CH-9-12 Managing Compensation – Managing Human Resources : Book Guide

This Document Contains Chapters 9 to 12 Chapter 9: Managing Compensation Answers to End-of-Chapter Discussion Questions 1. Nurses at Adelphi Hospital, located in British Columbia, have been quitting their jobs for more lucrative deals in the United States. The hospital’s administration would like to pursue a coherent strategy that would not only address its compensation issues but also patient care and overall client satisfaction. Suggest different compensation objectives to match Adelphi’s goals. Answer: Compensation objectives include policies reflecting (1) the internal wage relationship among jobs and skill levels; (2) the external competition or an employer’s pay position relative to what competitors are paying; (3) a policy of rewarding employee performance; and (4) administrative decisions concerning elements of the pay system, such as overtime premiums, payment periods, and short-term or long-term incentives. In this case, objectives (2) and (4) may be the most important, given the fact that nurses are leaving Canada for the United States. However, since hospitals in Canada are publicly owned, it is more difficult to compete with privately owned U.S. counterparts. Therefore, they may wish to focus on (1) and (3), as well as provide other intrinsic motivators for performance and retention. 2. Discuss how factors internal to the organization may affect compensation levels and the wage mix. Answer: There are four issues to discuss: a. Employer’s Compensation Strategy—The wages and salaries received by employees will be determined, in part, by the employer’s compensation policy. Some employers may wish to be a wage leader in the area or industry, while others may desire to pay average wages or to be a wage follower. Employers should set pay policies reflecting: (i) the internal wage relationship among jobs and skill levels; (ii) the external competition or an employer’s pay position relative to what competitors are paying; (iii) a policy of rewarding employee performance; (iv) administrative decisions concerning elements of the pay system such as overtime premiums, payment periods, and short-term or long-term incentives b. Worth of a Job—Organizations generally base the worth of jobs on the subjective opinions of people familiar with the jobs when there is no formal compensation program. Job evaluation is used when a formal compensation program exists in order to aid rate determination. Compensation professionals believe that the worth of a job should be based on more than market prices or using only an internally driven job evaluation program. A job’s value should be based on the total value delivered to an organization. c. Employee’s Relative Worth—Employee performance can be recognized and rewarded through promotion and with various incentive systems. Superior performance can be rewarded by granting merit raises on the basis of steps within a rate range established for a job class. Sometimes, merit raises are automatic and thus result in a lack of motivation, especially when the budget is low. d. Employer’s Ability to Pay—Pay levels are limited to earned profit and other financial resources available to employers. Organizations with huge financial burdens may ask their employees to take pay cuts. An organization’s ability to pay is based on employee productivity, the investments in labour-saving equipment, and the number of employees required to perform the job. 3. What is job evaluation? Explain the differences between the major job evaluation systems, noting the advantages and disadvantages of each. Answer: Job evaluation is the systematic analysis of jobs in order to determine the relative value of each job in relation to all other jobs within the organization. Job evaluation seeks to establish internal equity among various jobs. The two non-quantitative approaches to job evaluation are the ranking method and the classification method. The ranking method compares jobs to each other to obtain a simple rank order of jobs from lowest to highest. Jobs are compared to each other based on some criteria (e.g., responsibility), or on the jobs as a whole. The classification method slots jobs into predetermined grades. Written “grade descriptions” are created by identifying some common denominator(s) (e.g., skills, knowledge, etc.). Higher grades are written as having more of the significant denominator(s). The two quantitative job evaluation methods are the point method and the factor comparison method. The point method evaluates jobs by breaking jobs down into agreed upon compensable factors (e.g., responsibility, skill, effort, and working conditions), and then allocating points to each of these criteria. Weights can be assigned to these factors depending on their importance to the organization or jobs. Jobs are evaluated by comparing their content to the compensable factors, thereby obtaining a total point score for each job. Jobs with similar total points are grouped together into pay grades. The factor comparison method uses key jobs for the evaluation process. Key jobs are normally compared to five compensable factors, and the factors are ranked for each key job. Monetary rates of pay are also assigned to each compensable factor for each key job. When these steps are completed, a factor comparison scale is established and used to evaluate other organizational jobs. 4. What are pay grades and pay ranges? In a step-by-step manner, discuss how an organization’s wage structure is determined. Answer: Pay grades are groups of jobs within a particular class that are paid at the same rate. When the classification system of job evaluation is used, jobs are grouped into grades as part of the evaluation process. When the point system is used, pay grades must be established at selected intervals that represent either the point or the evaluated monetary value of these jobs. Generally, organizations provide a range of rates for each pay grade. The rate ranges may be the same for each grade or proportionately greater for each successive grade. Rate ranges generally are divided into a series of steps that permit employees to receive increases up to the maximum rate for the range on the basis of merit or seniority, or a combination of the two. Most salary structures provide for the ranges of adjoining pay grades to overlap. The purpose of the overlap is to permit an employee with experience to earn as much as or more than a person with less experience in the next higher job classification. The final step in setting up a wage structure is to determine the appropriate pay grade into which each job should be placed on the basis of its evaluated worth. Traditionally, this worth is determined on the basis of job requirements without regard to the performance of the person in that job. Under this system, the performance of those who exceed the requirements of a job may be acknowledged by merit increases within the grade range or by promotion to a job in the next higher pay grade. 5. Laws governing compensation raise important issues for both employers and employees. Discuss the following: a. The effect of mandatory overtime b. The effects of raising the minimum wage c. Pay equity: is it needed? Answer: These are very broad questions that are difficult to respond to, given their complexity and the amount of research that has been done on these topics. It might be wise to provide students with some articles to assist them in responding to these questions. Examples of excellent published academic papers that deal with these issues are found in the Recommended Reading section. a. Mandatory overtime can have both positive and negative effects on employers and employees. While it can help employers meet fluctuating demand and increase productivity in the short term, it may lead to employee burnout, decreased morale, and turnover in the long run. Additionally, mandatory overtime can strain work-life balance, negatively impacting employee well-being and job satisfaction. From a legal standpoint, employers must comply with regulations regarding overtime pay rates and employee rights, which can increase administrative burdens and costs. Overall, the effect of mandatory overtime depends on how it is managed and balanced with employees' needs and rights. b. Raising the minimum wage can have significant implications for both employers and employees. On the one hand, it can improve the standard of living for low-wage workers, reduce poverty, and stimulate consumer spending, which can benefit businesses. However, it may also increase labor costs for employers, potentially leading to job losses, reduced hiring, or increased prices for goods and services. Moreover, industries with a high proportion of minimum wage workers, such as retail and hospitality, may be disproportionately affected by wage increases. Balancing the economic benefits of raising the minimum wage with potential challenges such as inflation and unemployment requires careful consideration and policy formulation. c. Pay equity, or the principle of equal pay for equal work, is essential for ensuring fairness and equality in the workplace. Despite legal protections against gender, race, and other forms of discrimination in pay, significant disparities persist in many industries and occupations. Pay equity initiatives aim to address these disparities by promoting transparency, accountability, and fairness in compensation practices. By ensuring that employees receive equitable pay for comparable work, pay equity contributes to a more inclusive and diverse workforce, enhances employee morale and engagement, and reduces turnover and legal risks for employers. While implementing pay equity measures may require upfront investments in data analysis, training, and policy development, the long-term benefits for organizations and society as a whole outweigh the costs. 6. The Pay Equity Commission proposes three methods to make pay equity comparisons: • The job-to-job comparison method • The proportional value comparison method • The proxy comparison method Read about these methods at http://www.payequity.gov.on.ca/en/resources/pe_guidelines/ge_10.php. What are some of the problems of developing a pay system based on each of these methods? Answer: The major problem is one of measuring the comparable worth of completely different types of jobs in different employment situations. Equal pay for comparable work also ignores the impact that the labour market and collective bargaining can have on the rate employers are forced to pay for certain jobs. Employer ability to pay also can have an effect on the rates that can be paid for certain jobs. HRM Experience: Why This Salary? 1. What factors may account for the wide differences among salaries for different occupations? Answer: This question can be answered by referring students to the factors affecting the wage mix as discussed in the chapter. Some jobs are paid more because they have more worth (e.g., they are more important) to the employer. The job of airline pilot is worth more to an airline than the job of flight attendant. The same reasoning could be cited for the difference in wages between a computer services manager and a motel desk clerk. Also, some employers may have a compensation strategy to be a wage leader in the hope of attracting and retaining quality employees. The employer’s ability to pay can greatly affect what it pays employees relative to similar positions in other organizations. Finally, the skills, abilities, and knowledge of employees can significantly affect their salaries relative to other employees doing a like job. For example, in a college faculty, some teachers may be paid more than others because of their ability to publish articles in premier journals or because they have superior teaching records. Several factors contribute to the wide differences among salaries for different occupations. Firstly, the level of education and skill required for a particular job significantly influences salary disparities, with occupations requiring specialized training or advanced degrees typically commanding higher pay. Secondly, market demand for certain skills and professions plays a crucial role, with occupations in high-demand industries often offering higher salaries to attract talent. Thirdly, the level of experience and expertise within a specific field can lead to salary discrepancies, with more experienced professionals typically earning higher salaries than their less-experienced counterparts. Additionally, geographical location and cost of living differences can impact salary levels, with salaries often adjusted to reflect local economic conditions. Furthermore, the size and profitability of the employing organization can influence salary disparities, with larger and more profitable companies often able to offer higher salaries than smaller or less profitable ones. Moreover, prevailing economic conditions, such as inflation rates and labor market dynamics, can affect salary levels across industries and occupations. Additionally, factors like unionization, government regulations, and prevailing social norms regarding income distribution can also influence salary differences among occupations. Lastly, individual negotiation skills and bargaining power can impact salary outcomes, with some individuals able to negotiate higher salaries than others based on their negotiation prowess or market value. 2. Now check on compensation rates in your city and compare these to those in Toronto or Vancouver and Lethbridge, Alberta. What factors account for the differences among salaries for identical occupations in different cities? Answer: Factors that may account for the difference are (a) area wage rates, (b) differences in cost of living, and (c) collective bargaining. 3. What factors may account for the differences among salaries for the identical occupations in different organizations? Answer: An employer’s compensation strategy, worth of the job to the organization, the employer’s ability to pay, and the worth of the job to the organization are factors accounting for the differences among salaries for the identical occupation in different organizations. Notes for End-of-Chapter Case Studies Case Study 1: Pay Decisions at University Health Foods on Wheels 1. What factors should Amelia consider when setting the wage for the purchasing agent position? What resources are available for them to consult when establishing this wage? Answer: She should consider both internal and external factors. Internal factors have been reviewed in Discussion Question 2. External factors include labour market conditions, area wage rates, and cost of living. She can consult websites such as Workopolis to see if there are any similar positions available in her region or in Canada. She can also take advantage of HRIS and Salary Surveys: employers can obtain a variety of wage and benefit data from both public and commercial websites. These sites are readily available and easily accessed. Commercial websites can be found in different human resources and compensation journals. Survey Finder has a database of hundreds of compensation surveys offered by more than 50 independent vendors. When setting the wage for the purchasing agent position at University Health Foods on Wheels, Amelia should consider various factors. Firstly, she should assess the job market to determine the prevailing wages for similar positions in the industry and geographical area. Secondly, she should take into account the candidate's level of experience, skills, and qualifications required for the role. Additionally, the company's budget constraints and financial resources should be considered to ensure the wage is sustainable. Factors such as job responsibilities, working conditions, and potential for career growth within the organization should also be weighed. Amelia can consult resources such as industry salary surveys, labor market reports, and compensation benchmarking data to establish a competitive and fair wage for the purchasing agent position. Moreover, seeking input from HR professionals or consulting with compensation experts can provide valuable insights into best practices and market trends in setting wages. Furthermore, considering the company's compensation philosophy and values regarding fair pay and employee retention can guide decision-making in setting the wage. Lastly, soliciting feedback from current employees or conducting salary negotiations with potential candidates can help ensure alignment between the offered wage and market expectations while meeting the organization's talent acquisition goals. 2. Are there any incentive pay systems Amelia should consider? Discuss a few options. Answer: Incentives are discussed in Chapter 10. Amelia might consider some kind of pay for performance; however, the position is complex, and therefore a team-based incentive might be better. Amelia could consider several incentive pay systems to motivate and reward employees at University Health Foods on Wheels. One option is a performance-based bonus system, where employees receive additional compensation based on achieving predetermined performance targets or metrics, such as meeting or exceeding sales goals or reducing procurement costs. Another option is a profit-sharing plan, where employees receive a share of the company's profits as an incentive for contributing to its financial success. Additionally, a commission-based pay system could be implemented for sales or procurement staff, where employees earn a percentage of the revenue generated or cost savings achieved through their efforts. Furthermore, stock options or equity-based incentives could be offered to key employees, providing them with a stake in the company's long-term success and growth. Moreover, recognition and rewards programs, such as employee of the month awards or quarterly performance bonuses, can incentivize excellence and foster a culture of achievement within the organization. These incentive pay systems can help align employee efforts with organizational goals, drive performance, and enhance employee engagement and satisfaction. Case Study 2: CBC/Radio-Canada 1. What type of job evaluation did CBC/Radio Canada use? Answer: Point system. CBC/Radio-Canada used the point-factor job evaluation method. 2. What are the advantages and limitations of this system? Answer: The biggest advantage of the point system is that it provides a more refined basis of making judgements than ranking or classification systems, thus producing results that are more valid and less easy to manipulate. They are also perceived to be fairer. The biggest disadvantage of the point system is the complexity in building it. Chapter 10: Pay for Performance: Incentive Rewards Answers to End-of-Chapter Discussion Questions 1. Individual level performance pay systems have been heavily criticized by scholars and other experts. Using merit pay as an example, discuss the pros and cons of individual performance pay systems. Answer: Merit raises may not always achieve their intended purpose since employees come to expect the increase and see it as an entitlement unrelated to their performance. Sometimes merit raises are based on seniority or favouritism. Compensation specialists recognize the following problems with merit pay plans: • Money available for merit increases may be inadequate to satisfactorily raise all employees’ base salary. • Managers may have no guidance in how to define and measure performance. • Employees may not believe that their compensation is tied to effort and performance. • Employees and their managers may hold different views of the factors that contribute to job success. • Merit plans may create feelings of pay inequity. 2. Assume you are a consultant for a small fast-food retail outlet. What would be your suggestions for key steps in designing a successful incentive plan? Discuss a few recommendations you would suggest with respect to incentives for exceptional performance. Why? Answer: For an incentive plan to succeed, employees must have some desire for the plan. Employee acceptance can be heightened by employee involvement in the design and administration of the program. Employees must see a clear connection between the incentive payments they receive and their job performance. This connection is more visible if there are objective quality or quantity standards by which they can judge their performance. This requires mutual trust and understanding between employees and their supervisors. A successful incentive plan should include the following: • Identify important organizational metrics that encourage employee behaviour. • Involve employees. • Incentive programs should seem fair to employees. • Find the right incentive payout. • Payout formulas should be simple and understandable. • Establish a clear link between performance and payout. 3. CEO pay has been heavily criticized in North America, especially in the United States. Discuss both reasons for and reasons against high executive pay. Answer: Some of the “pro” comments might be that large financial incentives are a way to reward superior performance; business competition is pressure-filled and demanding; good executive talent is in great demand; effective executives create shareholder value; stock options can serve to retain key executive personnel when exercising the options is linked to a specific vesting period, perhaps two to four years (this is called “golden handcuffs” because it entices executives to stay with an organization for this period). Some of the “cons” would be that incentive plans cause executives to focus on quarterly profits to the detriment of long-term survival and growth objectives. Stock options are under attack and the Canadian Coalition for Good Governance is attempting to change compensation packages and link them more closely to long-term goals. 4. Many students are attracted to companies that promote themselves as “green” or environmentally friendly. What kinds of incentives could a “green” company offer to its employees? Answer: A “green” company could offer the following incentives to its employees: • Bonus for carpooling or using mass transit • Bonus for telecommuting one day per week to reduce greenhouse gases • Bonus and or gainsharing for generating energy or other efficiencies savings for the organization • Profit-sharing for establishing new programs that save resources 5. Because of competitive forces within your industry, you have decided to implement a profit-sharing plan for your employees. Discuss the advantages of profit sharing and identify specific characteristics that will ensure success for your plan. Answer: The philosophy behind profit sharing is to have employees share in the success (profits) of the organization. The intent is to give employees the opportunity to raise their income by contributing to the growth of the organization. Profit sharing is intended to make employees feel like “partners” with top executives and other stakeholders of the organization. Profit-sharing plans appear to work best when employees can see a connection between their individual efforts and contributions and organizational success (i.e., a pay-for-performance connection). Plans should also pay off frequently to be seen as motivational. 6. What are some of the advantages and disadvantages of ESOPs? Answer: The reasons for the growth of ESOPs include pressure to stave off takeover bids and pressure to provide retirement benefits for employees. Employers also recognize that, if properly administered, the plans can have motivational value. The problem with ESOPs is that the stock may not have much value when employees attempt to sell it, because there may be no market for it. Some owners have used the plans to overstate the value of the stock they are distributing to employees, thereby realizing an undeserved personal gain. HRM Experience: Awarding Salary Increases • The exercise will provide students with the difficult problem of evaluating the performance of employees and granting salary increases based on those evaluations. • Emphasize that salary increases should be awarded based on objective and measurable performance criteria. Salary increases given in this way are less subjective and certainly more defendable if challenged by employees. When salary increases are based on an employee’s family life or the subjective comments of other employees, then supervisors can be accused of favouritism. High performing employees will be upset when they are not rewarded based on their merit and other employees receive increases because of personal needs or unfavourable circumstances. • Explain that it is not always easy for supervisors or managers to exclude the personal needs of employees when granting salary increases. However, supervisors and managers who base salary rewards on objective observation of employee performance will be appreciated by all work group members. • Have students present their results to this exercise and their reasons for awarding the salary increases. Notes for End-of-Chapter Case Studies Case Study 1: Executive Compensation: The Case of Ontario Hospital Executives 1. Are CEOs and key executives worth the large pay packages they receive? Explain. Answer: If CEOs are not provided with a large pay package, then they are likely to leave the organization. Moreover, economic arguments lead one to believe that executives deserve to be paid at high levels, since their actions heavily impact upon the success of the organization. Moreover, good executive talent is in high demand and effective executives create shareholder value. Students may argue that they are not worth that amount, but putting a cap on executive salary would bring with it challenges, too. The value of large pay packages for CEOs and key executives is a subject of debate and scrutiny. On one hand, proponents argue that these compensation packages are necessary to attract and retain top talent, particularly in competitive industries or global markets. They suggest that executive compensation is often tied to performance metrics such as company profitability, stock performance, and strategic objectives, aligning the interests of executives with those of shareholders. Additionally, advocates argue that high compensation reflects the significant responsibilities, expertise, and leadership required of top executives, as well as the potential risks and pressures associated with their roles. However, critics contend that excessive executive pay can be unjustified and disproportionate to actual performance or value creation. They argue that disparities between executive compensation and that of rank-and-file employees contribute to income inequality and erode employee morale and organizational culture. Moreover, concerns have been raised about the role of executive compensation in driving short-termism, encouraging risky behavior, and undermining long-term sustainability and stakeholder interests. Additionally, skeptics question the effectiveness of pay-for-performance models, noting instances where executives receive substantial rewards despite poor company performance or ethical lapses. Ultimately, whether CEOs and key executives are worth their large pay packages depends on various factors, including the company's performance, industry norms, corporate governance practices, and societal expectations. Striking the right balance between rewarding executive talent and ensuring accountability, transparency, and fairness in compensation decisions is essential for maintaining trust and sustainability in corporate leadership. 2. Do you agree with Peter Drucker that corporate executives should receive compensation packages no larger than a percentage of the pay of hourly workers? Explain. Answer: While Peter Drucker's proposal to limit executive compensation packages to a percentage of the pay of hourly workers may have merit in principle, it oversimplifies the complexities of executive pay and may not be a universally applicable solution. Drucker's idea reflects concerns about income inequality and the widening gap between executive pay and that of rank-and-file employees, which can undermine morale and social cohesion within organizations. However, setting a rigid percentage limit on executive pay relative to hourly workers' wages may not adequately account for differences in industry, company size, performance, and executive responsibilities. Executives often shoulder significant responsibilities, such as strategic decision-making, leadership, and risk management, which may warrant higher compensation relative to frontline workers. Moreover, executive compensation is often influenced by market forces, competition for top talent, and shareholder expectations, making it challenging to implement a one-size-fits-all approach. Instead of imposing arbitrary limits, a more effective approach may involve greater transparency, accountability, and fairness in executive compensation practices. This could include implementing rigorous performance metrics, independent oversight, and shareholder input in determining executive pay. Additionally, fostering a culture of pay equity, where compensation decisions are based on merit, contribution, and long-term value creation for all stakeholders, can help address concerns about excessive executive pay while promoting organizational sustainability and employee engagement. In summary, while Drucker's proposal highlights important issues related to executive compensation and income inequality, a more nuanced and context-specific approach may be needed to address these challenges effectively. 3. Do you think that executives in the broader public sector, such as hospital executives, should receive such large pay packages? Answer: Since the public finances the public sector, some might argue that the public has a say in how much executives are paid. But we live in an open-market world where, if we do not compete with the private sector (e.g., offer competitive salaries for our executives), then we will be left with poorer-performing executives, which will hurt the public sector in the long run anyway. Case Study 2: Team-Based Incentive Rewards: Not Your Usual Office 1. Do the results from the survey illustrate typical complaints about teams and specifically about team incentive rewards? Explain. Answer: The complaints that are noted by the sales reps are typical problems found in ineffective teams. Not all employees like working in teams and may prefer working alone or in an environment where they either rise or fall on their own merit. Free riders (those who benefit from the superior work of others) can be low-producing employees or simply employees who take advantage of the high productivity of the team. For example, teams made up of they often complain that one team member doesn’t pull his or her share and becomes a free rider. Teams do not always produce synergy, especially when team members do not get along together or refuse to share their skills or knowledge in a collaborate effort. Also, managers of teams must assure employees that all teams have an equal opportunity to earn bonuses. When performance goals favour one team over another (i.e., that some teams are assigned more difficult regions than others), problems will inevitably arise. 2. If appropriate, what changes would you recommend to improve the incentive reward program? Be specific. Answer: They may offer various changes to improve the incentive rewards program. Several of the more obvious changes might be as follows: To ensure that all teams have an equal chance to earn the maximum. If some regions are more difficult than others, then this should be taken into consideration in calculating the bonus. The team bonus could be divided among team members based on their individual contributions. Thus, superior performers would receive larger bonuses compared to low producers. Unequal cash distributions can serve to eliminate the free-rider problem. An evaluation of each team member can be based upon peer reviews, supervisory evaluations, individual performance measurement scores, or a combination of these methods. To improve the incentive reward program, I would recommend several specific changes: 1. Clear and Measurable Goals: Ensure that the program's objectives are clearly defined and aligned with the organization's strategic priorities. Establish measurable performance metrics that allow employees to track their progress and understand the criteria for earning rewards. 2. Transparent Criteria: Increase transparency in the selection criteria for rewards to foster trust and fairness among employees. Clearly communicate the performance benchmarks, eligibility requirements, and evaluation process to all participants. 3. Tailored Incentives: Customize incentive rewards to match individual preferences, motivations, and performance levels. Offer a range of incentives, including monetary bonuses, recognition awards, career development opportunities, and non-monetary benefits, to accommodate diverse employee needs and preferences. 4. Timely Recognition: Implement a timely and responsive recognition process to acknowledge employees' achievements promptly. Provide regular feedback and recognition throughout the performance evaluation period to reinforce positive behaviors and encourage continuous improvement. 5. Performance Feedback: Offer constructive feedback and coaching to employees to help them understand their strengths, areas for improvement, and developmental opportunities. Provide ongoing support and guidance to help employees maximize their performance and achieve their goals. 6. Employee Involvement: Involve employees in the design and evaluation of the incentive reward program to ensure it reflects their needs, interests, and feedback. Solicit input from frontline workers, team leaders, and other stakeholders to identify areas for improvement and innovation. 7. Training and Development: Invest in training and development programs to enhance employees' skills, capabilities, and job satisfaction. Offer opportunities for professional growth, skill-building workshops, and leadership development initiatives to empower employees to reach their full potential. 8. Performance Recognition: Recognize and celebrate outstanding performance and achievements publicly to motivate employees and reinforce desired behaviors. Implement a peer-to-peer recognition system where employees can nominate and commend their colleagues for exceptional contributions. 9. Continuous Improvement: Regularly evaluate the effectiveness of the incentive reward program through employee feedback surveys, performance reviews, and program metrics. Identify areas for improvement and refinement based on feedback, emerging trends, and best practices in incentive management. 10. Communication and Engagement: Enhance communication channels to keep employees informed about the incentive reward program's updates, changes, and success stories. Foster a culture of engagement, collaboration, and recognition where employees feel valued, motivated, and empowered to contribute to the organization's success. 3. Would management have benefited from employee involvement in the initial design and implementation of the program? Explain. Answer: When establishing teams, experience has demonstrated that it is always prudent to involve employees both in the design and implementation of the program. Employee involvement helps to achieve commitment to the program since employees have a say in program design. This is particularly true when setting performance measures. Employees can also serve to identify problem areas—areas unanticipated by management. Also, employees who “buy into” the concept of teams can serve to answer the questions of employees who might have reservations about how the team concept will work or how employees can benefit from teaming. Chapter 11: Employee Benefits Answers to End-of-Chapter Discussion Questions 1. Assume that you have been hired as the human resources manager of a small computer software firm with 180 employees. The CEO has asked you to design a strategic benefits plan for the firm. Using the knowledge gained in this chapter and book, discuss the key steps you would suggest in such a plan. Answer: I would want to involve employees at the outset, by creating a committee of a range of employees from different occupational groups. Their remit would be to generate a survey to administer to all employees to find out what types of benefits would be useful for them. Then I would evaluate current employee benefit providers and cost them according to the preferences of the employees. I would consider using flexibility in the package, as long as it wasn’t too costly. Lastly, I would ensure that an effective communication strategy was put together to showcase the benefits package, ensure that employees view them as part of their rewards package, and ensure understanding of the program. Training might be necessary for some employees. 2. Many organizations are concerned about the rising cost of employee benefits and question their value to the organization and to the employees. (a) In your opinion, what benefits are of greatest value to employees? To the organization? Why? (b) What can management do to increase the value to the organization of the benefits provided to employees? Answer: This question is designed to stimulate discussion about benefits and their value to the organization and its employees. (a) They should be encouraged to express their opinions and to present evidence, if possible, to support them. (b) Management can increase the value of benefits to the organization by having clearly established objectives for the program, by determining the optimum benefit combination, and by providing for employee participation. Careful attention should be given to the controlling of costs of benefits and other problem areas, such as those discussed in the text. (a) In my opinion, benefits of greatest value to employees include health insurance coverage, retirement savings plans, paid time off, and opportunities for professional development. These benefits contribute to employees' overall well-being, job satisfaction, and sense of security. For the organization, benefits that promote employee health and financial stability can lead to higher productivity, lower turnover rates, and enhanced employer branding. Additionally, benefits that support work-life balance and employee development can help attract and retain top talent, ultimately contributing to organizational success and competitiveness. (b) To increase the value to the organization of the benefits provided to employees, management can take several actions. Firstly, they can conduct regular reviews of benefit offerings to ensure alignment with employee needs and preferences, as well as industry benchmarks. Secondly, management can enhance communication and education about available benefits to ensure employees fully understand and utilize them. Thirdly, they can explore cost-effective ways to expand benefit options, such as offering flexible work arrangements or wellness programs that promote employee health and productivity. Additionally, management can negotiate with benefit providers to secure favorable terms and pricing, maximizing the value of benefits within budget constraints. Moreover, soliciting feedback from employees through surveys or focus groups can help identify areas for improvement and tailor benefit offerings to better meet employee expectations and organizational goals. 3. Benefits account for a significant percentage of payroll costs for organizations. Name three ways in which you, as an employer, would try to reduce the costs of benefits. Answer: Employers can reduce the cost of benefits in the following ways: (1) education and motivation, which includes communicating the costs of benefits; provide incentives to employees to reduce costs; teach employees how to live healthy lifestyles and how to plan for retirement. (2) Change coverage that includes dollar limits on benefits; eliminate duplicate coverage for spouses; remove upgrades; introduce minimum fees to be paid by employees. (3) Change the system that includes forming partnership with pharmacies to provide discounts; move to defined contribution plans; move to a claims management approach; and audit claims. 4. Do you agree with the argument that the benefits for time not worked are the ones most readily available to reduce employer costs? Explain. Answer: Yes, I agree with the argument that benefits for time not worked are the ones most readily available to reduce employer costs. Benefits such as paid time off, sick leave, and vacation time represent fixed costs for employers, regardless of whether employees utilize them. By managing these benefits effectively, employers can control labor costs and optimize workforce productivity without directly impacting wages or other variable expenses. Additionally, offering flexible work arrangements, such as telecommuting or compressed workweeks, can further reduce overhead costs associated with office space and utilities. Moreover, benefits for time not worked can contribute to employee satisfaction, retention, and morale, leading to long-term cost savings through reduced turnover and increased productivity. Overall, strategically managing benefits for time not worked allows employers to achieve cost savings while supporting employee well-being and work-life balance. 5. As was mentioned in the opening of this chapter, many employees do not know details of the benefits they receive. Discuss how you would go about designing and implementing a communications plan to address this issue. Look to Highlights in HRM 11.1: Crafting an Effective Benefits Communication Program Answer: on page 394 provides the following points: • In building an identity: • Design materials that are eye-catching and of high interest to employees. • Develop a graphic logo for all material. • Identify a theme for the benefits program. • In writing benefit materials: • Avoid complex language when describing benefits. • Provide numerous examples to illustrate benefits specifics. • Explain all benefits in an open and honest manner; don’t conceal unpleasant news. • Explain the purpose behind the benefit and value of the benefit to employees. • In publicizing benefits information: • Use all popular employee communication techniques. • Maintain employee self-service technology to disseminate benefits information and update selections. • Use voice mail and send benefits information. • Employ presentation software to present information to groups of employees. • Maintain benefits hotline to answer employee questions. To design and implement a communications plan addressing employees' lack of knowledge about benefits, I would first conduct a comprehensive assessment to understand employees' information needs, preferred communication channels, and barriers to accessing benefit details. Drawing from the insights provided in Highlights in HRM 11.1, I would develop clear and concise messaging tailored to different employee demographics and preferences. Utilizing a variety of communication channels such as email, intranet portals, and informational sessions, I would ensure that information about benefits is accessible and easily understandable. Incorporating visual aids, such as infographics or videos, can enhance engagement and comprehension of complex benefit details. Implementing a regular communication cadence, including scheduled updates and reminders about open enrollment periods or changes to benefit offerings, can help keep employees informed throughout the year. Moreover, providing opportunities for two-way communication, such as Q&A sessions or feedback mechanisms, can address employees' questions and concerns in real-time, fostering trust and transparency. Collaborating with benefits providers and HR professionals to deliver consistent and accurate information is essential to the success of the communications plan. Lastly, monitoring and evaluating the effectiveness of the communications plan through metrics such as employee engagement surveys or participation rates in benefit programs can inform ongoing improvements and ensure continued relevance and impact. 6. Many organizations are introducing flexible benefit plans. Why? What are the advantages and disadvantages? Answer: Advantages include: employees select benefits that match their needs; benefits selections adapt to changing and diverse workforce; employees gain greater understanding of the benefits offered to them and the costs incurred; employers maximize the psychological value of their benefits program by paying only for the highly desired benefits; employers limit benefit costs by allowing employees to “buy” benefits only up to a maximum amount. Disadvantages may include: poor employee benefits selection results in unwanted financial costs; there are certain added costs to establishing and maintaining the plan; employers may choose benefits of high use to them that might increase employer premium costs. 7. Given the costs of employee benefits, should cash-strapped organizations provide discretionary benefits? Why or why not? Support your answer with reference to examples. Answer: There are numerous examples throughout this chapter that highlight the motivational value of discretionary benefits. It may also increase attraction and retention of top talent. Cash-strapped organizations should carefully consider providing discretionary benefits, weighing the costs against the potential benefits to both employees and the organization. While discretionary benefits can enhance employee satisfaction, engagement, and retention, they may strain limited resources, particularly for organizations facing financial constraints. In some cases, offering discretionary benefits may not be feasible without compromising essential operations or jeopardizing the organization's financial stability. However, there are instances where even cash-strapped organizations may find value in providing discretionary benefits, such as implementing low-cost or no-cost initiatives that yield significant returns in employee morale and productivity. For example, offering flexible work arrangements, recognition programs, or opportunities for skill development can enhance employee well-being and performance without significant financial investment. Ultimately, the decision to provide discretionary benefits should be guided by a thorough cost-benefit analysis, considering the organization's financial situation, strategic priorities, and the potential impact on employee satisfaction and organizational outcomes. 8. Assume your team has been hired as a benefits consultant by a small business with
50 to 60 employees. What benefits do you believe this employer should offer, given its limited resources? Explain why you would offer these benefits. Answer: These discussion questions are included to foster a group discussion on employee benefits. After teams have formulated their answers, have each team select a spokesperson to report the team’s findings. Given the limited resources of the small business with 50 to 60 employees, I would recommend offering essential benefits such as health insurance coverage, retirement savings options like a 401(k) plan with employer matching contributions, and paid time off including vacation and sick leave. These benefits are crucial for attracting and retaining talent, as they address employees' fundamental needs for healthcare, financial security, and work-life balance. Additionally, offering a flexible spending account (FSA) or health savings account (HSA) can provide employees with tax-advantaged options for managing healthcare expenses. Furthermore, providing access to employee assistance programs (EAPs) can support employees' mental and emotional well-being, contributing to a healthier and more productive workforce. Lastly, investing in training and development opportunities, such as tuition reimbursement or professional development stipends, can help employees enhance their skills and advance their careers, ultimately benefiting both the employees and the organization. HRM Experience: Understanding Employer Benefit Programs This exercise presents an excellent way to reinforce, and learn, about the topics discussed in this chapter. To obtain the full benefit from this exercise, have the teams present their findings to the entire class. Note the similarities and differences in the different benefit programs. Notes for End-of-Chapter Case Studies Case Study 1: Evaluate the Work‒Life Climate in Your Company After students have completed the questionnaire, have them discuss their findings in a class discussion. Have students describe programs their employers have that facilitate a work–life climate. Case Study 2: Maple Leafs’ Family-Friendly Benefits: An Unexpected Backlash 1. Do managers like Janis Blancero face a more complicated decision when evaluating the personal requests of employees versus evaluating employees’ individual work performance? Explain. Answer: In general, managers and employees tend to view “flexible” in degrees. A manager may feel that he or she is being sufficiently flexible by overlooking an employee’s lateness because of childcare commitments. The employee, however, may see this as “normal” and expect flexibility that extends to taking Fridays off. However, not all employees have children, but have other responsibilities that they deem equally significant, and will feel that they are entitled to the same “flexibility” as those who have families. One must remember that employees have job duties and they must perform them at a level that meets the organization’s requirements. If an employee’s use of a flexible schedule causes his or her work to be undone or late, this puts undue hardship on his or her managers or co-workers, and is not an acceptable level of performance. 2. (a) Should MLCS establish a policy for granting flexible work schedules? Explain. (b) If you answered yes, what might that policy contain? Answer: (a) In this case, MLCS does not have a formal policy on flexible schedules, and as a result, Janis is being bombarded by requests that are of a subjective nature. By having a policy against which these decisions can be evaluated, it eliminates the subjectivity out of the decision making and eliminates any sense that she may be “playing favourites.” (b) The policy must first contain a statement that productivity must not be compromised. In addition, it should strive to eliminate any specific bias toward those who have children and be more inclusive to all employees. MLCS should develop the policy through a consultative process with its employees to ensure that whatever guidelines against which requests will be evaluated have been developed based on employee input. 3. If you were Janis Blancero, how would you resolve this dilemma? Explain? Answer: If I were Janis Blancero, I would approach the dilemma by first seeking to understand the perspectives and concerns of both the firm's president and the company controller. Then, I would facilitate a transparent and constructive dialogue between the two parties to address their differing views on the appropriate treatment of the costs associated with the equipment. I would emphasize the importance of adhering to accounting principles and regulations while also considering the potential impact on the company's financial statements and stakeholders' perceptions. Additionally, I would explore alternative solutions or compromises that align with both ethical standards and business objectives, such as amortizing the costs over a longer period to mitigate the immediate impact on profits. Moreover, I would consult with accounting experts or external auditors to gain insights and recommendations on how to best resolve the dilemma in a manner that upholds integrity and transparency. Ultimately, I would prioritize ethical decision-making and strive to reach a resolution that maintains the company's credibility and financial integrity while also satisfying the concerns of all stakeholders involved. Chapter 12: Promoting Safety and Health Answers to End-of-Chapter Discussion Questions 1. Ergonomics-related injuries now account for over 40 percent of lost-time injuries in the province of Ontario. Prepare a list of the most common types of ergonomics-related injuries, and then make suggestions about how employers could reduce these types. Answer: Ergonomics is an interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings such as computers, chairs, desks, and so forth. They should prepare a list of the most common types of ergonomics-related injuries and present this list in class. Employers could reduce these types of injuries by providing notice and training for employees, conducting pre-injury hazard assessment, involving employees, planning and executing, filing injury reports and evaluating and assessing the ergonomics program. 2. Learn about the safety programs at your institution. In what ways do you think that they might be similar to safety programs in the workplace? In what ways might they be different? Answer: At my institution, safety programs are designed to ensure the well-being and security of students, faculty, staff, and visitors across campus. Similar to safety programs in the workplace, these programs prioritize hazard identification, risk assessment, and injury prevention through training, policies, and procedures. Both workplace and campus safety programs may include elements such as emergency response plans, safety training sessions, regular inspections, and reporting mechanisms for incidents and hazards. Additionally, both aim to cultivate a culture of safety consciousness, accountability, and compliance among stakeholders. However, there are also notable differences between safety programs at educational institutions and those in the workplace. For instance, campus safety programs often encompass a broader range of hazards and risks, including academic, residential, recreational, and transportation-related concerns. Educational institutions may have unique safety considerations such as laboratory safety, campus security, student behavior management, and emergency preparedness for large-scale events like sporting events or concerts. Moreover, campus safety programs may involve collaboration with external agencies such as law enforcement, fire departments, and public health authorities due to the diverse and dynamic nature of the campus environment. Overall, while safety programs at educational institutions share common objectives and principles with workplace safety programs, they also reflect the unique characteristics and challenges of campus life. Both aim to create safe and healthy environments for individuals to learn, work, and thrive, albeit within different contexts and regulatory frameworks. 3. An unhealthy work environment can lower productivity, contribute to low morale, and increase medical and workers’ compensation costs. Working individually or in teams, list specific ways managers can (a) Help individual employees avoid repetitive strain injuries caused by prolonged computer use; (b) Deal with employee complaints about sick building syndrome; (c) Address employee fears caused by pandemics. Answer: (a) These include: place the computer screen 10–25 cm (4–9 in.) below eye level. Keep the monitor directly in front of you. Sit in an adjustable-height chair and use a copyholder that attaches to both the desk and the monitor. Use a screen with adjustable brightness and contrast controls. Use shades or blinds to reduce the computer-screen glare created by window lighting. (b) Some ideas include monitor air quality, clean ventilation system, remove sources of pollution, document health concerns of employees, look for visible signs of black mould, do not permit tobacco in the building, and check drinking water quality. (c) Employers should have materials available to employees on information regarding AIDS. Books, pamphlets, and films are readily available. Also, all organizations should have a policy on AIDS. This policy should be widely communicated to employees. 4. Many students, balancing school, work, and family demands, experience stress. Consult the Canadian Mental Health Association website (http://www.cmha.ca/bins/content_page.asp?cid=4-42-216) to determine your level of stress. What are some coping mechanisms that you use Answer: They can refer to Figure 12.7: Tips for Reducing Job-Related Stress on page 444, which describes different techniques to reduce job-related stress. External websites like the Canadian Mental Health Association, managing stress is crucial for overall well-being. Personally, I find several coping mechanisms helpful. Regular physical activity, such as walking, yoga, or jogging, helps alleviate stress and improve mood. Mindfulness meditation and deep breathing exercises help me stay present and calm amidst daily pressures. Setting realistic goals and prioritizing tasks helps reduce feelings of overwhelm. Connecting with friends and loved ones for support, laughter, and companionship is invaluable. Additionally, taking breaks, indulging in hobbies, and practicing self-care activities like reading, listening to music, or spending time in nature rejuvenate my mind and body. Lastly, seeking professional help or counseling when needed is essential for managing stress effectively. 5. Both unions and management express concern for the well-being of their employees. However, union reaction to the proposed introduction of wellness initiatives is not always positive. Unions fear that information collected—for example, as part of an EAP—will be kept and used against the employee experiencing performance problems. They also state that the real culprit in any employee health issue is the work context, not employee behaviour or lifestyle. So even if the employees exercise and stop smoking, work hazards still remain. Unions also fear reprisals for those employees unwilling to participate in programs, particularly where groups are provided with incentives for achieving program aims. As the HR manager responsible for the introduction of a wellness initiative, how would you deal with these concerns? Answer: This is a good exercise for using the Internet and researching union concerns regarding wellness initiatives. HRM Experience: Reducing Employee Stress 1. Students will typically identify these factors as job stressors: • Long hours. • Poor job design including heavy workloads, infrequent rest breaks, shift work, and hectic or routine tasks that have little inherent meaning. • Autocratic management styles: this can include poor communication, top-down leadership, and lack of employee participation in decision making. • Unfavourable personal relationships, including a poor social environment and lack of support from co-workers or supervisors. • Work roles. Conflicting or uncertain job expectations, too many responsibilities, or having to “wear too many hats.” • Career concerns, including job insecurity, lack of advancement opportunities, and rapid change for which workers are unprepared. • Environmental conditions. These include unpleasant or dangerous physical conditions, such as crowding, noise, air pollution, or ergonomic problems. Many job stressors can be eliminated by proactive managerial practices. Clarifying role expectation with employees, keeping employees informed of workplace changes, and a participatory style of management are examples. Providing a healthy and safe working environment and one in which employees are valued and appreciated are proven stress reducers. Another method to reduce job stress is to place employees in jobs that utilize their personal skills, abilities, and aspirations. 2. Students will typically respond to the first question with skills that involve using their current knowledge and abilities at work. Most people enjoy applying their current skills and abilities and receiving positive feedback from the work itself and from others in doing so. Depending on the job that students hold, they will voice various skills that they have but are not using in their job. Some of these skills might be relevant to the workplace, such as communication, time management, or leadership skills, but others may be less relevant, such as cycling, playing video games, or singing! The following two questions may highlight to students that they like to fully express themselves at work, and when they are unable to do so, then they will likely be disengaged with their work. The final question will encourage students to elaborate on what knowledge, skills, and abilities they currently use in their job, with those that they would like to use in a “perfect” job. Here, notions of person‒job and/or person‒organization fit may be used to highlight the importance of a fit between the student and their needs/desires at work. It may also help students to identify which skills they are currently using, or do not wish to use, at work because doing so is too stressful for them. For instance, if a student dislikes public speaking, and this causes stress, then it may behoove the student to search out jobs that do not require this skill. However, when leading the discussion on these questions, it’s important, especially when the students are inexperienced, to reinforce that they are still developing their skills. Employing some skills, or skills that are underdeveloped, is likely to cause stress. The practical take-away for the students is that to reduce stress, they need to hone these skills early in their career so that they are able to use them effectively in the future, without feeling stressed out. Notes for End-of-Chapter Case Studies Case Study 1: Workplace Safety and Young Workers 1. Why are there more workplace injuries among those aged 16 to 25? Answer: This is open for discussion, but in all likelihood, increased accidents from younger workers result from lack of experience and the feeling of invincibility. Employers do not spend the time and money training this particular age group. Young workers aged 16 to 25 are more prone to workplace injuries due to several factors. Firstly, lack of experience and training often leads to a lack of awareness regarding workplace hazards and safety protocols. Secondly, young workers may feel pressure to impress their employers or peers, leading them to take risks or engage in unsafe behaviors. Additionally, young workers may be assigned to tasks or roles that are physically demanding or hazardous, without adequate supervision or support. Moreover, factors such as peer influence, overconfidence, and a desire to fit in may contribute to a disregard for safety precautions. Furthermore, insufficient enforcement of safety regulations and inadequate safety training programs in workplaces disproportionately affect young workers. Additionally, limited understanding of their rights and responsibilities in the workplace may prevent young workers from advocating for safer working conditions. Furthermore, cultural factors, such as societal norms around masculinity and risk-taking behavior, may influence young workers' attitudes towards safety. Lastly, economic factors, such as the prevalence of precarious employment or the need to secure income, may lead young workers to prioritize job tasks over safety concerns. 2. By law, workplace safety is the responsibility of the employer and employee. Why have nearly all provinces created courses in occupational health and safety as part of the high school curriculum? Should these be mandatory courses or electives? Answer: Again, this is open for discussion and could be very insightful for young them. Based on the accident rates, especially with young people, courses should be mandatory. Nearly all provinces have integrated courses in occupational health and safety into the high school curriculum to instill awareness and knowledge about workplace safety from a young age. These courses aim to educate them on their rights and responsibilities in the workplace, as both future employees and potential employers. By providing foundational knowledge in occupational health and safety, these courses help prepare students for safe and responsible participation in the workforce. Given the importance of workplace safety for both individuals and society as a whole, these courses should be mandatory rather than electives. Making these courses mandatory ensures that all students receive essential education on workplace safety, regardless of their career aspirations or interests. Moreover, mandatory courses promote a culture of safety awareness and compliance from an early age, leading to safer workplaces and reduced incidents of workplace injuries or accidents in the future. Additionally, mandatory courses help address inequalities in access to safety education, ensuring that all students have the necessary skills and knowledge to protect themselves and others in the workplace. Nearly all provinces have incorporated courses in occupational health and safety into the high school curriculum to promote a culture of safety consciousness, equip students with essential life skills, and prepare them for the workforce. By introducing students to key concepts of workplace safety, such as hazard identification, risk assessment, and injury prevention, these courses aim to instill a sense of responsibility and awareness regarding workplace safety practices from a young age. Moreover, integrating occupational health and safety education into the curriculum helps bridge the gap between theoretical knowledge and practical application, empowering students to make informed decisions and take proactive measures to protect themselves and others in various settings. Whether these courses should be mandatory or elective depends on various factors, including educational objectives, curriculum priorities, and societal needs. Making occupational health and safety courses mandatory ensures that all students receive fundamental knowledge and skills necessary for ensuring their safety and well-being in future workplaces. It also helps address gaps in awareness and compliance with safety regulations among young workers, ultimately contributing to the reduction of workplace accidents and injuries. Additionally, mandatory courses promote equity and accessibility, ensuring that all students, regardless of background or interests, receive essential safety training. However, offering occupational health and safety courses as electives can provide students with flexibility and choice in tailoring their educational experiences to their interests and career goals. Elective courses may appeal to students who have a particular interest in pursuing careers in health and safety, construction, engineering, or related fields. Moreover, elective courses allow students to explore specialized topics or pursue certifications in occupational health and safety, enhancing their employability and professional development opportunities. In conclusion, while there are merits to both mandatory and elective approaches to occupational health and safety education in high schools, a balanced approach that combines mandatory foundational courses with elective options for further exploration and specialization may offer the most comprehensive and effective means of preparing students for safe and successful transitions to the workforce. 3. Check the website of the Industrial Accident Prevention Association (http://www.iapa.ca), which has excellent information on occupational health and safety training programs. Design a training program that an employer could provide to young workers. Answer: This is a good exercise to promote the relationship between safety and training, especially with young people. The training program for young workers could include several components sourced from the Industrial Accident Prevention Association website. Firstly, an introductory session could cover basic workplace safety principles, including hazard recognition, personal protective equipment (PPE) usage, and emergency procedures. Secondly, specialized modules tailored to common industries or job roles for young workers, such as retail, food service, or construction, could provide targeted safety training relevant to their specific work environments. Thirdly, interactive workshops or simulations could engage young workers in hands-on learning experiences to reinforce safety concepts and skills. Additionally, incorporating case studies or real-life examples of workplace incidents and their prevention strategies can enhance learning and promote a culture of safety awareness. Furthermore, ongoing training and refresher courses could be offered to reinforce learning and update young workers on new safety regulations or best practices. Moreover, incorporating interactive online modules or mobile apps can provide convenient and accessible learning opportunities for young workers. Case Study 2: Too Much Fatigue and Job Stress? 1. When conflicting medical opinions are presented, should the advice of a medical expert count more heavily than the opinion of a general physician? Explain your answer. Answer: In some cases, employers receive conflicting medical opinions. In such situations, employment tribunals in the past in the main accepted that a “reasonable employer” can rely on the view of a specialist, more so than a generalist. The cases supporting this view include Jones v. The Post Office (2001) IRLR 381 and British Gas Plc. v Breeze EAT 503/87. In these cases, the following were crucial: • The employee was personally examined by the occupational health doctor or specialist, and the decision was not made merely on a report or on the basis of medical note. • The written report by the specialist was clear and specific. • The employee had been treated or is being treated by a specialist. • In some situations, it may be appropriate for the employer, particularly if requested by a union representative, to arrange a second specialist opinion from a different specialist. • The employer must establish that returning an individual to the workplace would not pose a serious threat to the health and safety of that employee or the health and safety of colleagues, visitors to the site, or the general public. http://www.google.ca/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CB8QFjAA&url=http%3A%2F%2Fwww.phcohealth.com%2Fadvicesheets%2FConflicting-medical-advice-supplement.pdf&ei=UW-aULypONDlyAGrvIHYCQ&usg=AFQjCNEK3x1yAgfNNHySlsKtAvwkrmWmAg 2. Is the charge of discrimination presented by Donald’s lawyer relevant to this case? Explain your answer. Answer: There is no evidence in the case that suggests that Donald was discriminated against. The charge of discrimination presented by Donald's lawyer could be relevant to this case, depending on the specifics of the allegations and the circumstances surrounding Donald's termination. If the discrimination claim is based on protected characteristics such as race, gender, age, or disability, and if there is evidence to support the claim, it could significantly impact the legal proceedings and potential outcomes of the case. Discrimination in employment practices is unlawful and can lead to legal liabilities, reputational damage, and financial penalties for organizations found guilty of such misconduct. Therefore, it is essential for CBC/Radio-Canada to address and investigate the discrimination allegations thoroughly to ensure fair and equitable treatment of all employees and compliance with relevant labor laws and regulations. 3. If you were presented with this case, what decision would you reach? Explain. Answer: Given the circumstances presented, I would decide to implement mandatory occupational health and safety courses in high school curricula. These courses are essential for equipping young individuals with the knowledge and skills necessary to navigate workplace hazards and protect themselves and others. By integrating safety education into high school curricula, we can instill a culture of safety awareness from an early age, ultimately reducing the incidence of workplace injuries and accidents among young workers. Moreover, mandatory courses ensure that all of them, regardless of their career aspirations, receive foundational training in workplace safety. Additionally, by leveraging resources and expertise from organizations like the Industrial Accident Prevention Association, we can develop comprehensive and effective safety training programs for young workers. Furthermore, these courses can serve as a valuable investment in the future workforce, promoting safer working environments and supporting economic productivity. Lastly, making these courses mandatory underscores the importance of workplace safety as a shared responsibility between employers, employees, and society as a whole. Solution Manual for Managing Human Resources Shad Morris, Monica Belcourt, George W. Bohlander, Scott A. Snell, Parbudyal Singh 9780176570262, 9781337387231, 9781285866390, 9780357033814, 9781337387231, 9781111532826, 9780176798055, 9780176407292, 9781285866390, 9781111532826