CH-1-4 The World of Human Resources Management – Managing Human Resources : Book Guide

This Document Contains Chapters 1 to 4 Chapter 1: The World of Human Resources Management Answers to End-of-Chapter Discussion Questions 1. Are people always an organization’s most valuable asset? Why or why not? Name other strategic or valuable assets of organizations. Answer: Contrary to what many managers might say, people are not always an organization’s most important asset. In fact, many times managers try to suppress the impact that employees can have on the organization (e.g., by designing jobs that do not let individual talents show, by not giving employees input into decisions, and so on). Employees can be the most important asset and directly impact the competitiveness of an organization under certain circumstances. When employees are managed in a way that adds value (via efficiency, innovativeness, and so on), when their skills and competencies are rare and difficult to imitate, and when they are organized in a way that takes advantage of their talents, they can be an enormously important asset to an organization. In addition to human capital, other strategic assets of an organization include its technology, its financial resources, and its capital. 2. Suppose your boss asked you to summarize the major people-related concerns in opening an office in China. What issues would be on your list? Answer: Some of the most basic concerns about opening up an office in another country include legal, cultural, and administrative differences. They should be made aware of the options an organization has in terms of hiring people from the host country versus sending over expatriates. Depending on the people hired, training issues become important, as do issues related to pay, career development, and the like. Chapter 15 focuses directly on these concerns in international HRM. 3. Name a company you hope to work for someday. What is its track record in terms of corporate social responsibility and sustainability? Are these factors important to you? Why or why not? Answer: Sources of information about companies and their programs to promote corporate social responsibility can be found at http://www.csrwire.com. One company I hope to work for someday is Patagonia. Patagonia has a strong track record in corporate social responsibility and sustainability initiatives. They are known for their commitment to environmental conservation, fair labor practices, and transparency in their supply chain. Patagonia actively supports environmental causes through initiatives like 1% for the Planet, where they donate at least 1% of their annual sales to grassroots environmental organizations. They also prioritize sustainability in their product design and manufacturing processes, using recycled materials, minimizing waste, and reducing their carbon footprint. These factors are incredibly important to me because I believe that corporations have a responsibility to minimize their environmental impact, uphold ethical labor standards, and contribute positively to society. Working for a company like Patagonia would align with my personal values and provide an opportunity to make a meaningful impact while pursuing my career goals. Additionally, I am passionate about environmental conservation and social justice, so being part of a company that prioritizes these issues would be fulfilling and motivating for me. 4. Will technology eliminate the need for HR managers? Answer: Emphasize that technology has a number of benefits for the HRM professional. For instance, it automates routine activities, alleviates administrative burdens, reduces costs, and improves productivity internal to the HR function itself. It also has relational benefits by connecting people with each other and with HR data they need. Finally, it is changing the way HR processes are designed and executed. Technology frees up time for the HR professional to spend on more strategic aspects of the people side of business. Technology does not run on its own; instead, it must be managed and leveraged in such a way to contribute to the organization’s goals. Hence, the need for HR will not be eliminated. Moreover, HR has been positioned as a coach for management, which requires the HR manager to help management solve unique problems, whereby the solutions cannot be provided by a computer. 5. In groups, debate the proposition: Employees are an expense, and their numbers should be reduced. See The Business Case: Advantages of Part-Time Workers Answer: In the debate over whether employees are an expense and whether their numbers should be reduced, there are valid arguments on both sides: Arguments in Favor of Employees as an Expense: 1. Cost Considerations: From a financial standpoint, employees represent a significant expense for businesses, encompassing salaries, benefits, training costs, and other associated expenses. Reducing the number of employees can help lower operating costs and improve profitability, especially during periods of economic uncertainty or downturns. 2. Efficiency and Productivity: Some argue that having fewer employees can lead to increased efficiency and productivity, as resources are allocated more effectively, and decision-making processes are streamlined. With fewer employees, organizations may be able to focus on core competencies and prioritize tasks more efficiently. 3. Flexibility and Agility: In today's rapidly changing business environment, flexibility and agility are crucial for staying competitive. Reducing employee numbers can enable businesses to adapt more quickly to market fluctuations, technological advancements, and shifting consumer demands, fostering innovation and agility. Arguments Against Employees as an Expense: 1. Value Creation: Employees are not just expenses; they are also valuable assets that contribute to the success and growth of a business. Through their skills, knowledge, creativity, and dedication, employees drive innovation, enhance customer experiences, and create value for stakeholders. 2. Long-Term Sustainability: While reducing employee numbers may yield short-term cost savings, it can have detrimental effects on long-term sustainability and growth. Investing in human capital development, talent retention, and employee engagement fosters a culture of innovation, loyalty, and commitment, which are essential for sustained success. 3. Social Responsibility: Businesses have a responsibility to their employees and society at large. Mass layoffs or significant reductions in employee numbers can have negative social and economic consequences, including unemployment, loss of income, and community destabilization. Prioritizing employee well-being, job security, and fair treatment is essential for upholding corporate social responsibility. In conclusion, while employees represent a significant expense for businesses, viewing them solely as costs overlooks their value as assets and contributors to organizational success. While cost-saving measures may be necessary at times, businesses must balance financial considerations with the long-term implications for employee morale, productivity, and organizational culture. Ultimately, fostering a supportive and inclusive work environment where employees feel valued, respected, and empowered is essential for achieving sustainable growth and success. 6. What are the pros and cons of having a more diverse workforce? Is Canada in a better position to compete globally because of its diverse population? Find examples from a school or work project where having a diverse team made a difference and explain that difference. Answer: Diversity has its costs and its benefits. It is more difficult to create and manage a diverse workforce. Recruiting is harder to do, and getting people to work together is a challenge. All organizations are based on two design principles: variety and integration. Diversity equals variety, and out of variety comes creativity and innovation. But this only happens if variety/diversity can be integrated and coordinated. Otherwise, the organization will fall apart from differences among people. Because of the global nature of so much of Canadian business, a diverse workforce can provide a competitive edge. Diversity is not achieved without changes to attitudes that are often prevalent within an organization’s culture. 7. Why do HR managers need to stay abreast of the educational levels and work expectations of people in the workforce? Answer: In predicting supply and demand of employees, understanding the population’s educational levels and work expectations are crucial. Moreover, it is also imperative to understand people’s expectations so that they can be met upon employment. Understanding educational levels may imply more or less training in either core or non-core job activities. For instance, if a group of employees are unable to read well, HR may need to assist them in understanding the Health and Safety procedures, as well as completing an employee satisfaction survey. 8. In your opinion, what is the most important role of HR managers? Should HR professionals be the “voice” for employees or the “spokesperson” for managers? Explain your view. Should HR professionals be licensed, like accountants and lawyers? Answer: It is probably impossible to answer this question definitively. It is meant to stimulate conversation about the complementary roles within HRM—how they fit together and support the business. Without any one of the roles, the pyramid topples. In today’s organizations, it may be the case that personal credibility is the most central role. Without it, nothing else matters. HR managers must be the “voice” for employees in that they must understand the issues that employees face. At the same time, HR managers must be the “spokesperson” for managers since it is important to understand the strategic direction of the company and to match the right employees with the achievement of its objectives. Notes for End-of-Chapter Case Studies Case Study 1: New HR Strategy Makes Lloyds a “Best Company” 1. What skills does Black think employees need to work successfully in the area of HR? Answer: Black says that employees must be commercial, challenging, and focused on delivery and excellence. “They must understand change and transformation, excel at operations, and balance tactical and strategic thinking and acting.” She adds, “They will have to be able to manage and navigate organizational complexity and ambiguities and not be afraid to say no occasionally in order to establish appropriate boundaries with the business.” Encourage students to organize the skills according to the theory in the text: Business mastery. Black needs her employees to think strategically and to provide value to the business; this implies knowing the business. HR mastery. HR professionals are the organization’s behavioural science experts. The employees need to develop expert knowledge in the areas of staffing, development, appraisals, rewards, team building, and communication. Change mastery. Not only does Black hope that the perception of HR changes, but the host of other HR-related changes requires that HR professionals are able to manage change processes so that their firms’ HR activities are effectively merged with the business needs of their organizations. Personal credibility. Black needs her employees to establish personal credibility in the eyes of their internal and external customers. 2. What are some of the outcomes of the company’s new HR strategy? Answer: In 2011, Lloyd’s landed on the Sunday Times Top 100 Best Companies to Work For (in the United Kingdom) list and was hailed as one of the United Kingdom’s Top 40 Business Brands by an independent researcher. Other responses might include a new vision of the HR department, more rigorous HRM processes and policies, and a more nimble HRM function. The outcomes of a company's new HR strategy can vary depending on the specific goals, initiatives, and implementation methods. However, some common outcomes that companies may aim to achieve through their HR strategy include: 1. Improved Recruitment and Retention: A well-defined HR strategy can lead to more effective recruitment processes, enabling the company to attract top talent that aligns with its culture and values. Additionally, strategies focused on employee development, engagement, and recognition can enhance retention rates, reducing turnover costs and maintaining a skilled workforce. 2. Enhanced Employee Performance: By aligning HR practices with organizational goals and providing employees with the necessary resources, training, and support, companies can improve overall employee performance and productivity. Clear performance management systems, feedback mechanisms, and goal-setting frameworks can help employees understand expectations and excel in their roles. 3. Increased Employee Engagement and Satisfaction: A strategic focus on employee engagement and satisfaction can lead to higher levels of motivation, commitment, and loyalty among employees. Initiatives such as employee wellness programs, work-life balance initiatives, and opportunities for career growth and development can contribute to a positive work environment and a sense of belonging. 4. Enhanced Organizational Culture: HR strategies that prioritize organizational culture and values can help foster a positive and inclusive workplace culture where employees feel respected, supported, and empowered. A strong culture can drive employee engagement, collaboration, and innovation, leading to improved business performance and customer satisfaction. 5. Cost Savings and Efficiency: Strategic HR initiatives aimed at optimizing workforce management, resource allocation, and operational processes can lead to cost savings and improved efficiency. Streamlining HR processes, reducing turnover rates, and enhancing workforce planning can result in lower recruitment costs, decreased absenteeism, and increased overall productivity. 6. Compliance and Risk Management: A strategic approach to HR can ensure compliance with relevant laws, regulations, and industry standards, reducing legal risks and liabilities for the company. Proactive measures such as robust policies, training programs, and monitoring mechanisms can help mitigate risks related to discrimination, harassment, safety, and security. Overall, the outcomes of a company's new HR strategy are multifaceted and interconnected, with the potential to impact various aspects of organizational performance, culture, and sustainability. By aligning HR practices with strategic business objectives and prioritizing the needs and well-being of employees, companies can position themselves for long-term success and growth. 3. What do you think might be some of the challenges of establishing HR policies for a global company? Answer: HRM and senior management need to balance a complicated set of issues related to different geographies, including different cultures, employment laws, and business practices. Human resources issues underlie each of these concerns. They include such things as dealing with employees today who, via the Internet, are better informed about global job opportunities and are willing to pursue them, even if it means working for competing companies. Gauging the knowledge and skill base of international workers and figuring out how best to hire and train them, sometimes with materials that must be translated into a number of different languages, is also an issue for firms. Relocating managers and other workers to direct the efforts of an international workforce is a challenge as well. HR personnel are frequently responsible for implementing training programs and enhancing their firms’ managers’ understanding of other cultures and practices, as well as dealing with the culture shock these workers might experience and pay differentials that must be adjusted, depending upon the country. 4. What types of situations do you think might require an HR manager to say “no”? Answer: Issues related to ethics and ethical behaviour of employees or the organization. Also, issues related to maintaining the distinction between line management and HRM. Often, business partners are asked to perform line management duties, and at times the line can become blurred so that HRM becomes more of an administrator than a strategic partner. In these cases, HRM professionals may need to “push back” in order to restore their position. Case Study 2: Intergenerational Issues 1. Based on your experiences working with students/colleagues of different ages, do you believe that there are generational differences in attitudes toward work? Do a search to see if there is any evidence for these beliefs. Answer: All individuals work to satisfy many goals—to pay bills, to self-actualize, to socialize, to learn new skills, to innovate, to lead, to manage, and so forth. Irrespective of age, all generations have these desires and one generation does not trump another as being better. However, much research has been conducted about the attitudinal and motivational differences with the Baby Boomers, Generations X and Y, Echo Boomers, and so on, to demonstrate these differences in work ethic, attitudes, motivation, trust, and so forth. What this research does is to polarize the generations, giving them reasons to generate conflict. It is top management’s responsibility to generate a culture where all generations have merit, and seniority is not the only characteristic that is valued. Longevity in a company is meaningless if an employee is left to coast and contribute less and less each year, as in the case of Peregrine. There is very little empirical evidence that suggests that there are distinct generational differences. Most research shows that there is more intragenerational diversity compared to intergenerational diversity. Moreover, given the globalizing world, what makes a “generation” is different in different national contexts. Therefore, the classification may be too broad in today’s business environment. 2. As the demand for autos declined, and GM and Chrysler faced bankruptcy, the benefits given to auto workers were reduced. Check out the compensation packages for new auto workers and decide if the package is attractive enough for young workers to leave school, as these young workers did. Answer: The wages for employees in the Big Three auto manufacturers (Ford, GM, and Chrysler) were originally more than twice the amount earned by those working for foreign manufacturers. When the restructuring of 2008–09 went into effect, the wages were dropped to be more in line with the other auto manufacturers. With massive layoffs and plant closures, the opportunities to work for the Big Three also became scarce. Therefore, young workers would not be inclined to leave school for jobs that did not exist, since only the most senior employees remained in these companies, as long as they did not accept buyout packages. There are numerous websites (e.g., http://www.macleans.ca/economy/business/auto-workers-make-a-lot-of-money-but-not-that-much/) that state the average auto worker salary in Canada. The average seems to be about $35/hour, which amounts to over $70K a year. The average manufacturing worker, on the other hand, earns about $21/hour, amounting to about 42K/year. Case Study 3: Shell’s Top Recruiter Takes His Cues from Marketing 1. What functions of HRM are similar to marketing functions? How can thinking about “marketing” a company’s jobs improve the strategic focus of HR personnel? Answer: Recruitment is similar to marketing. At Shell, HR needed to brand the employment experience, and market to potential job applicants. It can improve the strategic focus of HR because it forces some important questions, such as these: What type of employee do we want? What are our values, and how can we demonstrate those in our brand? What is our employee value proposition? How can we best meet the needs of our employees? 2. If you were planning to use marketing strategies to “brand” a company as an employer of choice, what are some of the factors you would consider? Answer: Typical responses might include the types of employees required. For instance, it is important to know whether the organization is seeking creativity, risk-taking behaviours, team playing skills, or if it values on-the-job learning. These elements can be features in the branding. Moreover, it is important to know whether the recruitment pool is local, regional, or global, and whether and how the recruitment drive would be adapted as a result. 3. Do you agree with Singh’s statement that in the future, companies will have to apply for skilled people to work for them rather than candidates applying to work at an organization? Why or why not? Answer: Refer to the discussion in the text on knowledge workers on page 12. Engineers are an example of knowledge workers, who are in high demand in the Canadian and global marketplace. Moreover, the case states that many engineers at Royal Dutch Shell will be retiring soon, exacerbating the issue. So, in this case, the power shifts toward the engineers, rather than the employer. In response to Singh’s statement, it is important to recognize that he is speaking about engineers. Would he say the same thing about administrative assistants, janitors, or HRM professionals? I agree with Singh's statement to an extent. The job market is increasingly becoming candidate-driven, especially for skilled positions where demand exceeds supply. As technology advances and industries evolve, highly skilled professionals are gaining more leverage in the job market. Organizations are now investing in employer branding and employee value propositions to attract top talent, similar to how they market products to consumers. The competition for skilled workers is intense, leading companies to proactively reach out to potential candidates and offer incentives to join their teams. This shift is particularly evident in tech and specialized fields where expertise is scarce. However, not all industries and roles will experience this trend equally; lower-skilled positions might still see traditional application processes. Therefore, while Singh's prediction holds true for certain sectors, it may not be universally applicable. Chapter 2: Strategy and Human Resources Planning Answers to End-of-Chapter Discussion Questions 1. As you have learned, substitutes can be an opportunity or a threat. The smartphone is a great example of a new product that eliminated the need for many other products. In groups, develop a list of the products that the smartphone has replaced. Answer: Students may generate some of the following: Kindle e-reader; daily newspaper; pocket digital camera (via built-in camera); holga film camera (via Instagram, ToyCamera app); pocket foreign language dictionaries; scanner (via Genius Scan); bank ATMs (via USAA’s app, which allows deposits via snapshot); GPS device; road maps / printouts from Mapquest and Google Maps; reporter’s notebook (I find tapping out notes isn’t any slower than writing them); voice recorder; handwritten grocery lists (via DropBox-syncing Plaintext); Nintendo DS; iPod; radio (via NPR app / Hype Machine / iTunes / Spotify / Pandora); paper comics (via Comixology); set-top box remote (via the Roku app); paper receipt file (via EZ receipts), among others. Emphasize that oftentimes the biggest opportunity or threat in an industry is not from direct competition but from buyers substituting other products. Hence, firms may need to adjust their employee skill bases to support different technologies, or they may need to think about how they will compete in different ways. The smartphone has replaced numerous products and services, including traditional cell phones, digital cameras, GPS devices, alarm clocks, portable music players (e.g., MP3 players), landline telephones, paper maps, handheld gaming consoles, wristwatches, personal digital assistants (PDAs), and physical media such as CDs, DVDs, and books. Additionally, smartphones have reduced the need for standalone calculators, address books, calendars, flashlights, and even physical wallets through mobile payment apps. The integration of various functions and applications into smartphones has made them versatile tools that serve multiple purposes, reducing the need for carrying and maintaining separate devices. Moreover, the accessibility of internet connectivity and communication features on smartphones has diminished the necessity of desktop computers or laptops for basic tasks such as browsing the web, sending emails, and accessing social media platforms. Overall, smartphones have revolutionized the way people interact, communicate, and access information, consolidating various technologies into a single, portable device. 2. What external forces influence the future of community colleges and universities? List these and discuss the implications for the demand for faculty. Answer: These environmental forces include the following: economic factors, including general, regional, and global conditions; industry and competitive trends, including new processes, services, and innovations; technological changes, including information technology, innovations, and automation; government and legislative issues, including laws and administrative rulings; social concerns, including childcare, eldercare, the environment, and educational priorities; demographic and labour market trends, including age, composition, and literacy. Each one of these has an impact on the demand for faculty. For instance, technological changes increases the demand for faculty as lifelong learning is necessary; on the other hand, technological changes have introduced on-line courses, which reduce the demand for faculty. Similar arguments can be made for many of these factors listed. 3. Think about an organization that you know well. Place the employees of this organization into the following categories: strategic knowledge workers; core employees; supporting workers; and partners and complementary skills workers. Answer: Strategic knowledge workers tend to have unique skills that are directly linked to the company’s strategy and are difficult to replace; they typically are engaged in knowledge work that involves considerable autonomy and discretion. Core employees have skills that are quite valuable to a company, but are not particularly unique or difficult to replace. Supporting workers typically have skills that are of less strategic value to the firm and are generally available in the labour market. Partners and complementary skills have skills that are unique, but frequently are not directly related to a company’s core strategy. An excellent answer would showcase understanding of these four types of employees. 4. Shopify and Tim Hortons are both Canadian success stories. From websites and news articles, try to articulate and compare their corporate strategies. Answer: Student answers should tackle (a) which market each competes within (domain selection); (2) against whom each competes; (3) how they compete in their own market. They should also respond to (4) whether each is in a period of growth and/or diversification, and if they do diversify, how is each responding to the “make-or-buy” question. Finally, students should discuss the extent to which each has engaged in (5) M&As and (6) strategic alliances and joint ventures. The students may also discuss (7) the business strategy adopted by each, tackling whether they believe each takes a low-cost or unique value-added approach. If this assignment is given as a team assignment that is graded and forms part of the student’s summative evaluation, instructors should provide students with detailed instructions. Shopify and Tim Hortons, both Canadian success stories, have distinct corporate strategies reflective of their different industries. Shopify's strategy is centered on expanding its e-commerce platform by investing heavily in its infrastructure, acquiring complementary businesses, and fostering a robust ecosystem of developers and partners. This ecosystem approach enables Shopify to enhance its platform's functionality continuously, making it attractive for a wide range of merchants, from small businesses to large enterprises. The company's emphasis on innovation, marketing, and global expansion helps it retain and grow its merchant base by offering comprehensive solutions that include marketing tools, new sales channels, and fulfillment services. In contrast, Tim Hortons focuses on expanding its market presence through franchising, menu innovation, and strong brand loyalty. The company has made strategic moves to modernize its offerings, such as introducing healthier options and digital innovations like mobile ordering and loyalty programs. Tim Hortons also places a strong emphasis on community involvement and customer experience, aiming to maintain its position as a beloved national brand in Canada while expanding internationally. The "problem" of varying job descriptions for administrative assistants across organizations can be addressed by establishing standardized roles and competencies. This could be achieved through industry-wide guidelines and certifications that define the core responsibilities and skills required for the position. Implementing such standards would help ensure consistency and clarity in job expectations, making it easier for employers and job seekers to match roles accurately. 5. During the semester that you are enrolled in this course, there will be news about an organization needing to reduce the workforce by thousands of employees. What are the options? What are the advantages and disadvantages of each option? Answer: Supply considerations involve determining where and how candidates with the required qualifications can be found to fill a firm’s vacancies.
Advantages Disadvantages
Restrict hiring Allows the organization to retain a skilled workforce and lessens the financial and emotional impact of a full layoff, and at the same time reduces the costs of production Slow
Reduce work hours Allows the organization to retain a skilled workforce and lessens the financial and emotional impact of a full layoff, and at the same time reduces the costs of production Employees may not be satisfied with this option, as they may not earn a sufficient amount to pay for their own cost of living.
Layoffs Remove full layers of a hierarchy at once; quick Often decisions are based on seniority or ability. If seniority, less competent people may be laid off versus less competent; may have detrimental effect on women who have less seniority
Attrition Allows the organization to retain a skilled workforce and lessens the financial and emotional impact of a full layoff Slow
Early retirement Wage bill will go down, as more senior individuals are normally paid more; makes room for younger employees to grow May lose the talent and memory of older workers; bottom-heavy hierarchy may mean a loss of leadership
6. Imagine that you are president of the HR student association at your school. You want to measure the success of the association during your term. What metrics would you use? What benchmarks would you use? Answer: In order to evaluate my performance, I need to establish a set of parameters that focus on the “desired outcomes” of my strategic planning, as well as the metrics I will use to monitor how well the association delivers against those outcomes. My metrics may include the number of events held by the association, the number of students who register and attend the events, the level of student satisfaction with the events, the number of students who go to our website, the number of members, the number of external organizations that support the HR association, and so on. I would use other student associations as benchmarks (e.g., accounting student association), or an HR association at another university. HRM Experience: Customizing HR for Different Types of Human Capital • Sobadia would be considered a core knowledge worker and hence need more autonomy than other employees. The company should invest in Sobadia in terms of training. Compensation should not only be tied to her own performance, but to the company’s as well. • Calvin is strategically valuable to the firm but does not possess skills and knowledge that are unique to the firm. Thus, the company should create a more symbiotic relationship, with less investment in training, more personal compensation, and performance based on personal sales. • Chandra has skills that are neither highly valuable nor unique to the company. Thus, a more contractual relationship is probably more beneficial to the company and to her. This way, both parties are less obligated to one another. Notes for End-of-Chapter Case Studies Case Study 1: Domino’s Tries to Get Its Strategic Recipe Right Explain how Domino’s strategy differed from its competitors. Answer: Domino’s initial success came about because it provided a unique, value-added dimension to customers that, at the time, no one else was providing—pizzas delivered to customers’ homes in under 30 minutes. It differed from its competitors because rather than relying on quality, customer experience, or even price, it relied on the speediness of service. However, more recently, competitors have replicated this part of Domino’s strategy, such that they are no longer unique. From the case, it appears that its competitors were not only making and delivering pizza in about the same amount of time as Domino’s, but they were also making better-tasting pizza, or pizza at a lower cost. Currently, Domino’s strategy is evolving as its products have diversified, it now offers in-room dining, it has increased the quality and taste of its pizza, it offers a number of unique “technological innovations” to engage customers, and there is clearly a focus on training management in order to reduce turnover. Whether it differs so drastically from its competitors today is less clear from the case. The technological innovations that it offers to entice employees and customers may be unique—but not for very long, as technology is easier to reproduce by competitors. What is less “reproducible” is the culture that Domino’s (might be/is) creating through its focus on people management, or at the least, the management of management staff. If it wants to have long-term sustainable competitive advantage, Domino’s may be wise to focus not only on managers (its core workers, seemingly), but also employees (supporting workers). 2. Has the firm been able to achieve a long-term strategic fit between its strategy and HR practices in your opinion? Why or why not? Answer: A long-term strategic fit between strategy and HR practices assumes that strategy will not change over the long-term. This is highly unlikely. A better question is whether the organization, HR, and the workforce are flexible enough to continually progress and succeed into the future. The HR practices designed for management staff are likely to meet with success in aligning the objectives of managers with that of the organization (i.e. rewards tied to store performance). On the other hand, the answer to this question may be “no.” This is because the supporting workers—the employees who could just as easily work at McDonald’s, Wendy’s or Starbucks—are not valued to the same extent as management. They are underpaid, and in the eyes of many employees, this is equivalent to being undervalued. When people feel undervalued, they are likely to quit when a better opportunity arises, neglect their work duties when possible, and even engage in deviant behaviours to harm the organization or its stakeholders. Case Study 2: Staffing, Down to a Science at Capital One 1. Why do you think it is important for Capital One to calculate the “disengagement” factor of its employees when it comes to workforce planning? Answer: No amount of quantitative HR planning is likely to be on target if a firm does not have a grip on how engaged its current workforce is. HR managers can attempt to measure this via employee engagement surveys. 2. What merits do you see to breaking down the planning process by business units through multiple layers of leaders? Do you see any drawbacks of doing so? Answer: Breaking the planning process down to the lowest level business manager is ideal because in complex organizations such as Capital One, these managers are likely to have a better idea of which jobs and people are critical than a high-level manager might. In addition, each manager is also likely to have a better idea of what the “endgame” for her unit should be. Breaking the process down to lower level managers is likely to be somewhat less useful in simple, or small, businesses in which top level managers have a good understanding of all of the HR “pieces of the puzzle” and the business’s ultimate “endgame.” Chapter 3: Equity and Diversity in Human Resources Management Answers to End-of-Chapter Discussion Questions 1. Here are some myths about employment equity: It leads to hiring unqualified workers; It causes an overnight change in the workforce makeup; It is a plan that would make Calgary’s workforce look like Toronto’s; This program lays off white males to make room for designated group members; It is a program mainly for racial minorities; Employers who implement the plan can destroy hard-won seniority provisions that; protect all workers; It is the end of hiring for white males. In groups, determine if group members share these beliefs. As HR professionals, how would you work with employees who hold these beliefs? Answer: The instructor should ensure that students are aware of evidence that strongly suggests that these are myths, and not based in empirical evidence. How should HR (or anyone) work with those who hold such beliefs? It is important that employees are trained not only in what is “legally” required, but also in how to leverage and manage diversity in the workplace. Organizations can also consider using compensation strategies to encourage people to put systems into place to meet those ends. Motivation, rather than punishment, is most likely the best way to encourage people to value diversity in the organization. That said, if there is misconduct (e.g., harassment), then HRM needs to initiate disciplinary measures. As HR professionals, we would approach employees who hold these beliefs with empathy, respect, and a commitment to fostering understanding and inclusion in the workplace. Firstly, we would create opportunities for open dialogue and discussion to address misconceptions and concerns about employment equity. Secondly, we would provide education and training sessions to increase awareness and knowledge about the goals, principles, and benefits of employment equity programs. Thirdly, we would emphasize the importance of fairness, meritocracy, and equal opportunity in the recruitment and selection process, dispelling myths about hiring unqualified workers or favoring specific groups over others. Additionally, we would highlight the gradual and incremental nature of workforce diversity initiatives, emphasizing that employment equity is not about overnight changes or quotas but rather about creating a level playing field for all individuals. Furthermore, we would underscore that employment equity programs aim to enhance diversity and representation in the workforce, reflecting the community's demographics and harnessing the benefits of diverse perspectives and experiences. Moreover, we would reassure employees that employment equity programs do not entail laying off or displacing any group but rather focus on removing barriers and promoting fairness and inclusivity for all. Lastly, we would emphasize the importance of collaboration and collective effort in creating a workplace culture that values diversity, equity, and respect for all employees, regardless of race, gender, or background. 2. Although the process for filing a complaint of discrimination appears clear, many would choose not to do so. List the reasons alleged “victims” of discrimination in employment might not file a complaint. Answer: There are numerous reasons that range from not wanting to be ostracized from the group, to who the harasser is (if it’s the boss, its probably less likely to be filed), whether it can be easily “proven,” embarrassment, not wanting to be seen as sensitive, etc. Students will likely have more ideas. 1. Fear of retaliation or reprisal from the employer or colleagues. 2. Concerns about damaging relationships or reputation within the workplace. 3. Lack of confidence in the effectiveness or fairness of the complaint process. 4. Uncertainty about the outcome or resolution of the complaint. 5. Fear of negative career repercussions, such as being labeled as a troublemaker or facing difficulty finding future employment. 6. Financial constraints or inability to afford legal representation or pursue legal action. 7. Perceived stigma or embarrassment associated with being labeled as a victim of discrimination. 8. Belief that the process may be lengthy, stressful, or emotionally taxing. 9. Cultural or societal norms that discourage speaking out against authority figures or challenging the status quo. 10. Limited awareness of available resources, support networks, or avenues for filing a complaint. 3. Find a male class job (i.e., a job in which the majority of workers are male) and a female class job that seem to require similar educational background and technical skills. (For example, compare female-dominated police dispatchers with male-dominated radio technical supervisors or female-dominated health technicians with male-dominated transportation workers.) Then, using an Internet salary compensation index, calculate the pay rates. Are there differences? How would you account for these differences? Answer: After comparing male-dominated software developers with female-dominated registered nurses, I found differences in pay rates. According to available salary compensation indexes, male software developers typically earn higher salaries than female registered nurses, despite requiring similar educational backgrounds and technical skills. These differences may be attributed to various factors, including occupational segregation, gender bias in pay and promotion practices, and societal perceptions of the value of traditionally male versus female-dominated professions. Moreover, male-dominated fields like software development may benefit from higher demand or prestige, leading to higher salaries compared to female-dominated professions such as nursing. Additionally, negotiation skills, career aspirations, and workplace flexibility may also influence salary differentials between these occupations. Efforts to address these disparities should focus on promoting pay equity, challenging gender stereotypes, and advocating for fair and transparent compensation practices across all industries. 4. List as many jobs as you can in which you could hire only male applicants, based on a BFOQ. Answer: Male clothing designers can legally advertise for male models only; a male-only university dormitory can hire only male resident advisors. A Bona Fide Occupational Qualification (BFOQ) allows for the discrimination of employees based on characteristics such as gender, religion, or national origin if such characteristics are essential to performing the job effectively. However, it's crucial to note that BFOQ exceptions are rare and must meet stringent legal criteria. In the United States, the Equal Employment Opportunity Commission (EEOC) has historically recognized very few BFOQs. That said, here are a few hypothetical examples where gender might be considered a BFOQ: 1. Actor/Actress for a role specifically requiring a male character. 2. Model for men's clothing or accessories. 3. Locker room attendant in a men's sports facility. 4. Sperm donor for male reproductive health research. 5. Male counselor for a men's support group dealing with issues such as masculinity or fatherhood. 6. Gender-specific roles in religious organizations or institutions. 7. Male performer in certain types of entertainment or artistic performances, where gender authenticity is required for the role. 8. Male actor for stunts or fight scenes in movies or theater productions where physical strength or body type is essential to the role. 9. Male actors in historical reenactments or living history museums portraying male historical figures. 10. Male voice actor for specific roles in animated films or video games. Again, it's important to emphasize that BFOQ exceptions are narrowly construed and subject to legal scrutiny to ensure compliance with anti-discrimination laws. Employers must demonstrate that gender (or other protected characteristic) is a legitimate occupational qualification essential to the job's performance. 5. Have you ever encountered questions such as the following? “Do you really think you could handle this job? You know it takes a lot of energy and enthusiasm. Besides, we are looking for someone with career potential.” “You don’t need this training program. At your age, what would the benefit be?” “Well, you are getting on. What do you expect at your age?” Such comments reflect ageism—an attitude that makes assumptions about older persons and their abilities and puts labels on them. About 15 percent of Canada’s workforce is 55 and over. They are often stereotyped and not hired or promoted. Using what you have learned in this chapter about hiring and accommodating the four designated groups, design a recruitment and retention program for older workers. Answer: The Institute for Community Inclusion provides a quick document on how to recruit and retain older workers: https://www.communityinclusion.org/article.php?article_id=231. Designing a recruitment and retention program for older workers involves creating an inclusive and supportive environment that values their experience, skills, and contributions. Here are some key components of such a program: 1. Recruitment Practices: • Implement inclusive language in job advertisements and descriptions to attract a diverse pool of candidates, including older workers. • Utilize diverse recruitment channels to reach older demographics, such as community centers, senior organizations, and job fairs targeting older adults. • Train hiring managers and interviewers to recognize and avoid age-related biases during the selection process. • Highlight opportunities for continuous learning, career development, and growth within the organization to appeal to older workers seeking meaningful employment. 2. Training and Development: • Offer training programs tailored to the needs and preferences of older workers, including flexible scheduling, online learning options, and mentorship opportunities. • Provide opportunities for older workers to acquire new skills, technologies, and competencies relevant to their roles and career aspirations. • Recognize and reward older workers for their expertise, knowledge sharing, and contributions to the organization's success. 3. Workplace Accommodations: • Ensure the physical and ergonomic design of the workplace accommodates the needs of older workers, including adjustable desks, ergonomic chairs, and accessible facilities. • Offer flexible work arrangements, such as part-time schedules, telecommuting options, and phased retirement programs, to accommodate older workers' preferences and lifestyles. • Provide support for health and wellness initiatives, including access to wellness programs, health screenings, and resources for managing work-life balance and caregiving responsibilities. 4. Diversity and Inclusion: • Foster a culture of diversity and inclusion that celebrates the unique perspectives, experiences, and contributions of older workers. • Establish employee resource groups or affinity networks for older workers to connect, share knowledge, and advocate for their needs within the organization. • Encourage cross-generational collaboration and mentorship opportunities to facilitate knowledge transfer and skill development among employees of all ages. 5. Performance Management and Recognition: • Evaluate older workers based on their skills, performance, and contributions to the organization rather than age-related stereotypes or biases. • Offer regular feedback, recognition, and opportunities for advancement to older workers to ensure they feel valued, engaged, and motivated in their roles. • Create a supportive and inclusive work environment where older workers feel empowered to contribute their ideas, insights, and expertise to drive innovation and organizational success. By implementing these strategies, organizations can create an inclusive and age-friendly workplace that attracts, retains, and engages older workers, leveraging their talents and experiences to achieve business objectives and foster a culture of diversity and inclusion. 6. Have each member of your group complete the survey given on page 121. Discuss the findings. Answer: Clarify any misunderstanding with them in class. You may also discuss how some of the items may vary by national and corporate culture. For instance, a male employee complimenting the looks of a female employee is considered inappropriate in Canada; however, it is considered appropriate in southern European countries. 1. Survey Distribution: Ensure each group member receives and completes the survey individually to capture a range of perspectives. 2. Data Collection: Collect all completed surveys and compile the data. Look for common themes or patterns in the responses. 3. Quantitative Analysis: If the survey includes numerical data, calculate averages, percentages, or other relevant statistics to summarize the findings. 4. Qualitative Analysis: For open-ended questions, identify recurring themes or sentiments. Categorize responses to find the most prevalent views. 5. Group Discussion: Convene a group discussion to review the compiled data. Encourage members to share their thoughts on the patterns observed. 6. Insights and Patterns: Discuss any surprising results or notable trends. Highlight differences and similarities in responses. 7. Actionable Conclusions: Based on the findings, identify any actions that can be taken or changes that can be made. Discuss how these insights can be applied to improve future activities or decisions. 8. Individual Reflection: Each member should reflect on how their personal responses compare to the group data. This can foster self-awareness and group cohesion. 9. Feedback Loop: Consider conducting follow-up surveys to see if any changes or improvements occur over time based on initial findings. 10. Documentation: Record the discussion and findings in a summary report. This can serve as a reference for future group activities and decisions. This structured approach ensures a thorough analysis and meaningful discussion of the survey findings. 7. Describe how an organization can make best use of a multicultural workforce. Answer: Diversity initiatives should be linked directly to the business objectives of the most senior levels of management. It needs to be strategic, in that diversity is not an “after-thought” or “unintended side-effect” but something that is strategically aligned to the organization’s efforts, both internally (culturally) and also externally (in their brand to the market). HRM Experience: Your Opinions about Employment Equity Ask students to complete the survey on their own, and then discuss their answers in a small group setting. Some of the questions are straightforward. For example, the statement “Employment equity means that everyone must be treated the same way” is not true. This is because people are treated differently for many reasons, some of which are job related. Another example of a relatively straightforward statement is “Employment equity is a matter of quotas,” which is also untrue in Canada (however, it might be interesting to bring up other countries where there are quotas, e.g., South Africa). However other statements are less straightforward, such as “Employment equity is only achievable in a prosperous economy.” Many students will have strong opinions about statements such as this one, especially if they have ancestral heritage in different countries. This exercise can serve as a lively debate; however, it is imperative that the facilitator ensures that everyone is heard and that no one feels ostracized or insulted as part of the discussion. Notes for End-of-Chapter Case Studies Case Study 1: Fighting Fires 1. Did the standards result in safer and more effective firefighting crews, or were they inadvertently keeping women out of a traditionally male job? Answer: As evidenced by the subsequent court ruling, the standards were inadvertently keeping women out of this traditional male job. 2. Was this a BFOQ? The ministry was challenged on the basis of sex discrimination. What did the Supreme Court rule, and what was its reasoning? Answer: No, this was not a BFOQ. The standards were deemed unrelated to the job. 3. Female applicants had the chance to train and try the test at B.C. university campuses. Was this special preparation discriminatory? Answer: The special preparation provided to female applicants at B.C. university campuses, allowing them to train and try the test, was not discriminatory. This initiative aimed to level the playing field by addressing specific challenges that female applicants might face in physical fitness tests, which historically have been designed with male physiology in mind. The training sessions were available to all candidates, ensuring equal access and opportunity rather than favoring one group over another. Additionally, this preparation can be seen as a measure to promote diversity and inclusion within fields where women are underrepresented, such as firefighting. By offering targeted support, the program aimed to mitigate the gender disparities in physical performance without compromising the standards required for the job. Therefore, this special preparation was an effort to remove barriers and foster equality, aligning with broader goals of workplace diversity and fairness. 4. Did the changes made fix the underlying problems? Explain. Answer: Be sure your tests and performance standards are validated and shown to relate to on-the-job performance. Other suggestions would include ensuring clarity on BFOQ’s and the nature of systemic discrimination. Case Study 2: Outreach Efforts 1. What are the reasons cited by the companies for wanting to hire Aboriginal people? Answer: They care about the Aboriginal population, both as customers and employers. SaskTel’s call centre can offer service in three different First Nations languages. The rationale is not just social justice, but one focused on economic growth. The most obvious reason would be to relieve the shortage of workers, but there are other benefits to hiring Aboriginal people: (a) Talent and skills are available: an estimated 44 percent of the Aboriginal population were post-secondary graduates in 2006; an estimated 14 percent had trade credentials; 19 percent had a college diploma; and 8 percent had a university degree. (b) Support systems exist, linking businesses with qualified Aboriginal workers. (c) Programs are available to offset training costs for Aboriginal employees. The types of training programs will vary by region and community. To find what resources are available in your area, consult www.hrsdc-rhdsc.gc.ca/aboriginal. (d) Employees of a different cultural background bring a fresh perspective and increase levels of comfort for Aboriginal customers. 2. Of the three initiatives described, which do you think will be most successful to achieve these objectives? Why? Answer: The three initiatives described are: (1) pre-employment training at Manitoba Hydro; (2) 2-week on the job experience at Potash in Saskatchewan; (3) First Nations people’s own two-day workshop. Manitoba Hydro’s program will likely be the most successful. This is because it focuses on the job (like Potash) and on issues related to First Nations (like First Nations own two-day workshop). It is akin to an apprenticeship program, which would provide specific, on-the-job training to apprentices that would enable them to be successful on-the-job. They also have workshops to help First Nations people cope with being away from home, and are reaching out to the community in their encouragement of young girls entering occupations such as engineering. Case Study 3: Women on the Right Track at CP Rail 1. Compare CP Rails initiatives to advance women with the recommended six-step program for the implementation of employment equity. Answer: The six steps are: (1) senior management commitment (senior women appear to be committed); (2) data collection and analysis; (3) employment systems review; (4) establishment of a workplan (CP rail departments have diversity goals); (5) implementation (mentorship programs; networking opportunities); and (6) evaluation, monitoring, and revision (keep track of progression, e.g., women in senior management has doubled in five years). There are many other activities the organization could engage in to meet its needs. The case says nothing about the support from the CEO (although one might glean from the case that the CEO is supportive, given the resources are dedicated to these activities); the case says nothing about whether majority groups (e.g., able-bodied white men) are supportive of the diversity initiative, whether there are systematic barriers to entry, or just progression, and whether both have been identified and examined. 2. Review the list in Highlights in HRM 3.1 (retention strategies). What more could CP Rail undertake? Answer: The case does not include flexible schedules, 40-hour work weeks, part-time, job sharing, or focus on the family. Chapter 4: Job Analysis and Work Design Answers to End-of-Chapter Discussion Questions 1. Why is job analysis often described as the “bedrock” of HRM practices? In your answer, explain how job analysis helps with HRM practices such as recruitment, selection, compensation, and performance appraisals Answer: Recruitment: Qualifications are contained in the notices of job openings and provide a basis for attracting qualified applicants and discouraging unqualified ones. Selection: Minimum requirements (education and/or experience) for screening applicants; interview questions; selection tests/instruments (e.g., written tests; oral tests; job simulations); applicant appraisal/evaluation forms; orientation materials for applicants/new hires. Compensation: Determines skill levels, which then determines salary range; compensable job factors; work environment (e.g., hazards; attention; physical effort); responsibilities (e.g., fiscal; supervisory); required level of education (indirectly related to salary level). Performance appraisals: Set goals and objectives; set performance standards and evaluation criteria; determine length of probationary periods; duties to be evaluated. 2. Discuss the various methods by which job analysis can be completed. Compare and contrast these methods, noting the pros or cons of each. Answer: The textbook discusses the common approaches to performing job analysis. These include interviews, questionnaires, observations, diaries, functional job analysis, the position analysis questionnaire, and the critical incident method. While all job analysis techniques are subjective to some degree, those using quantitative approaches (PAQ) are often viewed as more valid by the Human Rights Commissions. Techniques such as personal questionnaires, interviews, and observations are highly subject to bias and subjectivity. Job analysis can be completed through several methods: observations, interviews, questionnaires, and job performance. 1. Observations: In this method, analysts directly observe employees performing their tasks. This provides firsthand insights into job duties and requirements. However, it can be time-consuming and may not capture all job aspects, especially mental tasks. 2. Interviews: Interviews with employees and supervisors help gather detailed information about job responsibilities and required skills. While this method offers in-depth data and clarifications, it can be subjective and dependent on the interviewee's perspective. 3. Questionnaires: Standardized questionnaires are distributed to employees to collect data on job duties and requirements. This method is efficient and allows for the analysis of a large sample. However, it may lack depth and the quality of responses can vary. 4. Job Performance: Analysts perform the job themselves to understand the tasks and challenges involved. This method provides deep insights and practical experience, but it is impractical for complex or highly specialized jobs. Comparison: • Observations are comprehensive but time-consuming and may not capture all aspects. • Interviews provide detailed insights but can be biased. • Questionnaires are efficient but may lack depth. • Job performance offers practical experience but is not feasible for all jobs. Each method has its strengths and weaknesses, and often a combination of methods provides the most accurate job analysis. 3. The description of the “administrative assistant” position often varies across organizations. Search the Internet for a few of these job descriptions and compare them. How can this “problem” be solved? Answer: This is not necessarily a problem perse, given that job descriptions can vary by organization, depending on the organization’s culture, product line, services, and so on. It may cause problems, however, if the pay is not commensurate with the knowledge, skills, and abilities of the job position or jobholder. Administrative assistant job descriptions can vary significantly depending on the organization's size, industry, and specific needs. Common duties generally include managing phone calls, scheduling appointments, handling correspondence, and maintaining filing systems. Some roles emphasize more specialized tasks such as event planning, travel arrangements, and preparing reports and presentations Despite these variations, the core responsibilities are quite consistent: providing administrative support to ensure efficient office operations. This includes tasks like data entry, handling mail, and maintaining office supplies To address the variability in job descriptions, organizations can create more standardized roles by identifying and categorizing the essential skills and responsibilities that are common across most administrative assistant positions. Developing a comprehensive template that includes both core duties and industry-specific tasks can help streamline job postings and set clearer expectations for candidates. Additionally, offering detailed descriptions of the work environment and company culture can help attract the right applicants Standardizing job descriptions ensures consistency in hiring processes and helps candidates understand the role better, ultimately leading to better job matches and improved organizational efficiency. 4. Explain how industrial engineering and behavioural considerations can both clash with and complement each other in the design of jobs Answer: Industrial engineering is based on analyzing and designing jobs around specific work cycles and time standards. Industrial engineers may design jobs for improved efficiency and simplicity, but neglect different human considerations. Ergonomics, with its concern for matching human characteristics with job demands, might provide jobs that are not as efficient (according to industrial engineering standards), but may facilitate human requirements and facilitate employee job satisfaction. When both industrial engineering and ergonomists work together, the benefits of both disciplines combine to produce efficient and satisfying jobs. 5. The job characteristics model has five components that enhance employee jobs—skill variety, task identity, task significance, autonomy, and feedback. Give an example illustrating how each component can be used to improve the organization and the job of the employee. (Suggestion: Consider your present or a recent job to answer this question.) Answer: The job characteristics model can enrich employee jobs in the following ways: Skill variety: Allows employees to use more of their abilities, such as problem solving, speaking, writing, or interpersonal skills, to improve their involvement in work. Task identity: An employee is given a complete, natural unit of work to accomplish. For example, an insurance agent can be allowed to complete all aspects of selling, servicing, and problem solving an individual insurance policy. Task significance: Grants additional authority or responsibility to an employee. For example, employees can be allowed to grant refunds to customers without supervisory approval. Autonomy: Employees are permitted to complete work at home. An employee is given a job to do without instruction on how to complete the task. Feedback: Make periodic reports directly available to the worker rather than to the supervisor. 6. Figure 4.7 shows the different forms of employee teams. Provide an example of where each type of team can be used. How do teams create synergy? Answer: This question can be used as a point for class discussion. Its purpose is to acquaint students with the different forms of teams and where they can effectively be used. Teams create synergy when team members share and use their combined abilities and talents to complete an assigned project or job. Synergistic team characteristics include support, listening and clarification, disagreement, consensus, acceptance, and quality. 1. Functional Teams: Comprised of employees from the same department, functional teams can be used in a marketing department to plan and execute a product launch campaign. These teams focus on specific tasks within their area of expertise, leveraging specialized skills to achieve departmental goals. 2. Cross-functional Teams: These teams bring together members from different departments to work on a project, such as developing a new product. For example, a cross-functional team might include engineers, marketers, and finance experts working together to innovate a new tech gadget. 3. Self-managed Teams: These teams operate without direct supervision and are responsible for their own processes and outcomes. An example is a software development team working on an agile project, where team members plan, execute, and review their own work cycles. 4. Virtual Teams: Comprising members who work remotely from various locations, virtual teams are common in multinational corporations. An example is an international customer support team that handles queries from different time zones, ensuring 24/7 service. 5. Project Teams: Formed to complete specific projects, such as constructing a new office building. These teams disband once the project is completed. Project teams often include architects, contractors, and site managers working towards a common goal. Synergy Creation: Teams create synergy by combining diverse skills and perspectives, leading to more innovative solutions and improved problem-solving. Collaboration fosters a sense of shared purpose, enhancing motivation and productivity. Effective communication within teams ensures that ideas are exchanged freely, enabling collective intelligence that exceeds individual contributions. This collaborative environment not only improves efficiency but also promotes a culture of continuous learning and adaptation, essential for long-term success. 7. An argument could be advanced that some job design methods, including those involving industrial engineering, have led to employees being “deskilled” and “alienated from their work.” Debate this issue. Answer: First define alienation from work as the separation of the self from the work that is done on the job. Refer to Shantz et al. (2012) for a recent discussion and empirical work on alienation. Bring up certain occupations, such as call centre workers, and how their work might or might not be alienating. An argument against certain job design methods, including those involving industrial engineering, suggests that they can lead to "deskilling" and "alienation" of employees. Deskilling occurs when jobs are simplified to increase efficiency, reducing the need for specialized skills and making workers feel replaceable. This can diminish job satisfaction and employee engagement as tasks become monotonous and repetitive. Alienation results from the separation of workers from the final product of their labor, a common outcome in highly mechanized and segmented work environments. Employees may feel disconnected from the purpose and value of their work, leading to lower morale and a sense of insignificance. However, proponents argue that industrial engineering can enhance productivity and consistency, benefiting both companies and consumers by reducing costs and improving quality. These methods can also create safer and more ergonomic workplaces, reducing physical strain on employees. To balance efficiency with employee well-being, integrating job rotation, enrichment, and empowerment strategies can mitigate deskilling and alienation. These approaches offer variety, growth opportunities, and greater involvement in decision-making processes, fostering a more engaging and fulfilling work environment. Ultimately, while industrial engineering methods have their benefits, it is crucial to address their potential negative impacts on workers' skills and job satisfaction to ensure a holistic approach to job design. HRM Experience: Establishing Ground Rules for Team Success Our experience with this skill-building exercise is that individuals will list the following characteristics of successful teams to which they have belonged: • Commitment to shared goals and objectives • Open, honest, and direct communications • Decisions based on consensus decision making • Climate of cooperation, collaboration, trust, and support • Full participation by team members in relevant discussions • Shared leadership • Individuals valued for their specific skills, talents, and abilities • Joint accountability for achievement of objectives • Recognition of conflict and its positive resolution • Respect for others’ opinions and needs Notes for End-of-Chapter Case Studies Case Study 1: Yahoo Cuts the Cord on Telecommuting 1. How can a firm know when it’s a good idea to implement telecommuting or not? Use Figure 4.8: Keys for successful telecommuting Answer: on page 153 to respond to this question. For instance, a firm needs to evaluate whether its jobs are suitable for distance work, whether its employees are responsible, and so forth. Firms should also seriously reflect on whether telecommuting is an advantage if the firms value creativity, teamwork, and organizational learning. Determining whether to implement telecommuting depends on various factors specific to the organization's needs, culture, and operational requirements. Here's how a firm can assess whether telecommuting is a good idea, using the keys for successful telecommuting from Figure 4.8 as a guide: 1. Nature of Work: • Evaluate the nature of the work performed by employees to determine if it can be effectively carried out remotely. Tasks that primarily involve computer-based work, independent projects, or virtual collaboration may be well-suited for telecommuting. 2. Technology Infrastructure: • Assess the organization's technology infrastructure and resources to ensure they can support remote work arrangements effectively. This includes access to reliable internet connectivity, secure networks, collaboration tools, and remote access to necessary software and systems. 3. Communication and Collaboration: • Consider the organization's communication and collaboration practices and tools to facilitate effective interaction and coordination among remote teams. Implementing robust communication channels, virtual meeting platforms, and project management tools can enhance remote collaboration. 4. Performance Management: • Establish clear performance expectations, goals, and metrics to monitor and evaluate the productivity and performance of remote workers. Implement performance management systems, feedback mechanisms, and regular check-ins to ensure accountability and alignment with organizational objectives. 5. Work-Life Balance: • Recognize the importance of work-life balance and employee well-being in telecommuting arrangements. Ensure employees have the flexibility to manage their schedules, maintain boundaries between work and personal life, and address potential challenges related to isolation or burnout. 6. Managerial Support and Training: • Provide training and support for managers and supervisors to effectively lead and manage remote teams. Equip them with the skills, tools, and resources needed to support telecommuting employees, provide guidance, and address performance or engagement issues proactively. 7. Legal and Regulatory Compliance: • Ensure compliance with relevant legal and regulatory requirements governing telecommuting, including labor laws, data privacy regulations, and occupational health and safety standards. Implement policies, procedures, and safeguards to protect employee rights and mitigate legal risks associated with remote work. 8. Employee Preferences and Needs: • Solicit feedback from employees to understand their preferences, needs, and concerns regarding telecommuting arrangements. Consider individual circumstances, job roles, and personal preferences when determining eligibility and suitability for remote work options. By considering these key factors and aligning telecommuting initiatives with organizational goals, culture, and operational requirements, firms can make informed decisions about when and how to implement telecommuting effectively to enhance productivity, flexibility, and employee satisfaction. 2. Can you think of any other pros and cons related to telecommuting that aren’t mentioned in this case? Answer: Advantages of telecommuting: (a) increased flexibility for employees—better work–life balance; (b) reduced absenteeism; (c) retention of valued employees who might otherwise quit; (d) reduced “carbon footprints” through minimizing daily commuting; (e) increased productivity (e.g., reduced wasted office time); (f) lower overhead costs and reduced office space. Potential problems: (a) no management oversight so potential for employees to “goof off” or taking more time off than permissible; (b) lost synergy in teams, and therefore potential for lost organizational learning and creativity; the difficulty of developing appropriate performance standards and evaluation systems for telecommuters, and the need to formulate an appropriate technology strategy for allocating the necessary equipment; (c) employers wishing to have their employees telecommute must comply with wage and hour laws, liability and workers’ compensation regulations, equipment purchase or rental agreements with employees, and all employment equity regulations (see Chapter 3); (d) employees who are denied the opportunity to work from home may feel discriminated against and resent home telecommuters. Case Study 2: But My Job Has Changed 1. Given the facts of this case, is it possible for Brenda and Martin to reach a satisfactory result? Explain. Answer: Yes, Brenda can sit down with Martin to discuss her duties and responsibilities, what duties stayed the same, and what duties changed from her previous job description. Yes, it is possible for Brenda and Martin to reach a satisfactory result in the case where Brenda's job has changed. The key lies in open communication, negotiation, and flexibility from both parties. Brenda should clearly articulate how her job responsibilities have evolved and how this affects her performance and satisfaction. Martin, as her supervisor, needs to understand these changes and consider whether they align with the company's goals and Brenda's skills. Martin could explore options such as job redesign, additional training, or even role adjustment to better fit Brenda's strengths and the new demands of her position. This collaborative approach can help ensure that Brenda feels valued and supported, potentially enhancing her productivity and job satisfaction. Additionally, setting clear expectations and providing continuous feedback can help both parties adjust to the new job dynamics. Regular check-ins can ensure that any issues are addressed promptly, fostering a positive work environment. By working together and being open to change, Brenda and Martin can create a mutually beneficial outcome that aligns with both Brenda's career aspirations and the organization's needs. 2. How could an organization go about identifying and measuring the personal competencies of employees? Answer: Martin should have a discussion with Brenda defining what competencies are required to do the job, and how these competencies tie in with the goals and objectives of the organization. An organization can identify and measure the personal competencies of employees through various methods. Firstly, they can utilize competency frameworks tailored to specific job roles, outlining the essential skills and behaviors required. Secondly, conducting performance evaluations or assessments can help gauge employees' proficiency in key competencies. Thirdly, utilizing self-assessment tools or 360-degree feedback from peers, managers, and subordinates can provide a comprehensive view of an individual's competencies. Additionally, incorporating psychometric assessments or aptitude tests can offer objective insights into employees' strengths and areas for development. Moreover, observing employees in real work situations or through simulations can provide practical evidence of their competencies. Regular check-ins and discussions between employees and their managers can facilitate ongoing evaluation and development of competencies. Furthermore, creating opportunities for training and development programs targeted at enhancing specific competencies can be beneficial. Utilizing technology such as learning management systems or competency tracking software can streamline the process of identifying and measuring competencies. Lastly, fostering a culture of continuous feedback and learning within the organization can encourage employees to actively engage in improving their competencies. 3. How could the company prevent this problem from occurring in the future? Explain. Answer: Ensure the job description is accurate by discussing the duties and responsibilities, and the procedures of how the job is done. To prevent similar issues in the future, the company can implement several proactive measures. Firstly, conducting regular reviews of job descriptions and responsibilities can ensure alignment with employees' actual duties. Secondly, establishing clear communication channels between employees and management can facilitate the timely identification of job role changes or evolving responsibilities. Thirdly, implementing a formalized process for updating job descriptions and performance expectations can ensure accuracy and relevance. Additionally, providing ongoing training and development opportunities can equip employees with the skills needed to adapt to changing job demands. Moreover, fostering a culture of transparency and openness where employees feel comfortable discussing changes in their roles can aid in early detection of discrepancies. Utilizing performance management systems that allow for regular check-ins and goal setting can provide a structured approach to monitoring job changes. Furthermore, encouraging managers to regularly review and adjust employees' roles and responsibilities based on evolving business needs can help maintain alignment. Offering support and resources for career planning and advancement can empower employees to proactively manage their career trajectories within the organization. Lastly, fostering a culture of agility and adaptability where employees are encouraged to embrace change can help mitigate the impact of unexpected shifts in job roles. Case Study 3: Virtual Teams in Action: Building the F-35 Fighter 1. What advantages did Lockheed Martin gain by using virtual teams? Explain. Answer: Advantages of virtual teams include reduced expenses, in terms of both time and travel costs. This enabled them to have many individuals involved in the project, from many different countries around the world. 2. Identify and discuss potential problems with using virtual teams—for example, interpersonal, technical, or geographical concerns. Answer: A challenge for virtual teams is the inability to read nonverbal cues, and most virtual team members don’t have enough time to build relationships, thereby leading to a lack of collegiality among virtual team members. Consequently, it’s harder to establish trust and manage conflict; decision-making may also be more difficult as it is more challenging to express opinions on virtual teams, compared to face-to-face ones. There may also be technical problems, including the time differences between countries, Internet glitches, potential security problems, and language differences. 3. Discuss the characteristics that virtual team members should possess. Answer: Virtual team members should have a collaborative mindset; they should be committed to the group’s shared goals, be motivated and energetic, and they should be open to others so that they can build a climate of cooperation, trust, and accountability. They should also have high levels of emotional intelligence so that they are able to identify the emotions in others, and manage it well. For instance, if a person on the team does not agree to an issue, an emotionally intelligence team member would be able to identify this, and to manage the conflict so that everyone on the team feels listened to. If the virtual team is composed of individuals from different cultural backgrounds, a virtual team member should also have high levels of cultural intelligence. 4. What specific training should virtual teams receive? Answer: They should receive at least two types of training. First, they need training on the technical side so that they are able to communicate effectively online; they should be taught how to troubleshoot problems, and be informed as to who to communicate with if there is a problem. Second, they should be trained in how to build effective relationships with others in a virtual environment. The Society for Industrial and Organizational Psychology has a good webpage that is dedicated to this topic: http://www.siop.org/Media/News/virtual.aspx 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