Name: Managing Human Resources 4th Edition Stone Test Bank
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Managing Human Resources 4th Edition Stone Test Bank

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ISBN-10 ‏ : ‎ 0730302555
ISBN-13 ‏ : ‎ 978-0730302551
Author: Raymond J. Stone

Endorsed by the Australian Human Resources Institute (AHRI – thenational association representing human resource and peoplemanagement professionals), Managing Human Resources 4th editionpresents a concise coverage of key HRM topics typically taught in a12 or 13-week teaching semester. The 4th edition has beenthoroughly updated to reflect the impact of the Fair Work Act onthe employment relationship between employers and employees, aswell as on the work of HR professionals.

Table contents:

Chapter 1 The Strategic Role of Human Resources Management
Learning Outcomes
1.1 The Strategic Role of Human Resources Management
1.2 The Evolution of HRM
1.2.1 Critical Competencies for HR Professionals
1.2.1.1 Credible Activist
1.2.1.2 Culture and Change Steward
1.2.1.3 Talent Manager and Organizational Designer
1.2.1.4 Strategy Architect
1.2.1.5 Operational Executor
1.2.1.6 Business Ally
1.2.2 Measuring the Value of HR: Metrics
1.3 Professionalism in HRM
1.3.1 Ethics and Corporate Social Responsibility
1.4 Environmental Influences on HRM
1.4.1 External Environmental Influences
1.4.1.1 Economic Conditions
1.4.1.2 Labour Market Issues
Increasing Workforce Diversity
Generational Issues
Education
Non-Standard or Contingent Workers
1.4.1.3 Technology
1.4.1.4 Government
1.4.1.5 Globalization
1.4.1.6 Environmental Concerns
1.4.2 Internal Environmental Influences
1.4.2.1 Organizational Culture
1.4.2.2 Organizational Climate
1.4.2.3 Management Practices
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 2 The Changing Legal Emphasis: Compliance and Impact on Canadian Workplaces
Learning Outcomes
2.1 The Legal Framework for Employment Law in Canada
2.1.1 Hierarchy of Employment Legislation in Canada
2.1.2 Tort Law
2.2 Legislation Protecting the General Population
2.2.1 The Charter of Rights and Freedoms
2.2.2 Human Rights Legislation
2.2.2.1 Discrimination Defined in Human Rights Legislation
Intentional Discrimination
Unintentional Discrimination
2.2.2.2 Permissible Discrimination via Bona Fide Occupational Requirements
2.2.2.3 Reasonable Accommodation
2.2.2.4 Human Rights Case Examples
Disability
Duty to Accommodate
Harassment
Employer Responsibility
Sexual Harassment
Harassment Policies
Race and Colour
Religion
Sexual Orientation
Age
2.2.2.5 Enforcement
2.3 Legislation Specific to the Workplace
2.3.1 Employment Equity Legislation
2.3.1.1 The Plight of the Four Designated Groups
Women
Aboriginals
People with Disabilities
Visible Minorities
2.3.2 Employment/Labour Standards Legislation
2.3.2.1 Enforcement of the ESA/LSA
2.3.3 Respecting Employee Privacy
2.3.3.1 Video Surveillance
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 3 Designing and Analyzing Jobs
Learning Outcomes
3.1 Fundamentals of Job Analysis
3.1.1 Uses of Job Analysis Information
3.1.1.1 Human Resources Planning
3.1.1.2 Talent Acquisition
3.1.1.3 Compensation
3.1.1.4 Performance Management
3.1.1.5 Labour Relations
3.1.1.6 Training, Development, and Career Management
3.1.1.7 Restructuring
3.2 Steps in Job Analysis
3.2.1 Step 1: Review Relevant Organizational Information
3.2.2 Step 2: Select Jobs to Be Analyzed
3.2.2.1 Job Design Considerations
Work Simplification
Industrial Engineering
Job Enlargement (Horizontal Loading)
Job Rotation
Job Enrichment
Ergonomics
3.2.2.2 Competency-Based Job Analysis
Three Reasons to Use Competency Analysis
Examples of Competencies
3.2.2.3 Comparing Traditional versus Competency-Based Job Analysis
3.2.2.4 Team-Based Job Designs
3.2.3 Step 3: Collecting Job Analysis Information
3.2.3.1 The Interview
Interview Guidelines
3.2.3.2 Questionnaire
3.2.3.3 Observations
3.2.3.4 Participant Diary/Log
3.2.3.5 The National Occupational Classification
3.2.3.6 Using Multiple Sources of Job Analysis Information
3.2.4 Step 4: Verifying Information
3.2.5 Step 5: Writing Job Descriptions and Job Specifications
3.2.5.1 Job Descriptions
Job Identification
Job Summary
Duties and Responsibilities
Working Conditions and Physical Environment
Writing Competency-Based Job Descriptions
3.2.5.2 Job Specifications
Completing the Job Specification Form
3.2.6 Step 6: Communication and Preparations for Revisions
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 4 Human Resources Planning
Learning Outcomes
4.1 The Strategic Importance of Human Resources Planning
4.1.1 The Relationship between HRP and Strategic Planning
4.1.2 The Importance of Environmental Scanning
4.2 The Steps in Human Resources Planning
4.2.1 Step 1: Forecasting the Availability of Candidates (Supply)
4.2.1.1 Forecasting the Supply of Internal Candidates
Skills Inventories and Management Inventories
Replacement Charts and Replacement Summaries
Succession Plans
Markov Analysis
4.2.1.2 Forecasting the Supply of External Candidates
General Economic Conditions
Labour Market Conditions
Occupational Market Conditions
4.2.2 Forecasting Future Human Resources Needs (Demand)
4.2.2.1 Quantitative Approaches
Trend Analysis
Ratio Analysis
The Scatter Plot
Regression Analysis
4.2.2.2 Qualitative Approaches
Nominal Group Technique
Delphi Technique
4.2.3 Gap Analysis: Summarizing Human Resources Requirements
4.2.4 Planning and Implementing HR Programs to Balance Supply and Demand
4.2.4.1 Labour Equilibrium
4.2.4.2 Labour Surplus
4.2.4.3 Labour Shortage
Internal Solutions to a Labour Shortage
External Solutions to a Labour Shortage
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 5 Talent Acquisition
Learning Outcomes
5.1 Talent Acquisition
5.2 Recruitment
5.2.1 Employer Branding
5.3 The Recruitment Process
5.3.1 Recruiting from Within the Organization
5.3.1.1 Internal Recruitment Methods
Job Postings
Human Resources Records
Skills Inventories
Limitations of Recruiting from Within
5.3.2 Recruiting from Outside the Organization
5.3.2.1 Planning External Recruitment
5.3.2.2 External Recruitment Methods
Cold Calls: Walk-Ins and Write-Ins
Job Applications and Résumés
Employee Referrals
Former Employees
Educational Institutions
Job Fairs
Professional and Trade Associations
Labour Organizations
Military Personnel
Print Advertising
5.3.2.3 Online Recruiting
Internet Job Boards
Corporate Websites
Social Media
5.3.2.4 Agency Recruiters
Employment and Social Development Canada (ESDC)
Executive Search Firms
Private Employment Agencies
Temporary Help Agencies
Contract Workers
5.4 Recruiting a More Diverse Workforce
5.4.1 Attracting Older Workers
5.4.2 Attracting Younger Employees
5.4.3 Recruiting Designated Group Members
5.5 Recruitment Metrics
5.6 The Strategic Importance of Employee Selection
5.6.1 Supply Challenges
5.6.2 The Selection Process
5.6.3 Acquiring Employees and the Law
5.6.4 Step 1: Preliminary Applicant Screening
5.6.5 Step 2: Selection Testing
5.6.5.1 The Importance of Reliability and Validity
Reliability
Validity
Criterion-Related Validity
Content Validity
Construct Validity
5.6.5.2 Tests of Cognitive Abilities
Intelligence Tests
Emotional Intelligence Tests
Specific Cognitive Abilities
5.6.5.3 Tests of Motor and Physical Abilities
5.6.5.4 Measuring Personality and Interests
5.6.5.5 Achievement Tests
5.6.5.6 Work Sampling
5.6.5.7 Management Assessment Centres
5.6.5.8 Situational Testing
5.6.5.9 Micro-Assessments
5.6.6 Physical Examination, Substance Abuse Testing, and Polygraph Tests
5.6.7 Step 3: The Selection Interview
5.6.7.1 Types of Interviews
The Structure of the Interview
5.6.7.2 The Content of the Interview
5.6.7.3 Administering the Interview
5.6.7.4 Common Interviewing Mistakes
Poor Planning
Snap Judgments
Negative Emphasis
Halo Effect
Poor Knowledge of the Job
Contrast (Candidate-Order) Error
Influence of Nonverbal Behaviour
Leading
Too Much/Too Little Talking
Similar-to-Me Bias
5.6.7.5 Designing and Conducting an Effective Interview
Planning the Interview
Establishing Rapport
Asking Questions
Closing the Interview
Evaluating the Candidate
5.6.8 Step 4: Background Investigation and Reference Checking
5.6.8.1 Information to Be Verified
Obtaining Written Permission
Privacy Considerations
5.6.8.2 Providing References
5.6.9 Step 5: Supervisory Interview and Realistic Job Preview
5.6.10 Step 6: Hiring Decision and Candidate Notification
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 6 Onboarding and Training
Learning Outcomes
6.1 Become a Learning Organization
6.2 Onboarding Employees
6.2.1 Purpose of Onboarding Programs
6.2.2 Content of Onboarding Programs
6.2.3 Responsibility for Onboarding
6.2.4 Special Onboarding Situations
6.2.4.1 Diverse Workforce
6.2.4.2 Mergers and Acquisitions
6.2.4.3 Union vs. Non-Union Employees
6.2.4.4 Multi-Location Organizations
6.2.4.5 Executive Integration
6.2.5 Problems with Onboarding Programs
6.2.6 Evaluation of Onboarding Programs
6.3 The Training Process
6.3.1 The Necessity of Training
6.3.2 Training and Learning
6.3.2.1 Legal Aspects of Training
6.3.3 Introduction to the Five-Step Training Process
6.3.4 Step 1: Training Needs Analysis
6.3.4.1 Task Analysis: Assessing the Training Needs of New Employees
6.3.4.2 Performance Analysis: Determining the Training Needs of Current Employees
Establish Training Objectives
6.3.5 Step 2: Instructional and Curriculum Design
6.3.5.1 Programmed Learning
6.3.5.2 Informal Learning
6.3.5.3 Workplace and Traditional Training Techniques
Classroom Training
On-the-Job Training
Apprenticeship Training
6.3.5.4 Technology-Enabled Training Techniques
E-Learning
Audiovisual Techniques
Video Conferencing
Vestibule or Simulated Training
6.3.6 Steps 3 and 4: Validation and Implementation of Training
6.3.7 Step 5: Training Evaluation
6.3.7.1 Training Effects to Measure
6.4 Career Planning and Development
6.4.1 Emergent Approaches to Career Development
6.4.1.1 Identify Skills and Aptitudes
6.4.1.2 Identify Career Anchors
6.4.1.3 Focus on Life Trajectories
6.4.2 Roles in Career Development
6.5 Managing Internal Employee Movement
6.5.1 Decision 1: Is Seniority or Competence the Rule?
6.5.2 Decision 2: How Is Competence Measured?
6.5.3 Decision 3: Is the Process Formal or Informal?
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 7 Performance Management
Learning Outcomes
7.1 The Strategic Importance of Performance Management
7.2 The Performance Management Process
7.2.1 Step 1: Defining Performance Expectations
7.2.1.1 Task Performance
7.2.1.2 Contextual Performance
7.2.2 Step 2: Providing Ongoing Coaching and Feedback
7.2.3 Step 3: Performance Appraisal and Evaluation Discussion
7.2.3.1 Formal Appraisal Methods
Graphic Rating Scale
Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method
Critical Incident Method
Behaviourally Anchored Rating Scales
Management by Objectives (MBO)
Problems to Avoid
7.2.3.2 Mixing the Methods
7.2.4 Step 4: Determine Performance Rewards/Consequences
7.2.5 Step 5: Career Development Discussion
7.2.5.1 Types of Performance Appraisal Results
Satisfactory—Promotable
Satisfactory—Not Promotable
Unsatisfactory—Correctable vs. Uncorrectable
7.2.5.2 Preparing for the Formal Appraisal Discussion
7.3 Performance Appraisal Problems and Solutions
7.3.1 Validity and Reliability
7.3.1.1 Rating Scale Problems
Unclear Performance Standards
Halo Effect
Central Tendency
Strictness/Leniency
Appraisal Bias
Recency Effect
Similar-to-Me Bias
7.3.1.2 The Use of Technology in Performance Appraisals
7.4 Who Should Do the Appraising?
7.4.1 Supervisors
7.4.2 Self
7.4.3 Peers
7.4.4 Committees
7.4.5 Subordinates
7.4.6 360-Degree Appraisal
7.5 Legal and Ethical Issues in Performance Management
7.6 The Future of Performance Management
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 8 Strategic Pay Plans
Learning Outcomes
8.1 The Strategic Importance of Total Employment Rewards
8.1.1 Components of Total Rewards
8.2 Money and Motivation
8.3 Basic Considerations in Determining Pay Rates
8.3.1 Union Influences on Compensation Decisions
8.3.2 Compensation Policies
8.3.3 Perceptions of Equity Internally and Externally
8.3.4 Legal Considerations in Compensation
8.4 Pay Equity
8.5 Establishing Pay Rates
8.5.1 Stage 1: Job Evaluation
8.5.1.1 Compensable Factors
8.5.1.2 Job Evaluation Committee
8.5.1.3 Classification Method
8.5.1.4 Point Method
8.5.2 Stage 2: Conduct a Wage/Salary Survey
8.5.2.1 Formal and Informal Surveys by the Employer
8.5.2.2 Commercial, Professional, and Government Salary Surveys
8.5.2.3 Salary Survey Interpretation and Use
8.5.3 Stage 3: Combine the Job Evaluation and Salary Survey Information to Determine Pay for Jobs
8.5.3.1 Developing Rate Ranges
8.5.3.2 Broadbanding
8.5.4 Stage 4: Correcting Out-of-Line Rates
8.6 Pay For Knowledge
8.7 Developing Effective Incentive Plans
8.7.1 When to Use Incentives
8.7.2 How to Implement Incentive Plans
8.8 Types of Incentive Plans
8.8.1 Organization-Wide Incentive Plans
8.8.1.1 Profit-Sharing Plans
8.8.1.2 Employee Share Purchase/Stock Ownership Plan
8.8.1.3 Gainsharing Plans
8.8.2 Incentives for Individuals
8.8.2.1 The Annual Bonus
Eligibility
How Much to Pay Out (Fund Size)
Determining Individual Awards
8.8.2.2 Retention Incentives
Stock Options
Plans Providing Performance Share “Units”
8.8.3 Incentives for Groups or Teams
8.8.3.1 Incentives for Salespeople (salary and/or commission)
Salary Plan
Commission Plan
8.8.3.2 Incentives for Operations Employees
Advantages and Disadvantages
8.8.3.3 Incentives for Teams or Groups
8.8.3.4 Incentives for Senior Managers and Executives
8.8.3.5 Combination Plan
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 9 Employee Benefits and Services
Learning Outcomes
9.1 The Strategic Role of Employee Benefits
9.2 Government-Mandated Benefits
9.2.1 Employment Insurance (EI)
9.2.2 Pay on Termination of Employment
9.2.2.1 Reasonable Notice Periods
9.2.2.2 Severance Pay
9.2.2.3 Pay for Mass Layoffs
9.2.3 Leaves of Absence
9.2.4 Canada/Quebec Pension Plan (CPP/QPP)
9.2.5 Workers’ Compensation
9.2.6 Vacations and Holidays
9.2.7 Paid Breaks
9.3 Voluntary Employer-Sponsored Benefits
9.3.1 Life Insurance
9.3.2 Supplementary Health-care/Medical Insurance
9.3.2.1 Reducing Health-Benefit Costs
9.3.2.2 Retiree Health Benefits
9.3.3 Short-Term Disability Plans and Sick Leave Plans
9.3.4 Long-Term Disability
9.3.4.1 Mental Health Benefits
9.3.5 Sabbaticals
9.3.6 Retirement Benefits
9.3.6.1 Two Categories of Pension Plans
9.3.6.2 Phased Retirement
9.3.6.3 Supplemental Employee Retirement Plans (SERPs)
9.4 Employee Services
9.4.1 Personal Services
9.4.1.1 Credit Unions
9.4.1.2 Counselling Services
9.4.1.3 Employee Assistance Plans (EAPs)
9.4.1.4 Other Personal Services
9.4.2 Job-Related Services
9.4.2.1 Subsidized Child Care
9.4.2.2 Elder Care
9.4.2.3 Subsidized Employee Transportation
9.4.2.4 Food Services
9.4.2.5 Educational Subsidies
9.4.3 Executive Perquisites
9.5 Flexible Benefits Programs
9.6 Benefits Administration
9.6.1 Keeping Employees Informed
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 10 Occupational Health and Safety
Learning Outcomes
10.1 Strategic Importance of Occupational Health and Safety
10.1.1 Safety Climate and Culture
10.1.2 Controlling Workers’ Compensation Costs
10.2 Basic Facts about Occupational Health and Safety Legislation
10.2.1 Purpose
10.2.2 Responsibilities and Rights of Employers and Employees
10.2.2.1 Joint Health and Safety Committees
10.2.2.2 The Supervisor’s Role in Safety
10.2.3 Enforcement of Occupational Health and Safety Laws
10.2.4 Occupational Health and Safety and Other Legislation
10.3 What Causes Accidents?
10.3.1 Chance Occurrences
10.3.2 Unsafe Conditions
10.3.2.1 Control of Toxic Substances
10.3.4 Unsafe Acts
10.3.5 Personal Characteristics
10.3.5.1 Vision
10.3.5.2 Literacy
10.3.5.3 Age
10.3.5.4 Perceptual versus Motor Skills
10.4 How to Prevent Accidents
10.4.1 Minimizing Unsafe Conditions
10.4.2 Reducing Incidence of Unsafe Acts
10.4.2.1 Selection Testing
10.4.2.2 Top-Management Commitment
10.4.2.3 Training and Education
10.4.2.4 Positive Reinforcement
10.4.2.5 Facilitating an Employee’s Return to Work
10.5 Occupational Health and Safety Challenges in Canada
10.5.1 Substance Abuse
10.5.2 Mental Health in the Workplace
10.5.2.1 Reducing Job Stress
Burnout
Workers’ Compensation and Stress-Related Disability Claims
10.5.3 Repetitive Strain Injuries
10.5.3.1 Ergonomics
10.5.3.2 Video Display Terminals
10.5.4 Workplace Toxins
10.5.4.1 Workplace Smoking
10.5.4.2 Viral Pandemic
10.5.5 Violence at Work
10.5.5.1 Workplace Violence and the Law
10.5.5.2 Prevention and Control of Workplace Violence
Identify Jobs with High Risk of Violence
Institute a Workplace Violence Policy
Create a Healthy Work Environment
Heighten Security Measures
Provide Workplace Violence Training
Improve Employee Screening
10.6 Employee Wellness Programs
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 11 Managing Employee Separations: Foundations of Employee Engagement, Communication, and Turnover Management
Learning Outcomes
11.1 The Importance of Managing Employee Separations
11.2 Managing Turnover
11.2.1 Voluntary Turnover
11.2.1.1 Quits
11.2.1.2 Retirement
11.2.2 Involuntary Turnover
11.2.2.1 Dismissal for Just Cause
11.2.2.2 Layoffs
Providing Reasonable Notice
11.2.2.3 Avoiding Wrongful Dismissal Accusations
11.3 Employee Engagement and Fairness in Employee Separations
11.3.1 Suggestion Programs
11.3.2 Employee Opinion Surveys
11.3.3 Communication from Management
11.3.4 The Termination Interview
11.3.5 Easing the Pain of Labour Surplus Management
Chapter Summary
MyLab Management
Key Terms
Review and Discussion Questions
Critical Thinking Questions
Experiential Exercises
Chapter 12 Labour Relations
Learning Outcomes
12.1 Introduction to Labour Relations
12.1.1 Canada’s Labour Laws
12.1.2 The Labour Movement in Canada Today
12.1.3 Types of Unions
12.1.4 Membership Trends
12.1.4.1 Global Competition
12.1.4.2 Demographics
12.1.4.3 Unionization of White-Collar Employees
12.2 The Labour Relations Process
12.2.1 Step 1: Desire for Collective Representation
12.2.2 Step 2: Union Organizing Campaign
12.2.2.1 Employer Response to an Organizing Campaign
12.2.3 Step 3: Union Recognition
12.2.3.1 Voluntary Recognition
12.2.3.2 Regular Certification
12.2.3.3 Pre-Hearing Votes
12.2.3.4 Termination of Bargaining Rights
12.2.4 Step 4: Collective Bargaining
12.2.4.1 Preparation for Negotiations
12.2.4.2 Face-to-Face Negotiations
Location, Frequency, and Duration of Meetings
Initial Bargaining Session
Subsequent Bargaining Sessions
12.2.4.3 The Contract Approval Process
12.2.4.4 Third-Party Assistance and Bargaining Impasses
Strikes
Lockouts
Unlawful Strikes
Interest Arbitration
12.2.4.5 The Collective Agreement: Typical Provisions
Union Recognition Clause
Union Security/Checkoff Clause
No-Strike-or-Lockout Provision
Management Rights Clause
Arbitration Clause

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