSION

PLAN PAY EQUITY ACT

Union Considerations on Compensation Decisions

UNION ATTITUDES TOWARD COMPENSATION DECISIONS

Equity Theory and Its Impact on Pay Rates

Equity Theory of Motivation

Addressing Equity Issues

HR in the News: Whole Foods Adds Transparency

via Salary Disclosure

Establishing Pay Rates

Stage 1: Preparing for Job Evaluation

COMPENSABLE FACTORS JOB EVALUATION COMMITTEE

JOB EVALUATION METHODS

Stage 2: Conduct a Wage/Salary Survey

FORMAL AND INFORMAL SURVEYS BY THE EMPLOYER

COMMERCIAL, PROFESSIONAL, AND GOVERNMENT

SALARY SURVEYS SALARY SURVEY INTERPRETATION AND USE

Stage 3: Combine the Job Evaluation and

Salary Survey Information to Determine

Pay for Jobs

DEVELOPING RATE RANGES BROADBANDING

Expert Opinion: Academic Viewpoint

Special Considerations in Compensation

Correcting Out-of-Line Rates

Pay for Knowledge: Competency-Based Pay Plans

Pay for Executive, Managerial, and

Professional Jobs

COMPENSATING EXECUTIVES AND MANAGERS

COMPENSATING PROFESSIONAL EMPLOYEES

Chapter Summary Case Incident Key Terms

12. Pay-for-Performance and Financial Incentives

Where Are We Now . . .

Money and Motivation

Motivation and Incentives

MOTIVATORS AND FREDERICK HERZBERG

DEMOTIVATORS AND EDWARD DECI EXPECTANCY

THEORY AND VICTOR VROOM

Types of Incentive Plans

Incentives for All Employees

MERIT PAY EMPLOYEE SHARE PURCHASE/STOCK

OWNERSHIP PLAN PROFIT-SHARING PLANS

HR in the News: Air Canada Pilots Secure

Financial Incentives in Collective Bargaining

Agreement

SCANLON PLANS GAINSHARING PLANS

Incentives for Operations Employees

PIECEWORK PLANS

Team or Group Incentives

Incentives for Senior Managers and Executives

SHORT-TERM INCENTIVES LONG-TERM INCENTIVES

Incentives for Salespeople

SALARY PLAN FOR SALESPEOPLE COMMISSION

PLANS FOR SALESPEOPLE COMBINATION PLANS

FOR SALESPEOPLE

Developing Effective Incentive Plans

When to Use Incentives

How to Implement Incentive Plans

Employee Recognition Programs

Recognition and Incentives for Entrepreneurs

Chapter Summary Case Incident Key Terms

13. Employee Benefits and Services

Where Are We Now . . .

The Strategic Role of Employee Benefits

Government-Mandated Benefits

Employment Insurance (EI)

Canada/Quebec Pension Plan (C/QPP)

Workers Compensation

CONTROLLING WORKERS COMPENSATION COSTS

Expert Opinion: Academic Viewpoint

Paid Time Off

MATERNITY/PATERNITY LEAVE VACATIONS LEGISLATED

HOLIDAYS PAID BREAKS

Pay on Termination of Employment

REASONABLE ADVANCE NOTICE PERIODS ADVANCED

NOTICE FOR MASS LAYOFFS SEVERANCE PAY

Voluntary Employer-Sponsored

Healthcare Benefits

Life Insurance

Supplementary Healthcare/Medical Insurance

Short-Term Disability Plans and Sick Leave Plans

Long-Term Disability Plans

Mental Health Benefits

Retirement Benefits

Two Categories of Pension Plans

Designing Pension Plans

SUPPLEMENTAL EMPLOYEE RETIREMENT PLANS (SERPS)

Employee-Specific Benefits

Family-Friendly Benefits

SUBSIDIZED CHILDCARE ELDERCARE

Flexible Work Schedules

FLEXTIME TELECOMMUTING COMPRESSED WORK

WEEKS JOB SHARING WORK SHARING

Voluntary Job-Related Services

EDUCATIONAL SUBSIDIES PAID TIME OFF FOR

VOLUNTEERING TRANSPORTATION FOOD

SERVICES SABBATICALS

Personal Services

CREDIT UNIONS COUNSELLING SERVICES EMPLOYEE

ASSISTANCE PLANS (EAPS) OTHER PERSONAL SERVICES

Executive Perquisites

Emergent Issues in Employee Benefits

Flexible Benefits Programs

Benefits Administration

Keeping Employees Informed

Reducing Health-Benefit Costs

Benefits Fraud

Retiree Health Benefits

Chapter Summary Case Incident Key Terms

Part-V Building Effective Employee Employer

Relationships

14. Occupational Health and Safety

Where Are We Now . . .

Strategic Importance of Occupational

Health and Safety

Employee Wellness Programs

Occupational Health and Safety Legislation

Responsibilities and Rights of Employers and Employees

JOINT HEALTH AND SAFETY COMMITTEES THE

SUPERVISORS ROLE IN SAFETY

Control of Toxic Substances (WHMIS) Legislation

Enforcement of Occupational Health and

Safety Laws

HR in the News: Criminal Negligence at Work

Linking Occupational Health and Safety

Legislation with Other Legislation

What Causes Accidents?

Unsafe Conditions

Unsafe Acts

PERSONAL CHARACTERISTICS VISION LITERACY

AGE PERCEPTUAL VERSUS MOTOR SKILLS

Strategic HR: Guiding Young Workers in Health and Safety

How to Prevent Accidents

Fostering a Culture of Safety

Reducing Unsafe Conditions

Reducing Unsafe Acts

SELECTION TESTING LEADERSHIP COMMITMENT

TRAINING AND EDUCATION POSITIVE

REINFORCEMENT

Before the Accident

After the Accident Facilitating the Employees

Return to Work

Entrepreneurs and HR: Small Business Safety

Calculator

Expert Opinion: Academic Viewpoint

Occupational Health and Safety

Challenges in Canada

HR in the News: Fidelity Investments Canada

Focuses on Employee Health

Alcohol and Substance Abuse

Job-Related Stress

REDUCING JOB STRESS BURNOUT

Post-Traumatic Stress Disorder

HR in the News: Overcoming PTSD as a Family

WORKERS COMPENSATION AND STRESS-RELATED

DISABILITY CLAIMS

Repetitive Strain Injuries

ERGONOMICS VIDEO DISPLAY TERMINALS

Workplace Toxins

WORKPLACE SMOKING VIRAL PANDEMIC

Violence at Work

HR in the News: What Are Employers

Responsibilities When Customers Troll

Employees Online?

Workplace Violence and the Law

Prevention and Control of Workplace Violence

IDENTIFY JOBS WITH HIGH RISK OF VIOLENCE

INSTITUTE A WORKPLACE VIOLENCE POLICY

HR in the News: Protecting Workers from

Workplace Violence

HEIGHTEN SECURITY MEASURES

Chapter Summary Case Incident Key Terms

15. Managing Employee Separations: Turnover, Communication, and Employee Engagement

Where Are We Now . . .

What Are Employee Relations and Employee Engagement?

Ensuring Fair Treatment

Employee Engagement

HR in the News: Mass Layoffs Gone Wrong

Expert Opinion: Academic Viewpoint

Employee Turnover and Associated Costs

Cost of Turnover

Voluntary Turnover

Quits or Resignations

HR in the News: Employees Failed to Provide

Notice for Resignations

Retirement

Involuntary Turnover

Dismissal for Just Cause

HR in the News: Fired for Chronic Lateness

Progressive Discipline

Downsizing via Layoff

CONSIDERATIONS DURING INVOLUNTARY TURNOVER

Providing Reasonable Notice

BAD-FAITH DAMAGES

HR in the News: Employees Are Entitled to Outstanding Bonus Payments during the Reasonable

Notice Period

PUNITIVE DAMAGES

Constructive Dismissal

Avoiding Wrongful Dismissal Suits

ESTABLISHING FOR JUST-CAUSE DISMISSAL

RULES AND REGULATIONS

HR in the News: Fired for Misconduct: Not

Always an Open-and-Shut Case

The Termination Interview

Chapter Summary Case Incident Key Terms

16. Labour Relations

Where Are We Now . . .

Introduction to Labour Relations

HR in the News: Collective Agreement Puts Aboriginals First

Why Do Workers Organize?

Union Security

The Impact of Unionization on HRM

The Labour Movement in Canada Today

Strategic HR: Forming Unifor

Membership Trends

GLOBAL COMPETITION DEMOGRAPHICS

UNIONIZATION OF WHITE-COLLAR EMPLOYEES

Canadas Labour Laws

The Labour Relations Process

Step 1: Desire for Collective Representation

Step 2: Union Organizing Campaign

EMPLOYER RESPONSE TO AN ORGANIZING CAMPAIGN

Step 3: Union Recognition

Step 4: Collective Bargaining

PREPARATION FOR NEGOTIATIONS

Step 4: Collective Bargaining: Negotiations

FACE-TO-FACE NEGOTIATIONS

Expert Opinion: Academic Viewpoint

Step 4: Collective Bargaining: Contract Approval

THE CONTRACT APPROVAL PROCESS

HR in the News: Walmarts Approach to

Unions Proves Costly

Step 4: Collective Bargaining: Third-Party Assistance

THIRD-PARTY ASSISTANCE AND BARGAINING IMPASSES

WORK STOPPAGES

Step 4: Collective Bargaining: Typical Provisions

UNION RECOGNITION CLAUSE UNION SECURITY CLAUSE

NO-STRIKE-OR-LOCKOUT PROVISION MANAGEMENT

RIGHTS CLAUSE ARBITRATION CLAUSE

Step 5: Contract Administration

SENIORITY DISCIPLINE

Step 5: Contract Administration: Grievances

GRIEVANCE RESOLUTION AND RIGHTS ARBITRATION

HR in the News: When Is Random Drug or

Alcohol Testing Permissible?

Chapter Summary Case Incident Key Terms

VOLUNTARY RECOGNITION REGULAR CERTIFICATION

PREHEARING VOTES TERMINATION OF BARGAINING RIGHTS

17. Managing Human Resources in a Global Business

Where Are We Now . . .

The Globalization of Business and Strategic HR

How Intercountry Differences Affect HRM

CULTURAL FACTORS ECONOMIC SYSTEMS

LEGAL SYSTEMS LABOUR COST FACTORS

INDUSTRIAL RELATIONS FACTORS

Global Relocation

Expert Opinion: Academic Viewpoint

Why Expatriate Assignments Fail

Global Staffing Policy

Selection for Global Assignments

Orienting and Training Employees for

Global Assignments

International Compensation

THE BALANCE SHEET APPROACH VARIABLE PAY

International EAPs

Performance Appraisal of Global Managers

Repatriation

Managing Global Workers within Canada

HR in the News: Changes to the Temporary

Foreign Workers Programs

Barrier 1: Lack of Canadian Experience

GLOBAL HRM: Successful Integration of Immigrants in Canada

Barrier 2: Poor Transferability of Foreign

Education or Training

Barrier 3: Lack of Literacy Skills

Chapter Summary Case Incident Key Terms

Carter Cleaning Centres

Notes

Glossary

Name Index

Subject Index

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