Solutions Manual for Canadian Human Resource Management Canadian 11th Edition by Schwind IBSN x Full download. Canadian human resource management textbook. Oakville / Halton Region07/04 / 11th edition of human resource management by Herman Schwind. How can I download Human Resource Management 11th Edition Rue Test Bank ? -in-canada-canadianth-edition-by-dessler-ibsnpdf.
|Language:||English, Spanish, Portuguese|
|ePub File Size:||17.61 MB|
|PDF File Size:||14.51 MB|
|Distribution:||Free* [*Regsitration Required]|
human resource management 11th edition pdf canadian human resource management 11th edition schwind pdf canadian human r. Test Bank for Canadian Human Resource Management 11th Edition by Schwind. Ls06z2 Dzqo Page 1 of 14 This chapter has 90 questions. Scroll down to. Canadian Human Resource Management Canadian 11th Edition Schwind Solutions Edition by David Shier, Jackie Butler, Ricki Lewis pdf,
How can performance standards be set for production jobs when job analysis information is insufficient? How would you set standards for a research scientist if you were chief scientist? Performance standards on production jobs can be set in a variety of ways.
Historical data can be used to determine what actual performance has been and that figure can serve as a standard, particularly in stable work environments with little technological change.
Time study can be used by studying the time it takes to do individual tasks. These tasks are timed repeatedly using the standard method to arrive at the rated job time. To this figure allowances are added for production delays, breaks, and other nonproductive time to determine the standard time for the job. With this time figure known, analysts can compute the stan- dard output.
In setting the standards for a research scientist, the chief scientist probably would want to use some form of participative goal setting. Under this approach the scientists discuss the job and the subordinate suggests likely standards. After review and discussion with the chief scientist, these standards are modified to the point that the standards are realistic and accepted.
What factors need to be considered when redesigning jobs? Of these, which is are most important? The factors to consider are efficiency, workflow, ergonomic considerations, employee considerations, autonomy, variety, task identity, feedback, and task significance. While efficiency is important, the needs of employees as well as environmental realities also affect job redesign efforts. Suppose you were assigned to write the job description in a shirt factory in British Columbia employing mostly Chinese immigrants who spoke little English.
What methods would you use to collect job analysis data? Perhaps the best approach is by direct observation. From observations, the analyst can complete the job analysis schedule and write up a job description.
The job description then can be checked with the supervisor to ensure that no important aspects of the jobs are overlooked. You work in the human resource department of a large brewery in Atlantic Canada. You are in the process of writing job descriptions for all managerial and supervisory staff. One manager who is in the production division of the brewery refuses to complete a job analysis questionnaire.
The best approach is to explain how the data is to be used. Most managers want the human resource department to do the best job it can during recruiting, compensating, training, and other human resource activities. The analysts might be able to convince the manager that a lack of completed job descriptions will reduce the level of service the department can provide this and other managers.
Direct observation might be a good start. It can identify many of the activities and the proportion of the manager's time each took. Discussions or completed questionnaires by other managers who did similar work can provide further insight.
Finally, the manager's superior can be asked to complete a questionnaire about the subordinate manager's job. Suppose you have been assigned to design the job of ticket clerk for a regional airline in Ontario. How would you handle the following trade-offs? Why or why not? Since airline ticket clerks often face bursts of activity just before a plane arrives followed by periods of relative calm, it would seem advisable that each clerk be fully cross-trained to handle the peak workload. However, if employees who were fully cross-trained tended to quit in a short time, the airline might be better off training people in only narrow specialties.
The more specialized jobs would require less training and take less time to master at a satisfactory level of performance. Although this may create some congestion at the time of check-in, the airline's loss of people would not be as costly and replacements could be trained quickly to fill in highly specialized jobs that become vacant.
Assume you are told to evaluate a group of jobs in a boat-building business. After studying each job for a considerable amount of time, you identify the following activities associated with each job. What job-redesign techniques would you recommend for these jobs, if any?
Cuts and sews material with very little variety in the type of work from day to day. Job is highly skilled and takes years to learn. Sands rough wood and fibreglass edges almost continuously.
Little skill is required in this job. Talks to customers, answers phone inquiries, suggests customized additions to special-order boats.
Cleans up completed boats, waxes fittings, and generally makes the boat ready for customer delivery. Few skills are required for this job. The sailmaker's job is probably viewed as a craft. To make the job more specialized might deprive the sailmaker of variety in types of sails or reduce the amount of task identity.
The sander has a boring job that is physically demanding. Since it is easy to learn, rotation with the boat preparer's job may add variety, and reduce boredom and fatigue.
Job rotation and possibly some job enrichment e. Sales representatives normally have a job with a high degree of variety, task identity, autonomy, and feedback. The job probably could not be specialized, and there is probably little need to expand the job through the addition of other behavioural principles. The boat preparer's job probably could be expanded through job rotation perhaps with the sander.
Also, this employee could be made a "troubleshooter" and do the final quality control check. What are the key performance dimensions of the instructor who is teaching this course? How will you go about setting performance standards for the individual?
Establish performance standards and associated time-bound, specific objectives in any of two areas of your choice. The Figure "Competency Model for a University Instructor" below provides guidelines for establishing suitable performance dimensions. Students can download this Figure from the book's Online Learning Centre http: It is for class discussion purposes.
Answers will vary HR plays a key role in job analysis and job design to improve productivity. What prompted the HR manager to make the statement? The HR manager realized that productivity was suffering.
To improve productivity, there needs to be a job analysis to redesign jobs. By redesigning the jobs, both performance and morale can be improved. If you were the HR manager, what arguments will you provide to convince the two supervisors of the desirability of job analysis and employee involvement teams? Job analysis provides the necessary information to the managers to plan for future HR requirements and help determine training needs.
Greater employee involvement will help motivate employees to work on their own. It can reduce monotony while create a greater sense of task significance to the team members. Answers will vary.
What is your evaluation of Lance's approach to the project? The major positive point is that Lance made an attempt to interview all the senior managers of the organization although he did not succeed in this. Some of the questions used by Lance also are proactive in tone e. He also seems to be working under the assumption that for a human resource department to be effective, it should meet the expectations of its clients in this instance, other managers, decision makers, and staff.
This is because other nonverbal cues and symbolic gestures can give additional insights into the respondent's frame of mind. However, Lance's approach has more weaknesses than strengths. The student may point out a number of theoretical and methodological flaws in Lance's approach. The following are given as sample items: Thus, forming any overall conclusion on any of the questions may be hard.
At this point, the instructor may want to ask students what conclusions they can form based on the three interviews. While there may not be complete agreement among the members of the class, the following may emerge as some tentative conclusions: Chapter 2 Job Analysis and Design 2.
What would you do if you were in Lance's position right now? Interviews are useful; however, a greater number of them need to be done, especially with all categories of employees, union officials, customers, colleagues, and subordinates of the human resource manager.
Staff in other regions should also be contacted either through mail questionnaires or telephone interviews.
The latter might be more expensive although it will increase the response rate. A combination of the two that is, a mail questionnaire followed by a telephone reminder or follow-up may be a good approach as it can protect the anonymity of the respondent and lead to more frank responses. A longer and more exhaustive interview schedule should be designed focusing on, among other things: Past human resource department records should be looked at to gauge the effectiveness and gaps in performance of the human resource department; these could give some insights into the responsibilities of the position.
For example, the union may be able to provide information on the number, type, and seriousness of employee grievances in the past; details of safety violations may also be available from the company itself or by contacting the local government agencies.
Employee turnover, absenteeism, and productivity data should give some indications to the researcher about the magnitude of the challenge awaiting the new human resource manager. Publications such as NOC, human resource magazines and reports, the job descriptions of human resource management in other similar organizations, etc. While interviewing managers and staff, ask for past critical incidents reflecting effective or ineffective human resource management. This could help in attempting to identify job specification and performance standards.
It may be useful to introduce the notion of job competencies to Maple Leaf Shoes, which would require the analysis of characteristics of high performers. Assume that you are invited as a consultant by CPIB. What procedures would you introduce that would ensure that the restudied job information was correct?
A variety of job analyses can be used to verify that the changed job descriptions are accurate. Through use of electronic questionnaires, the job incumbents can be surveyed periodically to determine what aspects of the existing job description is inaccurate and why there are different views of their jobs.
To check whether the job information is correct, the jobs could be studied by job experts through observations and interviews. Work colleagues and customers could also be interviewed individually or in groups to determine if the information is accurate. CPIB can computerize the collection of the job analysis data.
As well, a job analysis questionnaire, like Figure , can be completed through the computer by the job incumbents. This would also make it easier to analyze and compare the survey results, and can be more readily adopted to usable forms such as job descriptions and job specifications.
What additional skills and competencies would you focus on while planning a training program for CCTC staff? Traditional job specifications focus on competencies associated with high job performance. Competencies relevant to the CCTC staff also would include problem solving, analytical thinking, and leadership.
Broader conceptualizations of competencies include beliefs and values. For the CCTC staff, the performance standards can be established through work measurement and participative goal setting. Where the tasks do not have obvious standards, participative goal setting can be used.
Text Chapter Case: Motivating Performanc e across Generations Case: Time Management Case: The Scarlett Report Case: Canadian Human Resource Management Part 1: Strategic Human Resource Management 1. Generational conflict and motivators 2. Stages of team developmen t 4. Keeping different generations motivated Part 2: Planning Human Resources 2.
Job Analysis and Design 3. Human Resource Planning Part 3: Attracting Human Resources 4. Legal Requirements and Managing Diversity 1. Identify sources of conflict 2. Identify role conflict Identify conflict response styles 4. Skip to main content.
Log In Sign Up. Ls06z2 Dzqo Page 1 of 14 This chapter has 90 questions. Learning Objective: Keyboard Navigation - 90 Topic: Difficult - 22 Topic: Easy - 27 Topic: Moderate - 41 Topic: People are the common element in all social organizations. Keyboard Navigation Difficulty: Easy Gradable: Organizational goals are an organization's short- and long-term goals that human resource management aims to support and enable.
The field of human resource management is not related to key organizational goals, product-market plans, technology, and innovation. Human resource management is central to all organizations and all organizations have a dedicated human resource department.
A new venture or micro-business would initially have the entrepreneur perform HR related tasks. Moderate Gradable: Strategies for businesses are formulated at three levels: Difficult Gradable: Using the focus strategy, a firm concentrates on a segment of the market.
The firm may compete on the basis of either differentiation or cost leadership. Many organizations are now including specific strategies that directly consider their employees, such as a strategy to become one of Canada's "Top 50 Best Managed Companies. Boom and bust economic cycles are experienced the same across the country.
Economic forces are defined as economic factors facing Canadian business, including historical trends, global trade forces, and the force to increase one's own competitiveness and productivity levels. Canada's international trade advantage is due to its geographical location and multi-cultural population.
Companies can gain accreditation in productivity optimization processes through organizations like the International Association for Six Sigma Certification. Recruiting or developing innovative staff to create a culture of innovation within the organization is an example of a progressive human resource strategy. In firms with non-routine production processes such as advertising firms or software developers , flexible human resource practices that nurture creativity, innovation, and entrepreneurship may add more value.
Knowledge Management is an outcome of digital information systems. The move towards extractive industries increases the need for innovation and creates an environment that requires not only knowledge workers, but individuals who bring innovative thinking to their organization. Moving from a factor-based to a knowledge-based economy is a trend witnessed only in North America.
With an increased reliance on knowledge workers, organizations also start to face challenges associated with employees hiding and withholding knowledge. Educational attainment is the average academic level required to work at a particular job.
Educational attainment is not keeping pace with the growing knowledge based economy. The foundation skills for employability in the future as identified by the Corporate Council on Education are: Keyboard Navigation question 23 Difficulty: The impact of population aging is the same, regardless of geographical location.
The growing youth population-those under age entering the workforce has implications for Canada on a global scale. In today's workplace, leaders may be faced with up to four generations-generation Y, generation X, baby boomers, and traditionalists.
Cultural forces are challenges facing a firm's decision makers because of cultural differences among employees. Allophones are defined as someone whose native tongue is Albanian. In the discussion of ethics, there are 3 approaches to determine "Right" behaviour. The 3 approaches are: The reasons most often cited by HR professionals for engaging in unethical behaviours are: Equifinality means there are many paths to any given objective. The key to success is choosing the path that best aligns to the organization's strategic goals.
Keyboard Navigation question 31 Difficulty: Some organizations consciously make an effort to create an egalitarian, participative, and entrepreneurial work climate. HR practices such as seniority- and rank-based pay and top-down communication channels are likely to work best in this situation.
Performance appraisals indicates how well human resource activities have been carried out, since poor performance might often mean that selection or training activities need to be redesigned. Without a future orientation, the human resources department becomes proactive, not reactive.
Proactive approaches allow minor problems to become major ones. Human resource audits need not be done for the entire organization. The audit can be performed only on a division. Human resource managers must constantly scan their professional and social environment for clues about the future. New developments may mean new challenges.
Delegation reduces a manager's responsibility. When a human resources department first emerges, it is typically small and reports to a senior-level manager.