However, there is a growing focus on HR taking a more strategic role. Operational responsibilities include activities such as selection and assimilation into the organization, development of capabilities and transition out of the organization. Traditional roles of HR professionals include acting as an in-house consultant, offering advice on HR-related matters, formulating HR policies and procedures and other HR services.
Strategic responsibilities include getting involved in strategy formulation and execution. HR professionals together with line managers undertake environmental scanning, which helps the organization to identify and analyze internal strengths and weaknesses and external threats and opportunities. HR professionals can provide information about such things as the incentive programs used by competitors, pending legislative changes and impending labour shortages.
In terms of executing strategy, HR professionals act as change agents when organizations go through significant changes such as mergers, acquisitions, and downsizing.
HR also is involved in reducing labour costs by introducing strategies to reduce turnover, absenteeism and occupational injuries and accidents. Topic: Environmental Influences on HRM Skill: Applied 75 Key demographic and diversity issues faced by Canadian organizations include age, education, women, visible minorities, aboriginal people and persons with disabilities. With the baby boomers retiring within the next few decades, Canada is said to be faced with a looming shortage of skilled workers.
On the other hand is the Sandwich Generation, with responsibilities for bringing up children as well as caring for elderly relatives who are no longer capable of functioning independently. Therefore, organizations are forced to look at HR practices to accommodate the growing needs and concerns of these employees.
For example, some companies have started to provide eldercare benefits to those who have elderly relatives. Generation Y, who are now beginning to enter the workforce, are known as masters of technology and comfortable with authority and diversity. Organizations are yet again required to make changes to keep this group challenged and to manage the overall diversity in the workplace. With the level of education increasing amongst the Canadian workforce, managers are expected to try to ensure that the talents and capabilities of employees are fully utilized and that opportunities are provided for career growth.
Employment for women has steadily increased over the decades, and organizations are accommodating working women and shared parenting responsibilities by offering on-site daycare, emergency childcare support, and flexible work arrangements. Visible minorities are entering the labour market at a faster place than the rest of the population, which poses numerous challenges for employers with increased diversity. Employers are required to recognize foreign credentials and be fair in the recruitment and selection process to give opportunities to those who are new to Canada.
Persons with disabilities still continue to experience high rates of unemployment and underemployment, and to receive lower pay. Human Relations Movement: Concern for People A management philosophy based on the belief that the attitudes and feelings of workers are important and deserve more attention. The Human Resources Movement: Concern for People and Productivity A management philosophy focusing on concern for people and productivity. Arriving at this joint focus on people and productivity involved four evolutionary phases.
The main reason for this evolution has been economic factors such as globalization, intense competition and deregulation, which have made human capital more important. Many traditional sources of competitive advantage have become less powerful. Companies are now using human capital to create a competitive advantage. However, there are number of challenges that slow the progress. HR is still considered a cost-centre by most line and senior management.
Many HR professionals also need to acquire more broad -based business knowledge and skill sets and be recognized as equal business partners at the decision -making table. Increasingly HR is involved in providing ethics training, and monitoring to ensure compliance with the code of ethics. Key ethical issues facing Canadian organizations pertain to security of information, employee and client privacy, environmental issues, governance, and conflicts of interest. Main reasons for failure to achieve desired outcomes are attributed to lack of leadership and inadequate training.
Advantages of having an ethics program properly implemented include increased confidence among stakeholders, greater client, customer and employee loyalty, decreased vulnerability to crime, reduced losses due to internal theft and increased public trust.
B legislation has commonalities across jurisdictions. C it is specified under employment law. D it is required under the Human Rights Act. E it is required under Canada Labour Code. Two of such bodies include the: A ministry of labour and labour unions. B human rights commission and labour unions. C human rights commission and ministry of labour. D employment equity commission and ministry of labour. B the Charter of Rights and Freedoms. C human rights legislation. E pay equity legislation.
B Every jurisdiction in Canada has legislation incorporating the principle of equal pay for equal work. D In the federal jurisdiction, this principle has been incorporated into the Employment Standards Act since B an employer cannot pay male and female employees differently if they are performing substantially the same work. C there can be no pay discrimination on the basis of race, gender, or age.
D all people doing the same job should receive an identical pay rate. E male-dominated and female -dominated jobs of equal value must be paid the same. B principle of equal pay for equal work. C Income Tax Act. D gender-based discrimination principle. B is part of the Constitution Act of C applies to all Canadian employees and employers.
D ensures that no laws infringe on Charter rights. E takes precedence over all other laws. A The Charter allows laws to infringe on Charter rights if they can be demonstrably justified as reasonable limits in a free and democratic society. C It applies to employees in certain provinces only. D The Courts of Appeal are the ultimate interpreters of the Charter. E Employment standards legislation supercedes the Charter.
B actions of the federal government only. C actions of all governments and all employers. D actions of the federal, provincial and municipal governments. E public and private sector employers. A It provides for minority language education rights and provides the right to live and work anywhere in Canada.
B The Charter guarantees the right to strike. C The federal government is the final arbiter of the Charter. D The overall impact of the Charter on the LR scene has been significant.
E The Charter provides the right to live and work anywhere in Canada. B prohibits intentional discrimination only. C primarily affects compensation and selection. D affects every employer in Canada. E is quite limited in scope. B length of employment C national or ethnic origin.
D sexual orientation. E race. This is a direct violation of the: A human rights legislation of the applicable province. B Charter of Rights and Freedoms. C employment equity legislation of the applicable province D health and safety legislation.
E Employment Standards Act. C discrimination on the basis of association. D intentional indirect discrimination. E systemic discrimination. Several Sikh employees have refused to follow the rule as their religion forbids them from removing their turbans which is what is required in order for them to wear the hardhats. Which of the following is true?
A This is direct discrimination on the basis of religion. B This is systemic discrimination on the basis of religion. C This is intentional discrimination. D There is no discrimination. E This is systemic discrimination. B reverse discrimination. C systemic discrimination. D a permissible employer practice.
E discrimination on the basis of gender. B discrimination on the basis of age and race. C unintentional direct discrimination. D discrimination on the basis of age and gender. E a permissible employer practice. B systemic discrimination. C intentional direct discrimination. D protection against negligent hiring.
E pro-active recruitment. D discrimination on the basis of disability. E differential treatment. C intentional indirect discrimination. D intentional direct discrimination. This is an example of: A a neutral hiring policy. B discrimination on the basis of age. C a permissible employer practice. D discrimination on the basis of race and gender. E discrimination on the basis of race. B job-related employment tests.
C refusing to hire persons convicted of a crime in Canada. D internal or word-of-mouth hiring policies in work places that have not embraced diversity. E lack of explicit anti-harassment guidelines and internal or word-of-mouth hiring policies in work places that have not embraced diversity.
A Accommodation short of the point of undue hardship to the employer is acceptable in certain circumstances.
B An employer is only required to accommodate in the case of discrimination on the basis of gender. C Employers are not expected to adjust work schedules to accommodate religious beliefs. D Employers are expected to redesign a work station to enable an individual with a physical disability to do a job. E Employers are not expected to adjust employment policies and practices if discrimination is found.
B reasonable accommodation. C permissible discrimination. D reverse discrimination. E a bona fide occupational requirement. A Imposing rigid physical standards for certain jobs is not systemic discrimination. B It is not legally permissible to refuse to hire a blind person to drive a truck. C Accommodating the needs of an employee with depression to the point of undue hardship is not required in certain Canadian jurisdictions.
D Organizations must be able to show that any physical standards used for selecting employees for a particular job are truly necessary. E Accommodating work schedules around religious holidays is generally not required by human rights legislation.
This is an example of: A intentional and indirect discrimination. C reasonable accommodation. D a bona fide occupational requirement. E a violation of bona fide occupational requirement. A It is legally permissible for a bus company to require new drivers to be between the ages of 24 and 35 for the business purpose that newly hired drivers will get the least favourable routes and must therefore be young enough to cope with stress.
B The human rights tribunal has the power to order an employer to give a position to an individual who has been discriminated against and also has the power to order financial compensation for pain and suffering. C The human rights tribunal has the power to order an employer to give a position to an individual who has been discriminated against.
E Human rights legislation prohibits discrimination against all Canadians only in the area of employment. B refuse to hire persons as flight attendants who do not possess minimum qualification for the position. C indicate a hiring preference for single persons as pilots. D indicate a hiring preference for single persons as flight attendants.
E exclude pregnant women from applying as flight attendants. B includes unwelcome behaviour that demeans, humiliates, or embarrasses a person, and that a reasonable person should have known would be unwelcome. C on a prohibited ground is not constituted by directing derogatory remarks about Italians towards an Italian employee. E is prohibited on all prescribed grounds in all jurisdictions and is a violation of reasonable accommodation. B alleged harassers should be severely punished. C if harassment is occurring, supervisors can ignore it unless an employee reports it to them directly.
D having a harassment policy is sufficient to prevent harassment claims. B a BFOR. C sexual coercion. D executive privilege. E a job related annoyance. B toxic substances. C an occupational health and safety violation. D a direct link to tangible job benefits. E sexual coercion.
He makes unwelcome sexual remarks and jokes. His behaviour is offensive and intimidating to the female employees. B permissible behaviour as long as it does not violate a policy. C sexual annoyance. D permissible behaviour. B ensuring that a copy of the charge is placed in the file of the alleged harasser. C developing a policy that prohibits harassment on all grounds listed in the Canadian Human Rights Act. D applying harsh discipline without a proper investigation.
A A human rights commission can initiate a complaint if it has reasonable grounds to believe that a party is engaging in a discriminatory practice. C The only human rights cases that can be heard by the Supreme Court of Canada are those involving federally-regulated employers and employees. D Filing a human rights complaint involves significant employee costs.
E Most human rights complaints are settled by a Board of Inquiry or Tribunal. B a written letter of apology. C ordering an employer to discriminate on a different prohibited ground than the one complained about. D implementation of an employment equity program. E compensation for general damages. B women. C men. D homosexuals. B sexual harassment. C discrimination. D harassment. B concentration. C occupational segregation.
D underemployment. E underutilization. Despite his qualifications, Saleem has worked as a clerk in the shipping department of a company for the last year. B indirect discrimination. D underutilization.
E underemployment. B request employers under federal and provincial jurisdiction to have a better representation of the designated groups at all levels within the organization. C remove employment barriers and promote equality for the women, visible minorities, aboriginal people and persons with disabilities.
D remedy discrimination on the basis of gender, race, and disability. B increase occupational segregation. C increase representation of men in corporate board. D achieve a balanced representation of designated group members. E reduce effects of a poisoned environment. B a senior official should be appointed with the authority to discipline those failing to comply.
C senior management should be responsible for the implementation process. E an employment equity committee should be given ultimate authority. B an employment systems review. C stock data. D transactional analysis. E flow data. B obtaining senior-management commitment and support; employment systems review; diversity training; and systems review. C obtaining senior-management commitment and support; data collection and analysis; employment systems review; and diversity training.
D obtaining senior-management commitment and support; data collection and analysis; employment systems review; plan development; implementation; and monitoring. E obtaining senior-management commitment and support; data collection; employment systems review; training; and follow-up. B provincial legislatures.
C workers compensation boards. D Statistics Canada. B flow data. C a transactional analysis. D an employment systems review. E a utilization analysis. What type of data is this organization collecting? A statistical data B flow data C stock data D utility analysis data E internal data 49 50 Employment systems typically reviewed during an employment equity audit include: A profitability analysis.
B regression charts. C stock data and flow data. D examination of internal policies and procedures. E employee opinion survey. A In Canada, employment equity goals are often imposed by government. B Goals and timetables are the core of an employment equity program. C Only quantitative goals are applicable to employment equity.
D Goals should be tied to firm, fixed timetables. E Goals are the same as quotas. B an accommodation measure. C illegal preferential treatment. D a supportive measure. E a quantitative goal. B an employment equity policy. C an employment equity timetable. D an accommodation measure. E a positive measure. A qualitative goals. B quantitative goals. C accommodation measures. D positive measures. E supportive measures. B is an inevitable result of equal opportunity and equity legislation.
C is a major problem in Canada that needs immediate action. D can be avoided if realistic goals and timetables are established. B People with disabilities make up only 2. C Of all the designated groups, people with disabilities in the private sector have benefited least from the Employment Equity Act.
D People with disabilities still fall short of their estimated labour market availability. E The representation of persons with disabilities in the federal public sector increased to 5.
C is higher than their estimated availability. D more than doubled from 4. E more than tripled from 4. B targeted at the four designated groups. C a voluntarily-initiated employment equity initiative. D encompassed in legal compliance with human rights and employment equity legislation. E broader and more inclusive in scope than employment equity. B the fact that employees with different ethnic backgrounds often possess foreign -language skills.
C it is required by legislation. E ethical and social responsibility concerns only. B usually do not involve overcoming resistance to change.
C should be undertaken quickly. D involve a complex change process. E should be undertaken quickly and involve a complex change process. B diversity training programs. C activities to celebrate diversity. D support groups or mentoring programs. E top management commitment.
B try to educate employees about specific gender and cultural differences. C try to educate employees about specific cultural differences. D are designed to provide awareness of diversity issues. E should not be on-going. B diversity training for management. C diversity audits. D publications. E support groups. B broad based recruitment practices. D diversity audits and a mentoring program. E a harassment policy. B new hires are held accountable.
C formal assessments are completed. D supervisors are held accountable for them. E employees are recognized for them on performance appraisals. Provide examples of sexual coercion and sexual annoyance. It can be direct, indirect, in the form of differential treatment, or on the basis of association.
Deliberate discrimination does not have to be overt blatant. Unintentional discrimination, also known as systemic and constructive discrimination, is difficult to detect and combat. Typically, it is embedded in policies and practices that, although appearing neutral on the surface and being implemented impartially, have adverse impact on specific groups of people for reasons that are not job related or required for the safe and efficient operation of the business.
These areas are known as prohibited grounds of discrimination. These grounds change across provinces and territories. Some but not all jurisdictions prohibit discrimination on the basis of national or ethnic origin, family status, ancestry or place of origin and various other grounds.
Topic: Legislation Protecting Human Rights Skill: Recall 79 Reasonable accommodation deals with the adjustment of employment policies and practices so that no individual is denied benefits, disadvantaged in employment, or prevented from carrying out the essential components of a job on the basis of prohibited grounds of discrimination.
This may involve making adjustments to meet needs based on the group to which an individual belongs, such as schedule adjustments to accommodate religious beliefs, or on an individual employee basis, such as work station redesign to enable an individual with a physical disability to perform a particular task.
Employers are expected to accommodate to the point of undue hardship, a term for which there is no definitive definition. Generally, however, to claim undue hardship, employers must present evidence that the financial cost of accommodation even with outside sources of funding or health and safety risks to the individual concerned or other employees would make accommodation impossible.
Factors that cannot be taken into consideration include business inconvenience, customer preference, or disruption to a collective agreement. Refusing to make every reasonable effort to accommodate employees is a violation of human rights legislation. An example of reasonable accommodation would be installing an elevator in a government building to accommodate persons in wheelchairs. All types of sexual harassment can have negative impact on employees as well as the work environment.
Employees will feel uncomfortable seeing such work conditions, and employee morale and productivity can be significantly impacted. Absenteeism can increase amongst staff. They will have less and less trust in management if action is not taken. The organization can run the risk of facing legal action for condoning such behaviours. Topic: Legislation Protecting Human Rights Skill: Applied 81 The four designated groups are: women, visible minorities, aboriginal people and people with disabilities.
Differential treatment by employers include lower pay on average, occupational segregation, higher rates of unemployment, underemployment and concentration in low-status jobs with little potential for career growth. For example, women are still not represented adequately in senior management positions, though they make up more than one-half of the Canadian workforce. Similarly, visible minorities also experience similar issues in terms of occupational segregation.
Many immigrants are highly educated visible minorities. They are typically unable to obtain employment that makes full use of their knowledge, skills and abilities, which is called underemployment. The income of people with disabilities is much lower than that of other Canadian workers. Aboriginals are concentrated in three occupational groups: clerical, skilled crafts and trade, and semi-skilled manual work. It is a major management exercise because existing employees must be comfortable with other from diverse backgrounds, cultures, religions, etc.
The following are the key steps to follow when designing a program: 1. Obtaining senior management commitment and support—a written policy endorsed by senior management should be posted throughout the organization or distributed to all employees.
Data collection and analysis—this permits the organization to develop an internal work force profile. Employment systems review—a comprehensive examination of existing policies, procedures, practices, etc. Plan development—setting of goals and timetable. Monitoring, evaluating and revising. Canada has seen continued immigration from many lands during the last four decades and managers are managing an increasingly diverse work force.
Diversity in the work force can be positive if utilized and channelled properly. As research shows, diversity can enhance organizational effectiveness and culture. However, there are number of barriers that should be handled appropriately in order to reap the maximum out of diversity initiatives.
It is recommended that diversity initiatives be taken slowly, since they involve complex change processes. There may be resistance from the existing workforce which will have to be overcome. Stereotyped beliefs and prejudices can surface, creating resentment. B HR management. C PeopleSoft.
D HR technology. E HR server. B increased the administrative burden on the HR department. C reduced the administrative burden on the HR department. D prevented employees from accessing their personnel information. E not contributed to any changes in the HR department. The evolution of HR technology is characterized by: A 3 stages.
B 5 stages. C 4 stages. D 6 stages. The HR department was the sole custodian of all HR-related data. Therefore Nelu spends most of her time handling employee queries on personnel questions.
The company has: A advanced HR technology. B one-on-one coaching. If you're an educator Request digital exam copy Request print sample Download instructor resources. About Features Contents Resources About. For undergraduate business and management courses, as well as CIPD-accredited courses. Develop skills to put theory into practice, using academic research and current issues Human Resource Management, 11th Edition, by Torrington, Hall, Taylor and Atkinson is praised for its comprehensive scope of topics, coverage of important HRM issues and succinctness.
Key pedagogical features include:. Keep in touch with us. Sign up to Pearson's Product Updates If you don't want to miss out on our most recent publications and updates on products and services, please sign up to our product updates. Employee Testing and Selection. Interviewing Candidates. Training and Developing Employees. Performance Management and Appraisal. Managing Careers. Establishing Strategic Pay Plans.
Pay for Performance and Financial Incentives. Benefits and Services. Labor Relations and Collective Bargaining. Employee Safety and Health.
Managing Global Human Resources. Pearson offers affordable and accessible purchase options to meet the needs of your students.
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You have successfully signed out and will be required to sign back in should you need to download more resources. This title is out of print. Human Resource Management, 11th Edition. Gary Dessler, Florida International University. Availability This title is out of print. Overview Features Contents Order Overview. Description For courses in human resources and general management. For example: How to recruit and train new employees when their HR department is too busy to help.
How to avoid committing management malpractice. How to effectively address the possibility of terrorist threats. For example, Chapter 6 explains: o How managers use applicant-tracking systems to compile web-based resumes.
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