Industrial Relations in Canada 2nd

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Industrial Relations in Canada, 2e 6-1

Chapter 6 – The Management Perspective

TRUE/FALSE

1. Scientific management argued that workers should perform a small number of simple tasks.

ANS: T PTS: 1 REF: p. 176

2. The human relations view of management is the foundation of modern industrial relations.

ANS: F PTS: 1 REF: p. 177

3. It has been argued that human resources management minimizes workplace democracy.

ANS: T PTS: 1 REF: p. 178

4. The strategic choice framework can be used to examine how unions make strategic choices.

ANS: T PTS: 1 REF: p. 181

5. In a SWOT analysis, the w refers to workers.

ANS: F PTS: 1 REF: p. 183

6. Human resources strategies include an overall human resources philosophy.

ANS: T PTS: 1 REF: p. 184

7. Union removal strategies include paying unionized workers more than nonunionized workers.

ANS: F PTS: 1 REF: p. 186

8. TQM stands for totally qualified managers.

ANS: F PTS: 1 REF: p. 192

9. Nonunion employment–management programs are illegal in Canada.

ANS: F PTS: 1 REF: p. 193

10. Evidence to date suggests that employees in nonstandard work arrangements are better paid than
workers in standard jobs.

ANS: F PTS: 1 REF: p. 196

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-2

MULTIPLE CHOICE

1. Which approach reflects common-law employment relationships?

a. scientific management
b. human relations
c. master–servant relationship
d. human resources management
ANS: C PTS: 1 REF: p. 175 MSC: Remember

2. Why did employers hold more power than employees in the master–servant relationship even though
common law required them to pay wages?
a. collective bargaining enhanced their power
b. there were no rules about how much/how often employees were paid
c. court decisions favouring employees were ignored by employers
d. common law explicitly states that employers hold more power
ANS: B PTS: 1 REF: p. 175 MSC: Higher order

3. How did Taylorism perpetuate the master–servant relationship?

a. early assembly lines were small operations with few employees
b. time and motion studies required master–servant interaction
c. management decision making resulted in control of work and the workplace
d. productivity studies showed how to address social needs of workers
ANS: C PTS: 1 REF: p. 176 MSC: Higher order

4. Why was scientific management a logical evolution from the master–servant model of management?
a. large numbers of factory employees were more difficult to manage
b. Frederick Taylor’s theory built on earlier management theories
c. simple tasks of an earlier time gave way to more complex jobs
d. time–motion studies had not yet been invented
ANS: A PTS: 1 REF: p. 176 MSC: Higher order

5. Which of the following is a management approach grounded in the belief that effective management
techniques can minimize employer–employee conflict?
a. human relations
b. master–servant relationship
c. human resources management
d. Taylorism
ANS: A PTS: 1 REF: p. 177 MSC: Remember

6. What are two areas of prominent study in organizational behaviour/human resources?

a. compensation and employee satisfaction
b. training and performance
c. performance and compensation
d. employee satisfaction and performance
ANS: D PTS: 1 REF: p. 177 MSC: Remember

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-3

7. According to human resources management, managers represent the relationship between which of the
following?
a. human resources professionals and the employer
b. groups of employees and their employers
c. employees and unions
d. individual employees and their employers
ANS: D PTS: 1 REF: p. 177 MSC: Higher order

8. How does the textbook describe the way employees view the fairness of workplace procedures?
a. equity
b. organizational justice
c. distributive justice
d. procedural justice
ANS: D PTS: 1 REF: p. 178 MSC: Remember

9. Human resources professionals seek to achieve balance between which factors?

a. compensation and performance
b. efficiency and inequity
c. fairness and efficiency
d. equity and opportunity
ANS: C PTS: 1 REF: p. 178 MSC: Remember

10. Freely negotiated collective agreements fill the vacuum between which competing interests?
a. employee rights and firm success
b. management rights and labour tribunal rights
c. government’s need for labour peace and political agendas
d. exploitation and unsafe work practices
ANS: A PTS: 1 REF: p. 178 MSC: Higher order

11. What does Barbash’s concept of equity have in common with organizational justice theory?
a. employee voice
b. meaningful work
c. fair treatment at work
d. non-discrimination at work
ANS: C PTS: 1 REF: p. 178-179 MSC: Higher order

12. What are two essential elements that contribute to workplace equity?
a. voice and due process
b. procedural and organizational justice
c. conflict and class
d. equity and efficiency
ANS: A PTS: 1 REF: p. 178-179, 194
MSC: Remember

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-4

13. Dunlop’s concept of substantive rules corresponds to which organizational justice concept?
a. distributive justice
b. procedural justice
c. equity
d. due process
ANS: B PTS: 1 REF: p. 179 MSC: Remember

14. How are human resources management and industrial relations similar?
a. Both place the organization’s needs first.
b. Both separate strategy from function.
c. Both believe that bargaining is the best way to ensure equity.
d. Both were founded on organization justice theory.
ANS: D PTS: 1 REF: p. 179 MSC: Higher order

15. What trend did the United States share with Canada from the 1960s to the 1980s?
a. competitive pressure from globalization
b. highly unionized public sector
c. shifts of products from nonunion to union worksites
d. employers opening new locations in nonunion jurisdictions
ANS: A PTS: 1 REF: p. 179-182 MSC: Higher order

16. Which view emphasizes the importance of management and strategies in industrial relations?
a. master–servant
b. human relations
c. strategic choice framework
d. Taylorism
ANS: C PTS: 1 REF: p. 180 MSC: Remember

17. Strategic choice theory highlights the importance of decision making at what level?
a. union
b. firm
c. individual employee
d. work group
ANS: B PTS: 1 REF: p. 180 MSC: Higher order

18. Why would an enterprise union not easily fit the strategic choice model?
a. An enterprise union is management-run.
b. An enterprise union is a political association.
c. An enterprise union puts all of its effort into collective bargaining goals.
d. An enterprise union has little power compared to management.
ANS: C PTS: 1 REF: p. 181 MSC: Higher order

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-5

19. Back-to-work legislation is often justified as an example of government action at which level of the
strategic choice model?
a. collective bargaining
b. workplace
c. long-term strategic
d. procedural
ANS: A PTS: 1 REF: p. 181 MSC: Higher order

20. Which argument suggests that the strategic choice framework applies in Canada?
a. The United States is our largest trading partner.
b. There is a rise in nonunionized industries in Canada.
c. There is a rising union density in Canada’s private sector.
d. Governments have shifted toward supporting labour issues.
ANS: B PTS: 1 REF: p. 182 MSC: Higher order

21. Which argument suggests that the strategic choice framework does NOT apply in Canada?
a. Labour legislation in Canada is pro-management.
b. Canada’s union density rate has fallen rapidly.
c. Union organizing has avoided new sectors of the economy.
d. Canada’s public sector is heavily unionized.
ANS: D PTS: 1 REF: p. 182-183 MSC: Higher order

22. Which management strategy is grounded in the belief that it is acceptable for part (if not all) of the
operation to be unionized?
a. union resistance
b. union acceptance
c. union substitution
d. union removal
ANS: B PTS: 1 REF: p. 185 MSC: Remember

23. In which management strategy does management seek to limit the spread of unions in the firm?
a. union resistance
b. union removal
c. union substitution
d. union acceptance
ANS: A PTS: 1 REF: p. 185 MSC: Remember

24. Which management strategy related to unions reflects Dunlop’s shared ideology?
a. union substitution
b. union avoidance
c. union removal
d. union acceptance
ANS: D PTS: 1 REF: p. 185 MSC: Higher order

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Industrial Relations in Canada, 2e 6-6

25. The text suggests that there is a trend in Canada toward which management strategy?
a. union acceptance
b. union resistance
c. union removal
d. union substitution
ANS: B PTS: 1 REF: p. 187 MSC: Remember

26. Which of the following is a comprehensive human resources strategy designed to improve the
effectiveness of the organization?
a. strategic human resources management
b. human relations
c. high-performance work practices
d. participative management
ANS: C PTS: 1 REF: p. 188 MSC: Remember

27. High-performance practices can be classified into which group?

a. employee renewal
b. employee motivation
c. management-by-design
d. union removal
ANS: B PTS: 1 REF: p. 188 MSC: Remember

28. Which of the following is a high-performance model that includes teams, job enrichment, and
extensive communication?
a. cost-based model
b. equity-based model
c. compensation-based model
d. participation-based model
ANS: D PTS: 1 REF: p. 189 MSC: Remember

29. Which characteristic is considered key to participative management?

a. Reward systems are in place.
b. It is common for decisions to be made at the highest level.
c. There is limited investment in training and development.
e. Jobs are designed so that workers handle small, specialized parts of the product.
ANS: A PTS: 1 REF: p. 190 MSC: Remember

30. Which of the following industries has been at the forefront of team research?
a. space
b. retail
c. financial services
d. manufacturing
ANS: D PTS: 1 REF: p. 191 MSC: Remember

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-7

31. What characteristic do nonunion employee–management plans share with unionized workplaces?
a. Workers pay dues similar to union dues.
b. Employee representatives are democratically elected by workers.
c. Employers pay workers for attendance at association meetings.
d. Minutes of meetings are edited by management.
ANS: B PTS: 1 REF: p. 193 MSC: Higher order

32. Which of the following is an example of nonunion representation?

a. total quality management
b. joint councils
c. strategic choice management
d. labour federations
ANS: B PTS: 1 REF: p. 193 MSC: Remember

33. Which group would not have access to grievance arbitration under labour law?
a. Newfoundland and Labrador Medical Association
b. Canadian Union of Public Employees
c. Imperial Oil joint council
d. Ford Motor Company
ANS: C PTS: 1 REF: p. 193 MSC: Higher order

34. What reason does the text give for arguing that many professional organizations are quasi-union in
nature?
a. They can go on strike.
b. They include skilled tradespersons.
c. They are certified by labour relations boards.
d. They limit the supply of qualified labour.
ANS: D PTS: 1 REF: p. 194 MSC: Higher order

35. Why are nonstandard work arrangements popular as a management strategy?

a. They align staffing levels with production.
b. They provide work–life balance.
c. They standardize work schedules for employees.
d. They enhance the relationship between pay and performance.
ANS: A PTS: 1 REF: p. 195 MSC: Higher order

SHORT ANSWER

1. Name three key principles of Barbash’s concept of equity

ANS:

1. Employees need to have a say in the work they perform (“voice”).

2. Employees require due process in the handling of complaints.
3. Employees are entitled to fair treatment at work.
4. Employees are entitled to meaningful work.
5. Employees need fair compensation and secure employment.

Copyright © 2012 by Nelson Education Ltd.

Industrial Relations in Canada, 2e 6-8

PTS: 1 REF: p. 178

2. Kochan, Katz, and McKersie’s strategic choice framework states that IR decisions are made at three
levels. What are the three levels?

ANS:
1. The business level (i.e., long-term strategic level);
2. The collective bargaining level; and
3. The day-to-day workplace level.

PTS: 1 REF: p. 180

3. What are the three key elements of human resources strategies?

ANS:
1. Specific practices (e.g., selection, promotion)
2. Specific policies (e.g., policies and procedures related to performance appraisal)
3. Overall human resources philosophy

PTS: 1 REF: p. 184

4. Describe the two high-performance models that have emerged in Canada.

ANS:
1. Compensation-based. This focuses on rewards (e.g., compensation) as a way to improve firm
productivity and innovation. It often includes forms of incentive pay (skill-based pay,
profit-sharing, etc.).
2. Participative management. This focuses on increasing employee participation/involvement as a
way to improve firm productivity. As such, it examines how giving front-line employees more
decision making and control can improve firm performance. It often uses teams and TQM.

PTS: 1 REF: p. 189

5. Employers argue that nonstandard work provides many advantages to both workers and employers.
Discuss (1) the advantages of nonstandard work as proposed by employers, and (2) the research
evidence concerning these jobs versus “standard” jobs.

ANS:
1. Employers argue that nonstandard work arrangements can offer the advantages of increased
flexibility, better work–life balance, improved ability to recruit and retain employees, lower
turnover rates, less employee stress and anxiety, less commuting time, and lower child-care
costs.
2. The evidence to date suggests that employees in nonstandard work arrangements have fewer
benefits, lower wages, and less job security relative to workers in “standard” jobs.

PTS: 1 REF: p. 196

Copyright © 2012 by Nelson Education Ltd.