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Human Resource Management in Canada 12 edition - Cap U Final Exam with Detailed Answers 2024-2025 (Grade A+) EXPLAIN how to develop an orientation program. - ANSWER-New employees need a clear understanding of company policies, expectations regarding their performance, and operating procedures. Orientation is part of the socialization process that instills in new employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. Onboarding helps to reduce reality shock— the discrepancy between what the new employee expected from his or her job and its realities. DESCRIBE the five-step training process - ANSWER-(1) NEEDS ANALYSIS: identify the specific job performance skills needed, to analyze the skills and needs of the prospective trainees, and to develop specific, measurable knowledge and performance objectives. (2) INSTRUCTIONAL DESIGN: the actual content of the training program is compiled and produced, including workbooks, exercises, and activities. (3) VALIDATION: in which the bugs are worked out of the training program by presenting it to a small, representative audience. (4) IMPLEMENTED: (5) EVAULATED: follow- up step in which the program's successes or failures are assessed. DISCUSS two techniques used for assessing training needs. - ANSWER-(1) Analyze the audience to ensure that the program will be suited to their specific levels of education, experience, and skills, as well as their attitudes and personal motivations. (2) Use research to develop specific measurable knowledge and performance objectives. EVALUATE at least five traditional training techniques. - ANSWER-Traditional training techniques include on- the- job- training, apprenticeship training, informal learning, job instruction training, classroom training, audiovisual techniques, programmed learning, and vestibule or simulated training. DESCRIBE the three types of e- learning. - ANSWER-Three types of e- learning are computer- based training, online training, and electronic performance support systems. DESCRIBE how to evaluate the training effort. - ANSWER-In evaluating the effectiveness of a training program, four categories of outcomes can be measured: reaction, learning, behaviour, and results. EXPLAIN several common types of training for special purposes. - ANSWER-Today's organizations often provide training for special purposes, including literacy training, diversity training, customer service training, training for teamwork, and training for first- time supervisors/ managers. employee orientation (onboarding) - ANSWER-programs designed to introduce new employees to the job, the people they will be working with and the organization socialization - ANSWER-The ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. reality shock (cognitive dissonance) - ANSWER-The state that results from the discrepancy between what the new employee expected from his or her new job and the realities of it. training vs development - ANSWER-training: The process of teaching employees the basic skills/ competencies that they need to perform their jobs. development: training on long term nature task analysis - ANSWER-A detailed study of a job to identify the skills and competencies it requires so that an appropriate training program can be instituted. performance analysis - ANSWER-Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means (such as transferring the employee). Distinguishing between can't do and won't do problems is at the heart of performance analysis. electronic performance support systems (EPSS) - ANSWER-Computer- based job aids, or sets of computerized tools and displays, that automate training, documentation, and phone support. EXPLAIN the strategic importance of career planning and development in the context of today's talent shortage. - ANSWER-Career planning and development is a critical strategic issue in ensuring that the supply of necessary talent is available. It involves the deliberate process through which a person becomes aware of personal career- related attributes, and the lifelong series of activities that contribute to his or her career fulfillment. ANALYZE the factors that affect career choices. - ANSWER-... EXPLAIN the evolution of career development and the impact of that on employers and employees. - ANSWER-The focus on life trajectories involves reframing career development from traits and states to context, from prescriptive to process, from linear developmental job rotation - ANSWER-A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points. action learning - ANSWER-A training technique by which management trainees are allowed to work full time, analyzing and solving problems in other departments. behaviour modelling - ANSWER-A training technique in which trainees are first shown good management techniques, then asked to play roles in a simulated situation, and finally given feedback regarding their performance. (1) modelling (2) role-playing (3) social reinforcement (4) trainsfer of training management game - ANSWER-a development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations EXPLAIN the five steps in the performance manage-ment process. - ANSWER-1. Defining performance expectations and goals 2. Providing ongoing feedback and coaching 3. Conducting performance appraisal and evaluation discussions 4. Determining performance rewards/ consequences 5. Conducting development and career opportunities discussions DESCRIBE five performance appraisal methods and the pros and cons of each. - ANSWER-(1) Graphics rating scale; Pro: simple and most popular Con: standards unclear, halo effect, bias (2) Alternation ranking method: Pro: easier to distinguish best and worst employees, avoids central tendency Con: can cause disagreements among employees (3) Paired Comparative Method:Pro: very precise Con: difficult with large number of employees (4) Forced distribution method Pro: predetermined number of people in each group Con: (5) Critical incident method DISCUSS the major problems inhibiting effective performance appraisals. - ANSWER- (1) halo effect (2) central tendancy (3) unclear performance standards (4) strictness / leniency (5) appraisal bias DISCUSS 360- degree appraisal from multiple sources. - ANSWER-The use of 360- degree feedback has grown rapidly. Performance information is collected from the individual being appraised, his or her supervisor, other employees reporting to the person being appraised, and customers. This approach supports the activities of performance appraisal, coaching, leadership development, succession planning, and employee rewards and recognition. DESCRIBE the three types of appraisal interviews. - ANSWER-(1) Satisfactory - promotable (2) Satisfactory -nonpromotable (3) Unsatisfactory - correctable performance management - ANSWER-Goal oriented process directed toward ensuring that organizational processes are in place to maximize productivity of employees, teams, and ultimately the organizations. It includes goal setting , pay for performance , training and development , career management , and disciplinary action task performance - ANSWER-includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces contextual performance - ANSWER-An individual's indirect contribution to the organization by improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness beyond those specified for the job. graphic rating scale - ANSWER-The most widely used method for rating attributes. This method lists traits and provides a rating scale for each trait. The employer uses the scale to indicate the extent to which the employee being rated displays the traits. The rating scale may provide points to circle. A drawback of this approach is that it leaves to the particular manager the decisions about what is “excellent knowledge" or “commendable judgment" or "poor interpersonal skills". The results is low reliability, b/c managers are likely to arrive at different judgments. alternation rating scale - ANSWER-Ranking employees from best to worst ona particular trait. paired comparison method - ANSWER-Ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair. forced distribution method - ANSWER-Predetermined percentages of ratees are placed in various performance categories. critical incident method - ANSWER-Method of performance measurement based on managers’ records of specific examples of the employee acting in ways that are either effective or ineffective. Behavioural Anchored Rating Scale (BARS) - ANSWER-An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by Five basic elements of compensation for managers - ANSWER-The five basic elements of compensation for man-agers are salary, benefits, short- term incentives, long- term incentives, and perquisites. DEFINE pay equity and EXPLAIN its importance today. - ANSWER-Pay equity is intended to redress systemic gender discrimination as measured by the wage gap, which indicates that full- time working women in Canada make about 71 cents for every dol-lar made by full- time working men. Pay equity requires equal pay for female- dominated jobs of equal value to male- dominated jobs (where value is determined through job evaluation). 5 Components of Total Rewards - ANSWER-a) compensation b) benefits c) work-life programs d) performance and recognition e) development and career opportunities wage/ salary survey - ANSWER-A survey aimed at determining prevailing wage rates. A good salary survey provides specific wage rates for comparable jobs. Formal written questionnaire surveys are the most comprehensive. pay ranges - ANSWER-Set the upper and lower bounds of possible compensation for individuals whose jobs fall in a pay grade broad banding - ANSWER-Reducing the number of salary grades and ranges into just a few wide levels or " bands," each of which then contains a relatively wide range of jobs and salary levels. pay for knowledge systems - ANSWER-Pay- for- knowledge systems are known as competency- based pay (for management and professional employees) and skill- based pay (for manufacturing employees). DISCUSS how piecework and team or group incentive plans are used. - ANSWER- Piecework is the oldest type of incentive plan. Here, a worker is paid a piece rate for each unit that he or she produces. The differential piece-rate plan rewards workers by a premium that equals the percentage by which their performance is above standard. Group incentive plans are useful when the workers' jobs are highly interrelated. EXPLAIN how to use short- term and long- term incentives for managers and executives. - ANSWER-Most management employees receive a short-term incentive, usually in the form of an annual bonus linked to company or divisional profits. Long- term incentives are intended to motivate and reward top management for the firm's long- term growth and prosperity and to inject a long- term perspective into executive decisions. ANALYZE the main advantages and disadvantages of salary plans and commission plans for salespeople. - ANSWER-Salary plans for salespeople are effective when the main sales objective is finding new clients or servicing accounts. The main disadvantage of salary plans is that pay is not tied to performance. Commission plans attract high- performing salespeople who see that performance will clearly lead to rewards. The problem with straight commission plans is that there is a tendency to focus on" big- ticket" or " quick- sell" items and to disregard long- term customer relationships. EXPLAIN why money is somewhat less important as an incentive for professional employees than it is for other employees. - ANSWER-Money is somewhat less important as an incentive for professional employees than it is for other employees; professionals are already driven by the desire to produce high caliber work, and the time cycle of professionals' incentive plans tends to be longer than one year, reflecting time for research, design, and development of new products and services. Professionals seek recognition and support in the form of the latest equipment and support for journal publications. COMPARE the three types of organization- wide incentive plans. - ANSWER-Profit- sharing plans, employee share purchase/ stock ownership plans, and gainsharing plans are examples of organization- wide incentive plans. EXPLAIN under what conditions it is best to use an incentive plan. - ANSWER... ANALYZE the emerging emphasis on employee recognition. - ANSWER... fixed pay - ANSWER-Compensation that is independent of the performance level of the individual, group, or organization. variable pay - ANSWER-Any plan that ties pay to productivity or profitability. differential piece- rate plan - ANSWER-A plan by which a worker is paid a basic hourly rate plus an extra percentage of his or her base rate for production exceeding the standard per hour or per day. It is similar to piecework payment but is based on a percentage premium. employee benefits - ANSWER-Indirect financial payments given to employees. They may include supplementary health and life insurance, vacation, pension plans, education plans, and discounts on company products. Explain the role of employee’s benefits - ANSWER-The strategic importance of employee benefits is increasing in the post- job- security era. When benefits are aligned with business strategy, they can help to attract and retain the right people to achieve business objectives. DESCRIBE six government- sponsored benefits. - ANSWER-1) employment insurance, participation on joint health and safety committees. Employers are responsible for " due diligence"— taking every reasonable precaution to ensure the health and safety of their workers. Supervisors are responsible for ensuring workplace policies are well communicated and adhered to by employ-ees, and that employees’ concerns are dealt with in a safe and systematic manner. Employees are responsible for protecting their own health and safety and that of their co- workers. Employees have the right to know about workplace safety hazards, the right to participate in the occupational health and safety process, and the right to refuse unsafe work. EXPLAIN WHMIS legislation. - ANSWER-is a Canada- wide, legally mandated system designed to protect workers by providing crucial information about hazardous materials and substances in the workplace. WHMIS requires labelling of hazardous material containers, material safety data sheets, and employee training. ANALYZE in detail three basic causes of accidents. - ANSWER-There are three basic causes of accidents— 1) chance occurrences, 2) unsafe conditions, 3) and unsafe acts on the part of employees. In addition, three other work- related factors— the job itself, the work schedule, and the psychological climate— also contribute to accidents. DESCRIBE how accidents at work can be prevented. - ANSWER-One approach to preventing accidents is to reduce unsafe conditions by identifying and removing potential hazards. Another approach to improving safety is to reduce unsafe acts— EXPLAIN why employee wellness programs are becoming increasingly popular. - ANSWER-Employee wellness programs aim to improve employees’ health and reduce costs for sickness and disability claims, workers' compensation, and absenteeism. Wellness initiatives include physical fitness programs, smoking cessation programs, relaxation classes, and heart health monitoring. DISCUSS six major employee health issues at work and RECOMMEND how they should be handled. - ANSWER-Substance abuse is an important and growing health problem among employees. Techniques to deal with this challenge include disciplining, discharge, in- house counselling, and referrals to an outside agency. Stress, depression, and burnout are other potential health problems at work. Job stress can be reduced by ensuring that employees take breaks each day, providing access to counselling, and giving employees more control over their jobs. Repetitive strain injuries occur as a result of repetitive movements, awkward postures, and forceful exertion. Ergonomics is very effective at reducing RSls. burnout - ANSWER-A state of physical, emotional, and mental exhaustion created by long-term involvement in an emotionally demanding situation and accompanied by lowered performance and motivation DEFINE voluntary and involuntary turnover and explain the impact of each. - ANSWER- Turnover can be voluntary (employee initiated) or involuntary (employer initiated). HR considerations in managing turnover include making sure that there is enough talent to complete production demands as well as minimizing turnover costs to the organization. wrongful dismissal - ANSWER-An employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement. EXPLAIN the six steps in the termination interview. - ANSWER-The six steps in the termination interview are to 1) plan the interview carefully 2) get to the point 3) describe the situation 4) listen until the person has expressed his or her feelings 5) discuss the severance package 6) identify the next step. EXPLAIN various techniques for ensuring effective employee communication in organizations to help manage turnover. - ANSWER-Techniques for ensuring effective employee communication include suggestion programs, employee opinion surveys, and communication from management. A fair and just disciplinary process is based on three prerequisites: - ANSWER-rules and regulations, a system of progressive penalties, and an appeals process. Just cause - ANSWER-Employees who are dismissed without just cause must be provided with reasonable notice. This means paying them for several weeks or months in addition to the legally required notice period on termination. If the employee does not believe that the period of notice is reasonable, he or she may file a wrongful dismissal lawsuit. Constructive dismissal occurs when the employer makes unilateral changes in the employment contract that are unacceptable to the employee, even though the employee has not been formally terminated. constructive dismissal. - ANSWER-The employer makes unilateral changes in the employment contract that are unacceptable to the employee, even though the employee has not been formally terminated. performance appraisal process - ANSWER-( 1) defining performance expectations and goals ( 2) providing ongoing feedback and coaching, (3) conducting performance appraisal and evaluation discussions, ( 4) determining performance rewards/ consequences, 
