CHAPTER 1

Management of people in organizations to drive successful organizational performance and

achievement of organization’s strategic goals

Strategic Goals
1. Brand strength
2. Innovation

Walmart’s strategic goal

1. Lower Margins= reduced costs

What’s Strategic?
An organization is strategic when they deliberately implement competitive moves and
approaches to gain competitive advantage

How does a company’s HR can be strategic?

(Selection, Training, recruiting)
External Influences
 Economic Conditions
 Labour Diversity
 Technology
 Government
 Globalization

Internal Influences
 Organizational Culture
 Organizational Climate (how does it feel at this company)
 Management practices (are influenced by what hr does)

HR Activities

Operational (Administrative)
 Preparing a severance package
 Sensitivity straining
 Doing the indeed interviews

Strategic: other than day to day, what are stuff more higher level to achieve our operational
strategies.

 Indeed job search posting

The strategic management of core HRM Functions

 Planning Human Resources

 Attracting Human Resources

 Placing, Developing and Evaluation Human Resources

 Motivating Employees

SUMMARY

Definition of Human Resources Management

Strategic importance of HRM

External and internal factors affecting hrm policies and practices

September 12th 2019
 CHAPTER 2
Canadian Charter of Rights and Freedoms

Canadian Human Rights Act (refer to handout)

 Unintentional=systematic discrimination

After sexual orientation there are differences in each province.

New grounds for discrimination in 2018- Gender. =Gender identity and expression ( trans, non-
binary)

What can and can’t be said during interviews.

Employment Equity Act

Banks, airlines, bell CBC etc.
 Remove barriers of the four designed groups.
 Example; Figure 2.6 Canadian women in business.
Discrimination; exclusion or preference based on one of the prohibited grounds that has the
effect of nullifying or impairing the right of a person of full and equal recognition and exercise
of his or her human rights and freedoms.

Types of Complaints Received by the Canadian Human Rights Commission in 2016;

Most discrimination will occur during an Interview.

Married? Grounds= Family status
How old are you? Age. What’s the regular question about age= are you legal working age.
Having children= Family status.
Where are you from and why did you come to Canada= National and ethnic origin. Legal
question= are you able to work legally
How is your health=illegal mental and physical disability
Do you have school age children= marital status
Child care arrangements= marital status , illegal.
Hectic workplace, are you up for the fast pace? Unhealthy person work say physical disability.

How does this question relate to the job description??

Types of Discrimination.
1. Intentional. Direct, differential, infdirect, by association
2. Unintentional;, embedded in policies, constructive or systematic
Bona Fide Occupational Requirement
Can ask a certain attribute, and it’s legal.
 Question of Rationale= Movie sector= race matters, black person 20yr old. Work related
purpose. And a pilot with perfect vision. Legit work purpose
 Question of good faith= Working as a teacher in catholic school= teacher must be
catholic.
 Question of reasonable necessity= Vision problem= can’t change this. Employers can
accommodate, if it becomes too costly, this would be a bona fide occupational
requirement. Would it be too costly to accommodate,, yes.

Reasonable Accomodation
Requirements= wheelchair accesable.
Or is this causing a hardship, financially impossible.

BFOR Example on Movers.

It’s about health and safety laws. You need to specify it.
All questions answered, absolutely necessary.

Employment Standards Act

Harassment:

Sexual Harassment:
RCMP case, took 5 years. Settlement.

Harassment Policies:

Employer’s responsibilities. Its their responsibilities.

September 19th 2019

CHAPTER 3
Job Analysis: A process by which information about jobs is systematically gathered and
organized.
Job
Position= Position within the job title
The six steps involved in job analysis are as follows:

1. Relevant organizational information is reviewed.

2. Jobs are selected to be analyzed.

3. Using one or more job analysis techniques, data are collected on job activities.
4. The information collected in Step 3 is then verified and modified, if required.
5. Job descriptions and specifications are developed based on the verified information.
6. The information is then communicated and updated on an as-needed basis.

The structure of the rest of this chapter aligns with the six steps of job analysis.

Organizational Structure; Organizational chart

Stable market companies like sugar and steel, automobile businesses can function more
traditionally.

Flat organization has fewer layers, very decentralized. They can make decisions. Example of a
flat organization; a growing small business.
Matrix organization; P&G is an example, products go sideways with marketing, however the
product is vertically assessed.

Job Design; Process of systematically organizing work into tasks that are required to perform a
specific job.

Collect job analysis information.

 Interviews
 Questionnaires
 Observations
 Participant diary,log (howd did you resolve conflict etc)
 National occupation classification (NOC)


Verifying Information; Verift with workers currently performing the job.

Job description, job specifications

October 4th 2019- previous class cancelled

CHAPTER 5
Talent acquisition: HRM concept focused on finding acquiring, assessing CONT…

1) Recruitment: process of searching.

Recruitment process: figure 5.2
Recr. From within;
Job posting
HR Records
Skills Inventories
What are the adv. Of accepting from within?
Cheaper, already informed about culture, standards and policies. Minimizing the risk of
hiring an unknown employee.
Disadvantages;
What if we have bad work culture and we need fresh faces.

External recruitment methods

External recruiting- considerations;

1) Type of Job
2) Yield Ratios- higher yield, better people going to the next stage.
3) Time Lapse data- time of start of rec. better if early
Why would a company go externally.
 Brand new positions opening up.
  Small business growing


Hiring mistakes

Selection
What is the strategic importance of selection?
If you have bad hires, there’s a bad impact. It’s costly too. Legal implications of a bad selection
process? Grouds for discrimination, and job description problems. Negative consequences.

Selection process
Figure 5.7

Job specifications are very important at this stage. Need to have a perfect match.
Step 2- selection testing

Interviewer objectives:
Assess qualifications
Observe behavior
Predict future performance
Communicate information about job
How well is the fit

Applicant objectives
Present positive image
Sell skills
Gather information and organization

Interview questions

Behavioral;

How would you handle change?

Give me an example of how you’ve work with a team in the past
Describe a stressful situation in work and how you handled it

Situational;
If a customer is unhappy with their meal, what would you do to resolve this situation?
What would you do if
Types of Interviews

Background Investigation

Oct 10th 2019-week 5

CHAPTER 6
Onboarding and training
A procedure for providing new employees with a basic background info when they began
working

Training
Short term efforts to important information and instructions related to the job- skills training at
the job

Lack of training leads to confusion.

4 core areas in employee orientation; (onboarding)

Organizational issues- history, names, titles, policies
Employee benefits- pay, vacation breaks, benefits, services
Introductions- to supervisors, coworkers
Job duties- job location, overview, job tasks.

Problems;
YAZ

Evluation of orientation programs

-employee reaction
-socialization effects
Cost/benefit analysis

Training
Development; long term preparation for future job
The training process
1. Training needs analysis:
task analysis(new employees) break down job into asks and skills
Performance analysis (current employees)
Verify and performance deficiencies and determine wheather there are best resolved..
DEVAM ET
2. Instructional Design
 Prepare curriculum with relevant training objectives
 Ensure that training techniques support training objectives
 Ensure that the quality and effectiveness of program elements through appropriate
evaluation methods.
 – Properly enter an accounts payable revenue
– Properly answer customer calls
– Properly report issues to management
3. Validation
Ensures that objectives are accomplished
4. S
5. Evaluation
Before
During
After

Training effects to measure

1. Reaction
2. Learning
3. Behaviour

CHAPTER 7
 A recent survey of 746 Human Resource Professional Association members
 11% - performance appraisals were not mandatory in their
organization
 42% - no consequences for non-completion of appraisals
 65% - somewhat to very satisfied with information obtained from
performance reports

it has been suggested that better performance management represents a largely untapped
opportunity to improve company profitability

Performance management; a process encompassing all activities related to improving

employee performance, productivity, and effectiveness. It includes goal setting, pay for
performance, training and development, career management, and disciplinary action.

This involves assessing employees against their individual objectives/goals, training and
professional development, demonstrated competencies and behaviours, and contribution to
organizational or team goals.

There are three major purposes of performance management:

1. It aligns employee actions with strategic goals,
2. it is a vehicle for culture change,
3. and it provides input into other HR systems such as development and remuneration.
performance appraisal; a formal, relatively infrequent process in which an employee’s
performance is evaluated along a predetermined set of criteria that is quantified via a formal
performance score.

Performance appraisals are used for a variety of decisions such as;

 training recommendations,
 merit based pay increases,
 promotion,
 or termination decisions.

Similar to selection, the performance management process contains five steps, shown

Performance appraisals in Canada are legal documents. While they should be used for
planning promotions, career development, training, and performance improvement plans, they
can also be required in courts when assessing wrongful termination cases.

For example, although they need to downsize poor performers, performance appraisal records
indicate that all employees are performing adequately.

Robert Thorndike researched performance management processes and suggests that employment
decisions must be valid, practical, reliable, and free from bias.

Effective performance management thus begins with defining the job and its performance
standards;

Step 1: Defining Performance Expectations

Defining performance expectations and goals is a critical step in employees’ understanding of

how their work makes a contribution to achieving business results.
job performance is a multidimensional construct that can be split into what has become widely
acknowledged as task versus contextual performance

Task performance; reflects an individual’s direct contribution to his or her job-related

processes. Focusing on tasks means that performance expectations are grounded in realistic job
demands and align with the organization’s strategic objectives and implementation plans.
Contextual performance; reflects an individual’s indirect contribution to the organization in
terms of improving the organizational, social, and psychological behaviours that contribute to
organizational effectiveness, beyond those specified for the job. This includes extra-role
behaviours and contextual factors like “demonstrates a positive attitude” and “pitches in to help
others when needed,” which have surfaced as contextual performance expectations.

For the legitimacy of the performance management system to be maintained, employees

also need to be aware of which behaviours are expected and which are discretionary.

It is important to note that expectations cannot discriminate directly or indirectly against anyone
on protected grounds (gender, age, disability, and so on).

Global HRM
In global companies, performance appraisal criteria may need to be modified to be consistent
with cultural norms and values.

Step 2; Providing Ongoing Coaching and Feedback

Traditionally, performance appraisals were conducted annually, in formalized processes, but

some businesses environments are more dynamic and need to engage in more frequent or timely
assessments of employee performance.

The performance management changes that are taking place include an increased focus on
coaching and provision of ongoing feedback, more recognition of individual development and
performance while also recognizing team performance, and a decreased focus on ratings and
ranking.

Coaching; is defined as a process for improving work performance, in a frequent-contact, hands-

on process aimed at helping employees improve performance and capabilities. It requires the
manager to give guidance, encouragement, and support to an employee, and the employee to
assume the role of a learner.
Effective managerial coaching requires
 thinking,
 informing,
 empowering,
 assessing,
 advising,
 being professional,
 caring,
  developing others,
 and challenging employees for continuous improvement.

Throughout the performance management process, managers and their reports should continue
to address progress. It is important to have open two-way communication, and both the employee
and the manager need to check in frequently throughout the performance management process to
talk about progression towards goals.

As organizations attempt to move away from annual performance reviews, employment law
experts correctly identify the development and assessment of employees against standardized
practices and objective criteria as necessary elements in the legal defence of employment-related
decisions.

Step 3; Performance Appraisal and Evaluation Discussion

The appraisal itself is generally conducted with the aid of a predetermined and formal method,
like one or more of those described in this section.
 Many formal appraisal methods to choose from
 Comparative
 Non-comparative
 Past performance
 Future performance
 Job-related
 Practical
 Clear performance standards
 Clear performance measures

Past performance- noncomparative

Past performance-comparative
Formal Appraisal Methods;

1. Graphic Rating Scale; is the simplest and most popular technique for appraising
performance. It lists traits (such as reliability) and a range of performance values (from
unsatisfactory to outstanding) for each one. The supervisor rates each employee by
circling or checking the score that best describes his or her performance for each trait.
The assigned values are then totalled.

Instead of appraising generic traits or factors, many firms specify the duties to be appraised. For
a payroll coordinator, these might include being the liaison with accounting and benefits staff;
continually updating knowledge regarding relevant legislation; maintaining payroll records, data
entry, and payroll calculations; and providing ongoing responses to employee inquiries regarding
payroll issues.

2. Alternation Ranking Method; Ranking employees from best to worst on a trait or traits
is another method for evaluating employees. Because it is usually easier to distinguish
between the worst and best employees than to rank them, an alternation ranking method
is popular. First, list all employees to be rated, and then cross out the names of any not
known well enough to be ranked. Next, indicate the employee who is the highest on the
characteristic being measured and also the one who is the lowest. Then choose the next
highest and the next lowest, alternating between highest and lowest until all the
employees to be rated have been ranked.

3. Paired Comparison Method; The paired comparison method helps to make the ranking
method more precise. For every trait (quantity of work, quality of work, and so on), every
employee is paired with and compared with every other employee.

4. Forced Distribution Method; Jack Welch, retired chief executive officer of General
Electric (GE), is most often associated with the forced distribution method, which places
predetermined percentages of ratees in performance categories. At GE, the bell curve is
used to identify the top 10 to 20 percent of the workforce (which are then identified as
those exceeding expectations, with a focus on receiving the highest compensation
increases and advancement opportunities) and the bottom 10 percent (which are
identified as those not meeting expectations, with a focus on coaching for improvement
or possible termination). The remaining employees, by default, are considered the
 backbone of the workforce and receive moderate compensation increases and
development opportunities.

5. Critical Incident Method; With the critical incident method, the supervisor keeps a log
of desirable or undesirable examples or incidents of each employee’s work-related
behaviour. Then, every six months or so, the supervisor and employee meet to discuss the
latter’s performance by using the specific incidents as examples.

The critical incident method is often used to supplement another appraisal technique, such as a
ranking system. It is useful for identifying specific examples of good and poor performance and
for planning how deficiencies can be corrected. On its own, however, this method is not as useful
for comparing employees, and therefore cannot contribute to decision-making regarding
compensation.

Behaviourally Anchored Rating Scales; A behaviourally anchored rating scale (BARS)

combines the benefits of narratives, critical incidents, and quantified ratings by anchoring a
series of quantified scales, one for each performance dimension, with specific behavioural
examples of good or poor performance. The guiding principle to BARS is that by elaborating on
the dimension and rating scale, it gives raters a uniform interpretation as to the types of
behaviour being measured. BARS usually involves a scale of nine anchors, although seven and
five anchors have also been used.

Developing a BARS can be more time-consuming than developing other appraisal tools, such as
graphic rating scales. But BARS may also have important advantages:

1. A more accurate measure. People who know the job and its requirements better than
anyone else does develop BARS. The result should therefore be a good measure of
performance on that job.
2. Clearer standards. The critical incidents along the scale help to clarify what is meant by
extremely good performance, average performance, and so forth.
3. Feedback. The critical incidents may be more useful in providing feedback to appraisees
than simply informing them of their performance rating without providing specific
behavioural examples.
4. Independent dimensions. Systematically clustering the critical incidents into five or six
performance dimensions (such as “knowledge and judgment”) should help to make the
dimensions more independent of one another. For example, a rater should be less likely to
rate an employee high on all dimensions simply because he or she was rated high on
“conscientiousness.”
5. Consistency. BARS evaluations also seem to be relatively consistent and reliable in that
different raters’ appraisals of the same person tend to be similar.25

Management by Objectives Approach (MBO)

Stripped to its essentials, management by objectives (MBO) requires the manager and employee
to jointly set specific measurable goals and periodically discuss progress towards these goals,
aligned with a comprehensive, organization-wide goal-setting and appraisal program. When
managers and employees set goals collaboratively, employees become more engaged and
committed to the goal, leading to a higher rate of success. It is important to set objectives that
match the job description and the person’s abilities. Goals that push an employee too far beyond
his or her abilities may lead to burnout.

Appraisal Interviews
1. Be direct and specific
 use objective work data
2. Do not get personal
 compare against standard
3. Encourage the person to talk
 use open-ended questions, listen
4. Develop an action plan
 agree on future steps

1. Set the organization’s goals. Establish an organization-wide plan for the next year and
set goals.
2. Set departmental goals. Department heads and their superiors jointly set goals for their
departments.
3. Discuss departmental goals. Department heads discuss the department’s goals with all
employees in the department (often at a department-wide meeting) and ask them to
develop their own individual goals; in other words, how can each employee contribute to
the department’s attainment of its goals?
4. Define expected results (set individual goals). Here, department heads and employees
set short-term performance targets.
5. Performance reviews: Measure the results. Department heads compare the actual
performance of each employee with the expected results.
6. Provide feedback. Department heads hold periodic performance review meetings with
employees to discuss and evaluate progress in achieving expected results.

Problems to Avoid

1. Setting unclear, unmeasurable objectives; Such an objective as “will do a better

job of training” is useless. Conversely, “will have four employees promoted
during the year” is a measurable objective.
2. Time consuming; Taking the time to set objectives, measure progress, and
provide feedback can take several hours per employee per year, over and above
the time already spent doing each person’s appraisal.
3. tug-of-war; setting objectives with an employee sometimes turns into a tug-of-
war; managers push for higher goals and employees push for lower ones. It is thus
important to know the job and the person’s ability.

Mixing the Methods;

Most firms combine several appraisal techniques. The quantifiable ranking method permits
comparisons of employees and is therefore useful for making salary, transfer, and promotion
decisions. The critical incidents provide specific examples of performance relative to
expectations and can be used to develop the high and low anchors for the BARS technique.
Ultimately, no single solution is best for all performance management systems. Instead, resource
constraints (time, money, people) and organizational factors (budget, turnover, strategy) will
help determine which of the options is best for each organization.

Step 4; Determine Performance Rewards/Consequences;

Sometime after the performance review has taken place, the manager should use the salary
planning guidelines to determine the appropriate rewards or consequences, comparing actual
performance against the defined levels. Performance rewards are given through merit pay or
extra payment such as a cash bonus. The two most important aspects used to determine the
appropriate reward/consequence are achievement of goals and how the employee meets the
defined standards.

Step 5; Career Development Discussion;

Ultimately, the main objective of performance appraisals is to improve employee performance,
keeping performance expectations clear and targeted on activities that build value for the
organization.

In dealing with employee performance issues, legal experts suggest that management follow
seven steps to ensure that performance appraisals have the desired effect and are legally
defensible:

1. Let the employee know that his or her performance is unacceptable, and explain your
minimum expectations
2. Ensure that your expectations are reasonable.
3. Let employees know that warnings play a significant role in the process of
establishing just cause, employees must be warned and told that discharge will result
if they continue to fail to meet the minimum standards.
4. Ensure that you take prompt corrective measures when required; failure to do so
could lead to a finding that you condoned your employee’s conduct.
5. Avoid sending mixed messages such as a warning letter together with a satisfactory
performance review
6. Provide the employee with a reasonable amount of time to improve performance
7. Be prepared to provide your employees with the necessary support to facilitate
improvements.

 A performance appraisal form is a legal document

 Raters must use only performance criteria that are relevant to the job
 Avoid non-relevant criteria
 A reasonable time must be set for performance improvement
 Well-documented performance shortcomings and use of feedback interviews have been
viewed favourably in court and with arbitrators
The essence of a performance appraisal is the feedback provided in a one-on-one conversation
called the formal appraisal discussion. This is an interview in which the supervisor and
employee review the appraisal and make plans to remedy deficiencies and reinforce strengths.
Unfortunately, surveys show that fewer than half of companies describe their performance
appraisal systems as effective or very effective; the reason for this is weak execution due to
managers abdicating their responsibility for screening out poor performers.

There are three basic types of formal appraisal discussion results.

Satisfactory- Promotable
Here, the person’s performance is satisfactory and there is a promotion ahead. This is the
easiest of the three formal appraisal discussions. The objective is to discuss the person’s career
plans and to develop a specific action plan for the educational and professional development that
the person needs to move to the next job.

Satisfactory- Unpromotable
This interview is for employees whose performance is satisfactory but for whom
promotion is not possible. Perhaps there is no more room in the company; some employees are
happy where they are and do not want a promotion.

Unsatisfactory- Correctable vs. Uncorrectable

When the person’s performance is unsatisfactory but correctable, the interview objective
is to lay out an action plan (such as a performance improvement plan [PIP]) for correcting the
unsatisfactory performance. A PIP highlights in writing the expectations of the employer and
employee, complete with the timeline (often 30 to 90 days) required to bring performance to
acceptable levels.

Preparing for the Formal Appraisal Discussion

An important component of the performance management process is the effective use of
feedback. This often happens in a formal appraisal discussion after the performance has been
evaluated.
There are three things to do in preparation for the interview.
1. First, assemble the data. Study the person’s job description, compare the employee’s
performance to the standards, and review the files of the employee’s previous appraisals.
2. Next, prepare the employee. Give the employee at least a week’s notice to review his or
her own work, read over his or her job description, analyze problems he or she may be
dealing with, and gather questions and comments for the interview.
3. Finally, find a mutually agreeable time and place and allow plenty of time for the
interview. Interviews with non-supervisory staff should take no more than an hour.

Performance Appraisal Problems and Solutions

Few of the things a manager does are fraught with more peril than appraising employees’
performance. Employees in general tend to be overly optimistic about what their ratings will be,
and they also know that their raises, career progress, and peace of mind may well hinge on how
they are rated. Thus, an honest appraisal inevitably involves an emotional component, which is
particularly difficult when managers are not trained on formal appraisal discussion skills. The
result is often dishonest appraisals or the avoidance of appraisals.

Validity and Reliability

Appraisal systems must be based on performance criteria that are valid for the position being
rated and must be reliable, in that their application must produce consistent ratings for the same
performance. Employee concerns about appraisal fairness are influenced by these characteristics
of the performance appraisal system.
Criteria used in performance appraisal must be accurate, or valid, to produce useful results.
Criteria must be (1) relevant to the job being appraised, (2) broad enough to cover all aspects of
the job requirements, and (3) specific. For example, including a broad criterion, such as
“leadership,” may not be relevant to non-management jobs and may be so vague that it can be
interpreted in many different ways.

Chapter 9
Employee benefits and services-

Employee Benefits; Indirect financial payments- there’s a monetary value

attached, but it’s not the person’s pay.
 Health and life insurance, vacation, pension, education plans, and discounts.

10 Best practices of the employee benefits industry

1. Funding models
2. Risk Management
3. Administration
4. Wellness
5. Service-level guarantees
6. Value added
7. Benchmarking and optimization
8. Disability management
9. Reporting
10.Employee communications
Objectives of a benefit strategy

Government-mandated benefits;
1. Employment insurance
2. Pay on termination of employment
3. Leaves of absence
4. Canada/Quebec pension plan (CPP/QPP)
5. Workers’ compensation
6. Vacation and holidays
7. Paid brakes

Government-mandated vs. Voluntary benefits

Life Insurance
• Group plans offer lower rates and inclusion of all employees
• Additional benefits:
– accidental death and dismemberment coverage
– critical illness insurance

Supplementary health care/medical insurance

• Supplements provincial healthcare plans
• Group rates lower than individual rates
• Employee usually pays a yearly deductible amount
• Usually includes prescription drugs, private/semi-private hospital rooms,
other health costs not covered by provincial plans
• May include dental, vision care, hearing aids

Long term disability

• Income to employees for absence due to non-work related long-term injury
or illness
• Usually 50% to 75% of pay
• Accelerating trend in claims
• Mental health issues are leading cause of disability claims

Retirement benefits
• Defined benefit pension plan
– benefits formula based on earnings and years of service
• Defined contribution pension plan
– benefits based on amount of contribution and value of fund
– group RRSP
• employer sets up RRSP fund
– deferred profit-sharing plan (DPSP)
• portion of profits is put into fund

Employee services
Personal services:
counselling services
employee assistance programs (EAPs)
other personal services (social and recreational)

Job-related services:
• subsidized childcare
• eldercare
 • subsidized employee transportation
• food services
• educational subsidies

Flexible benefits programs

• Individualized benefit plans to accommodate employee needs and
preferences
• Constraints:
– employer must limit total cost for each benefits package
– benefit plan must include certain items that are not optional
(government mandated benefits)

Chapter 8- strategic pay plans

Five components of total rewards;

1. Compensation
2. Benefits
3. Work-life program
4. Performance and recognition
5. Development and career opportunities

Basic considerations in determining pay rates

1. Union influences
2. Compensation policies
3. Perceptions of equity internally and externally
4. Legal considerations in compensation
  Employment/labour standards act
 Pay equity acts
 Human rights acts
 Canada/Quebec pension plan
 Other legislation(worker’s comp)

Pay Equity
• Providing equal pay to male-dominated job classes and female-dominated
job classes of equal value to the employer
• Aim is to provide equal pay to male & female-dominated job classes of
equal value
• Must ensure no gender bias in job evaluation

Establishing pay rates;

Stage 1; Job evaluation

A systematic comparison to determine relative worth of jobs within a firm.
• Benchmark jobs - critical to operations or commonly found in other
organizations
• Compensable factors - fundamental, compensable element of a job
• Skill
• Effort
• Responsibility
• Working conditions

Job evaluation methods

Classification/grading method
• categorizes jobs into groups
 • grade/group description: outlines level of compensable factors
required by each job
Point method
• identify compensable factors
• determine the degree to which each factor is present in each job

Step 2; Conduct a Wage Salary Survey

• Aimed at determining prevailing wage rates

• determine rates for benchmark jobs
• determine market rates for jobs
• collect data on benefits, recognition programs, etc.

• Commercial, professional and government surveys

Step 3; Combine Job Evaluation and Salary Survey Information

Wage curve
• a graphic description of the relationship between the value of the job and the
average wage paid for this job
Pay ranges
• a series of steps or levels within a pay grade, usually based on years of
service

Pay for Knowledge

• Competency-based pay (managers, professionals)
• Skill-based pay (manufacturing employees)
• Pay-for-knowledge program should include:
• competencies/skills directly important to job performance
• new competencies that replace competencies that are no longer
important

When to use Incentives

1. Performance pay cannot replace good management
2. Firms get what they pay for
3. Pay is not the only motivator
4. Rewards may undermine responsiveness

Types of Incentive Plans

• Operations employees
• Teams or groups
 • Senior managers and executives-short and long term
• Salespeople
• Organization-wide-profit-sharing; stock ownership

Chapter 10- Occupational Health and Safety

Workplace safety;
In a study of more than 1,600 individuals from 30 organizations, this research
found that 93% of people say their organization is at risk of an accident waiting
to happen because people are either unwilling or unable to speak up.

What is OH&S? OH&S Terms

• Occupational Health & Safety

– identification, evaluation, and control of hazards associated with a
work environment
• Occupational Injury
– any cut, fracture, sprain, or amputation resulting from a workplace
accident
• Occupational Illness
– any abnormal condition or disorder caused by exposure to
environmental factors associated with employment
• Lost-Time Injury
– workplace injury that results in employee missing time from work

Changing Perspectives on Risk and Liability

• Assumption of Risk (early 1900’s and before)

– belief that worker accepted risks of employment when job is accepted
– employers bore little or no responsibility for worker health and safety
– Shared responsibility among stakeholders (Current OH&S
programs)
– Employer
– Employee
– Government
– Organized labour
 • Shared responsibility among stakeholders (Current OH&S programs)
– Employer
– Employee
– Government
– Organized labour

Stakeholder Responsibilities

OH&S Legislation
• Based on principle of joint responsibility between workers and employers
• Intended to minimize work-related accidents and illnesses
• Laws fall into three categories:
– general health and safety rules
– rules for specific industries (e.g. mining)
– rules related to specific hazards (e.g. asbestos)

Employees Basic Rights

• The right to refuse dangerous work without penalty
• The right to participate in identifying and correcting health and safety
problems
• The right to know about hazards in the workplace

Younger Workers
• Growing emphasis on the health and safety of young workers
• 1 in 7 young workers is injured on the job
 • One-fourth of all workplace injuries involve workers aged 15 – 29 years
• Most common types of injuries are electrocution and machine injuries

The Supervisor’s Role in Safety

• Ensure workers comply with occupational health/safety regulations
• Advise/ instruct workers about safety
• Safety-minded managers must aim to instill workers desire to work safely

Joint Health and Safety Committees

• Opportunity for management and labour to work together to ensure a safe
and healthy workplace
• Usually consists between 2 & 12 members, at least half represent workers
• In small workplaces, one health & safety representative may be considered
sufficient

Workplace Hazardous Materials Information System (WHMIS)

• Workers have the right to know about hazards that may be associated with
certain chemicals used in the workplace
• WHMIS legislation is based on three elements:
1. Labels designed to alert the worker that the container contains a
potentially hazardous product
2. Material safety data sheets (MSDSs) outlining a product’s potentially
hazardous ingredients and procedures for safe handling of the product
3. Employee training

What Causes Accidents?

• Chance occurrences
– beyond management control
– Unsafe conditions
– equipment, procedures, storage, illumination, ventilation
– job itself, work schedule, psychological climate
– Unsafe acts
– carrying/lifting, operating unsafe speeds, avoiding safety
devices/equipment, not paying attention to surroundings

• In addition to unsafe conditions, three other work-related factors contribute

to accidents:
– the job itself
 – the work schedule
– the psychological climate of the workplace.

How to Prevent Accidents

• Reduce unsafe conditions:
– job design, remove physical hazards
– ensure safety precautions are taken
• Reduce unsafe acts:
– selection testing
– top-management commitment
– training and education
– positive reinforcement

OH&S Challenges in Canada

• Substance abuse
• Job-related stress
• Repetitive strain injuries
• Workplace toxins
• Viral pandemic
• Violence at work

Substance Abuse and the Law

• Human rights law (disability) vs. OHS laws (due diligence requirement)
• Testing is only legal if test is:
1. rationally connected to performance of the job
2. adopted in honest and good-faith belief that it is necessary for
fulfillment of work-related purpose
3. reasonably necessary to the accomplishment of the work-related
purpose

Job-Related Stress
• Mental health problems cost approximately 17% of payroll in Canada
• Impact of work-related health problems is estimated to be 51$ Billion
annually

Job-Related Stress-Causes
Environmental Factors:
• High demand job
• High levels of mental and physical effort
Personal Factors:
 • Self-esteem
• Health and exercise, work/sleep patterns
• Non-job-related problems

Repetitive Strain Injuries (RSI)

Activity-related soft-tissue injuries
• Employers must:
– advise and train workers about RSI’s
– identify and assess RSI risk factors
– encourage reporting of RSI symptoms early
– use ergonomic interventions
• Ergonomics:
– the art of fitting work equipment to the individual
– video display terminals is creating new health problems (eye strain,
back/neck aches, etc.)

Viral Pandemic
• Many organizations do not have a plan
• HR will be relied upon to respond to a pandemic:
– telecommuting and working at remote worksites
– compensation for absent employees
– occupational health for onsite employees

Violence at Work
• Legislation covers physical violence; some jurisdictions include
psychological/emotional violence
• Human rights laws prohibit forms of harassment and bullying
• Employers may be liable on the basis of negligence or failure to respond to
violent acts

Employee Wellness Programs

• Proactive approach to employee health and well-being
• Often include:
– stress management
– nutrition/weight management
– smoking cessation programs
– heart health/physical fitness programs
– ergonomics
Role of Human Resources
• OH&S is almost exclusively managed under the HR function
• OH&S is a well-developed area of labour law and administering compliance
is a natural outgrowth of the HR function
• HR must ensure that payment benefits are used most effectively to help
injured workers and ensure a prompt return to health and to work

CHAPTER 11- Managing employee seperations

Turnover
 The termination of an individual’s employment with an organization
 Turnover can be either permanent or temporary and can be a result of action
taken by either the employee or employer

Types of Turnover
Voluntary turnover:
Decision made by employee
quit
retirement
resignation

Involuntary turnover:
Decision made by employer
Dismissal
layoff

The Cost of Turnover

 Separation costs
 separation interview, administration, separation or severance pay
 Vacancy costs
 temporary workers, overtime, loss of sales due to vacancy
 Replacement costs
 recruiting/hiring replacement
 Training costs
 for replacement/formal & informal training
Reasons for voluntary Turnover

Reasons for Involuntary Turnover

 Unacceptable job performance
 Economic/financial pressures
 New strategic direction
Process must be fair and just

Fair and Just Disciplinary Process

1. Rules and regulations
 clear expectations of acceptable behaviour
 Progressive discipline
 warning, suspension, termination
 Appeals process
 allow employee to present their case

Providing Reasonable Notice

 Required when terminating an employee if just cause does not exist
 Considerations:
 General rule is 3-4 weeks per year service
 Failure to provide notice may result in wrongful dismissal
 Large group terminations require more notice
 Wrongful acts may result in punitive damages

Avoiding Wrongful Dismissal Suits

1. Use termination clause/ probationary period in employment contracts
 2. Document all disciplinary action
3. Do not allege just cause for dismissal unless can be proven
4. Clearly state settlement offer in writing
5. Include two managers in termination meeting

The termination interview

1. Plan the interview
2. Get to the point
3. Describe the situation briefly
4. Listen
5. Review all elements of the severance package
6. Identify the next step

Layoff
 Temporary withdrawal of employment to workers
Conditions:
1. no work available
2. situation expected to be temporary
3. management intention to recall employees
4. Alternatives:
5. pay reduction, use of vacation time, contingent workers, work sharing

Constructive Dismissal
 Employer makes unilateral changes in the employment contract that are
unacceptable to the employee
 Employee is eligible for reasonable notice and severance

Employee Engagement and Fairness in Employee Separations

 Managing employee separations in Canada includes:
 focus on exiting employees (legal compliance with reasonable notice
periods) as well as the remaining employees (employee engagement),
 effective communication to all employees
 Mitigates impact on employee engagement

Fairness in Employee Separations

 Distributive justice
 fairness of a decision outcome
 Procedural justice
 fairness of the process used to make a decision
 Interactional justice
fairness in interpersonal interactions