Index
Figures and tables are indicated by page numbers in italics.
A
ability, as barrier, 280
absenteeism, 289
accommodate, duty to, 55–56
acculturation, 198
active practice, 208–9
acts, 41
acumen, political, 94–95
adaptative expertise, 210
advertising, 141, 145, 146, 154–55, 157
affinity bias (similar-to-me bias, likeness bias), 172, 184, 276, 278–79
agency shop, 316
AI (artificial intelligence), 135, 156, 157, 167
Alberta: candidate attrition and “Hunger Games” Lego event, 169; child-care accommodation and, 56; construction industry labour shortage, 125–26; Employment Standards Code and Employment Standards Regulation, 42; Occupational Outlook, 121; right-to-work legislation and, 317; teachers’ pay rate case study, 237–38; union density in, 297; Vriend Charter challenge, 40, 41
alcohol and drug tests, 177–79, 354
Algoma Public Health (ON), 1–2, 27–28
alternation ranking, 267
Amazon, 135, 156, 157, 167, 232
applicant testing, 175–77, 179–80
applicant tracking systems (ATS), 166–67
application for certification, 301
applications: application form, 151–52, 152; solicited, 151; unsolicited, 145
apprenticeships, 196
arbitration: alternatives to, 321–22; expedited arbitration, 322; grievance arbitration, 321; interest arbitration, 313; mediation-arbitration, 313, 322. See also complaint-driven enforcement; conflict; dispute resolution, during collective bargaining
arises and occurs test, 53
artificial intelligence (AI), 135, 156, 157, 167
Athabasca University, 89–91
ATS (applicant tracking systems), 166–67
attentional advice, 209
attribute-based performance appraisal, 268–69
attrition: candidate attrition, 168–69; workforce reduction through, 127
authority, delegated, 10. See also power
automatic certification (card-check certification), 302
availability, worker, 93
B
Babcock, Donald (performance management case study), 257–58, 290–91
back-to-work order, 315
balanced scorecard method, 271
balance of probabilities, 285
bargaining agent, 299
bargaining power, 227, 232, 308–9, 310–11, 313
bargaining unit, 299
Barker, Kim (hiring practices case study), 1–2, 27–28
BARS (behaviourally anchored rating scales), 269–71, 270
base pay, 241–42
behaviour, and training evaluation, 215
behavioural-based performance appraisal, 269–71
behaviourally anchored rating scales (BARS), 269–71, 270
behavioural questions, 170, 171
behaviour-modelling training (BMT), 205
benefits. See wages and benefits
BFOR (bona fide occupational requirement), 32, 55
bias: central tendency, 276; confirmation bias, 110; gender hiring bias case study, 330, 332–36; halo and horns effect, 172, 275–76; implicit bias, 236–37, 334–35; interviews and, 168, 170–71, 173; job evaluation and, 237; male norm, 33, 47–49; performance review and, 276; recency effect, 276; screening interviews and, 167; selection and, 184; similar-to-me bias (affinity bias, likeness bias), 172, 184, 276, 278–79; unconscious bias, 156, 166; against workers, 2. See also discrimination
biological hazards, 46–47
blind screening, 166
BMT (behaviour-modelling training), 205
bona fide occupational requirement (BFOR), 32, 55
bonuses, 242
brand (macrolevel reputation), 140–41
breach of faithful service, 288–89
British Columbia Ministry of Forestry, 31–33
bullying, 265–66. See also harassment; violence
business strategies, 18–19, 100, 102–3. See also cost-leader business strategy; differentiation business strategy
buyout programs, 127
C
Calgary Fire Department, 195–96, 219–20
Calgary Sport and Entertainment Corporation, 136
call centres (job redesign case study), 89–91
Canada: Charter of Rights and Freedoms, 39–41; labour market, 121; pension plan coverage, 252–53; social class, 10, 10–11; union density, 297
Canada/Québec Pension Plan (CPP/QPP), 245, 250
Canadian Museum for Human Rights, 159–60, 190
candidate order, 172
candidate screening, 164–67
capacity to work, 16
capital, 11
capitalist economy, 12
capitalists (employers), 10–11
card-check certification (automatic certification), 302
career development, 143, 218–19
career path, 218–19
case studies, 206
caucusing, 309
central tendency, 276
Charter of Rights and Freedoms, 39–41
Chat Hut, 43
chemical hazards, 46
citizenship behaviours, 263
clarity, lack of, 275
clients, gathering information from, 272–73
closed shop (hiring hall), 316
coaching, 264–65
codes, 41–42
cognitive ability tests, 177
collective agreement, 315–19; administration and enforcement, 318–19; bargaining process, 304–5, 305; contents and scope, 315, 317; definition, 298, 299; grievances, arbitration, and alternatives to arbitration, 319–22; labour relations law and, 299; ratification, 312, 315; substantive and procedural clauses, 317–18; union security provisions, 316–17. See also collective bargaining; unions
collective bargaining, 304–12; active bargaining stage, 306–8, 309; bargaining power, 308–9, 310–11, 313; crisis/settlement stage, 309–10, 311–12; dispute resolution, 312–15; distributive bargaining, 307–8; integrative bargaining, 308–9; opening offers, 306; pre-bargaining stage, 305–6; process of, 304–5, 305; ratification, 312, 315; zone of agreement, 307, 307, 309–10. See also collective agreement; unions
common law, 35–38; about, 12, 35; asymmetrical nature of, 37–38; on discipline, 284, 286–87; on dismissal and termination, 45, 288–89, 298; employers’ obligations, 35–36, 37; enforcement of, 60; on job redesign, 93–94; on pay, 227; on privacy, 59; workers’ obligations, 36–37. See also employment law
compensation. See wages and benefits
complaint-driven enforcement, 42, 43. See also conflict
composite plan (hybrid pension plan (HPP)), 250, 251, 252, 253
compressed work weeks, 247
conciliation, 312
conditions of practice, 209–10
confirmation bias, 110
conflict, 24–26, 35. See also arbitration; complaint-driven enforcement; dispute resolution, during collective bargaining
conflict of interest, 288, 308, 334
consideration, 36
construction industry, 125–26
constructive dismissal, 227, 290, 335
construct validity, 163
Consumer Price Index (CPI), 231
content validity, 163
contextual expectations, 261
continuing grievances, 319
contract for service, 10
contract of service, 9
contracts: employment, 34–35; job redesign and, 93–94; psychological, 128
control: control-based strategies, 20; of hazards, 47, 49, 50–51
corporate strategies, 18
cost-leader business strategy, 18, 101, 102, 102–3, 122
cost of living, 231
cost-of-living adjustment, 232
cost-per-hire analysis, 155, 155
COVID-19 pandemic, 13, 57, 70–71, 105, 110, 247
co-workers, gathering information from, 272
Coy, Chris (racism case study), 195–96
CPI (Consumer Price Index), 231
CPP/QPP (Canada/Québec Pension Plan), 245, 250
criminal record checks, 182
criterion validity, 163
critical incidents, 269
cross-training, 3, 125, 207–8, 344
customers, gathering information from, 272–73
D
decision-based evaluation, 213
defined-benefit pension plan (DBPP), 250, 251–52, 253
defined-contribution pension plan (DCPP), 250, 251–52, 253
delegated authority, 10. See also power
Delphi method, 112
demand analysis, 106. See also labour demand, forecasting
demonstration tests, 175–76
dependent-care benefits, 247
description, vs. prescription, 2–3, 18, 25–26, 28, 78
desire, as barrier, 280
diary (work log), 81
differentiation business strategy, 19, 101, 102–3, 137, 336
direct action, 322
direct discrimination, 55. See also discrimination
disability: accommodation and harassment case study, 348–50; short-term and long-term disability plans, 246
discrimination: Calgary Fire Department case study, 195–96, 219–20; Canadian Museum for Human Rights case study, 159–60, 190; direct and indirect, 55; gender hiring bias case study, 330, 332–36; human rights laws against, 54; permissible, 55; wage discrimination, 227. See also bias
dishonesty, 288. See also honesty tests
dismissal. See termination
dispute resolution, during collective bargaining, 312–15. See also arbitration; complaint-driven enforcement; conflict
distributive bargaining (positional bargaining), 307–8
diversity, 138–40, 155–56, 166, 189. See also equity, diversity, and inclusion (EDI)
documentary review, 201
Dongworth, Steve (Calgary fire chief), 196, 220
downsizing, 127–28
drug and alcohol tests, 177–79, 354
dual labour market, 219
dues check-off, 318
duties: to accommodate, 55–56; of fair representation, 299; of fidelity, 36, 37, 284, 288; to obey, 36–37
E
economy: bargaining power and, 311; capitalist economy, 12; pay structure and, 229–30
EDI (equity, diversity, and inclusion), 118, 122, 131, 211–13. See also diversity
education assistance, 248
education system, 13, 145, 197–98. See also training
EFAPs (employee and family assistance programs), 247
EI (Employment Insurance), 245
emotional labour, 85–86
employee and family assistance programs (EFAPs), 247
employees: common law obligations, 36–37; definition, 9–10; empowerment of, 93; as information source, 76–78; referrals by, 146. See also labour market; workers
employers (capitalists), 10–11
employment agencies, 146
employment equity, 58
Employment Insurance (EI), 245
employment law: about, 26–27, 33–34, 60–61; acts, regulations, and codes, 41–42; bargaining power and, 311; BC firefighting case study, 31–33; bona fide occupational requirement (BFOR), 32, 55; Charter of Rights and Freedoms, 39–41; on discipline, 286–87; government enforcement, 43–44, 60; human rights laws, 54–58; information privacy, 59; job redesign and, 94; labour relations law, 298–99; minimum terms of employment (labour standards, employment standards), 41–45, 227; non-compliance, 52, 60; occupational health and safety (OHS) laws, 45–47, 49, 51–52; pay equity laws, 58, 227–29; right-to-work laws, 317; statutory law, 12, 38–39; on wages and benefits, 227, 244–46; web of rules, 33–34, 34; workers’ compensation for injuries, 52–54, 245. See also collective bargaining; common law
employment standards (labour standards), 41–45, 227
equity: employment, 58; pay, 58, 227–29
equity, diversity, and inclusion (EDI), 118, 122, 131, 211–13. See also diversity
ergonomic hazards, 46
evaluation: barriers to, 214; evaluation matrix, 165, 165, 166; human resource planning, 128–30; job evaluation, 233–34; performance appraisal and evaluation, 267–72; recruitment efforts, 154–56; return on investment (ROI), 215–16; selection, 188–90; training, 203–4, 213–16
EVLN (exit-voice-loyalty-neglect) model, 339–40, 351
executives: bias towards, 2; executive search firms (headhunters), 146; pay, 239–41, 240
exit-voice-loyalty-neglect (EVLN) model, 339–40, 351
expectations, defining, 261–64, 280
expedited arbitration, 322
experience rating, 54
externalities, 128
external labour supply, 113, 118–21. See also labour supply, forecasting
external recruitment, 144–47, 147
extrapolation, 106–7
F
fair representation, duty of, 299
faithful service, breach of, 288–89
feedback: delivering performance feedback, 281–82; job characteristics model and, 88; ongoing feedback, 264–65, 266–67; 360-degree feedback, 273–74; tips for, 281; during training, 210
fidelity, duty of, 36, 37, 284, 288
Fight for $15 movement, 232
firefighting, 31–33
fit: horizontal fit, 103; quality of fit, 189; as suitability, 184; vertical fit, 102
flexible scheduling, 91
flextime, 247
floor of rights, 41
focus-based business strategy, 19, 102–3
forced-distribution ranking, 267
Ford, Henry, 70
forecasting, 109–10. See also labour demand, forecasting; labour supply, forecasting
foreign workers. See international workers
framing, 331–32
free-rider problem, 316–17
frictional unemployment, 121
functional strategies, 18, 19, 100
G
Gagne, Robert, 211
gender: Amazon’s AI experiment and, 135; child-care job description example, 84; construction industry and, 125–26; emotional labour and, 86; gender-blind hiring, 166, 335; hiring bias case study, 330, 332–36; intersecting identities and, 7, 8–9; parental leave case study, 342–45; pay equality, 58; precarious employment and, 16; social reproduction and, 13; unconscious bias and, 166; unions and, 297–98, 323
goal setting, 209
good faith, obligation of, 36, 37
Google, 140–41
government (state): bargaining power and, 311; education and, 197–98; employment law enforcement, 43–44, 60. See also employment law
graphic rating scale, 268–69
Grewal, Satinder Kaur (wage theft case study), 43
grievance, 319–21
grievance arbitration (rights arbitration), 321
grievance mediation, 322
griever, 320
grocery store cashiers, 65–66
group grievances, 319
guidelines, 41–42
H
halo and horns effect, 172, 275–76
harassment, 57–58, 289, 348–50. See also bullying; violence
hazards: definition, 45; emotional labour as, 85–86; hierarchy of controls, 50, 50–51; recognition, assessment, and control, 47, 49, 49; types of, 46–47. See also injuries; safety
headhunters (executive search firms), 146
health benefits, supplemental, 246
hidden curriculum, 197–98
hierarchy of controls, 50, 50–51
high-performance work system (HPWS), 20–21, 93
hiring: harms from poor practices, 2; hiring freeze, 127; hiring quotas, 335; during labour shortages, 124; merit-based hiring, 139, 143. See also recruitment; selection
hiring hall (closed shop), 316
Hirschman, Albert, 339
holiday and vacation, 45, 227, 245–46
home, working from, 247
honesty tests (integrity tests), 177, 180, 181
horizontal fit, 103
horizontal loading (job enlargement), 92
hours of work, 44–45
HPP (hybrid pension plan, composite plan), 250, 251, 252, 253
HPWS (high-performance work system), 20–21, 93
HRIS (human resource information system), 114–15, 143
HRM. See human resource management
human resource information system (HRIS), 114–15, 143
human resource management (HRM): about, 3–4, 26–28, 329, 355; conflicted roles of HR practitioners, 3–4, 353–55; definition and activities within, 5, 5; description vs. prescription, 2–3, 18, 25–26, 28, 78; intersecting identity factors and, 7, 8–9, 16, 26, 33, 212, 228; issue analysis framing and checklist, 331–32, 354; organizational strategies and, 18–20; origins of, 17; politics and, 3–4, 5–6, 355; prescription vs. description, 2–3, 18, 25–26, 28; social construction and, 23–24; social reproduction and, 12–14; vs. strategic human resource management (SHRM), 21–23; variation across companies, 17–18. See also collective bargaining; discipline; employment law; human resource planning; human resource strategy; job analysis; job design; performance management; power; recruitment; selection; termination; training; unions; wages and benefits; workflow analysis
human resource planning, 103–30; about, 27, 99–100, 103–4, 130–31; communication of, 128; dynamic or static, 105; and equity, diversity, and inclusion (EDI), 131; evaluation of, 128–30; forecasting perils and pitfalls, 109–10; formal or informal, 105; gap analysis, 122–23, 123; integrated with HR processes or independent, 105; labour demand forecasting, 106–8, 110–13, 129; for labour shortage, 124–26; labour supply forecasting, 113–21, 129; for labour surplus, 126–28; limits of, 130–31; objective matching, 123–24, 124, 129; organizational approaches to, 104–6; process of, 104, 104; recruitment and, 137; short or long term, 105; Southlake Regional Health Centre case study, 99–100, 130–31; stand alone or strategic, 105
human resource strategy, 100–103, 102–3
human rights: interview training and, 174–75; laws against discrimination, 54–58; and wages and benefits, 227, 228
hybrid pension plan (HPP; composite plan), 250, 251, 252, 253
I
identity conscious screening, 166
identity factors, intersecting, 7, 8–9, 16, 26, 33, 212, 228
implicit bias (implicit bias training), 236–37, 334–35
IMPs (international mobility programs), 148
inadequate planning, 172
incremental strategy (inside-out approach), 101
indexation (trend analysis), 107–8, 108, 115–16
indirect discrimination, 55. See also discrimination
individual grievances, 319
inductive thinking, 109
industrial workers, 11
information: employees as source of, 76–78; human resource information system (HRIS), 114–15, 143; job analysis and, 76, 76, 78, 81; performance evaluation and, 272–73; privacy, 59; relevance, 162, 163; reliability, 77, 162, 164–65, 275; selection and, 162; 360-degree feedback, 273–74; validity, 77, 162–63, 164–65, 275
injuries: grocery store cashiers, 66; issue analysis case study, 331–32; occupational health and safety (OHS), 45–47, 49, 51–52, 263–64; workers’ compensation, 52–54, 245. See also hazards; safety
inside-out approach (incremental strategy), 101
insolence, 289
instructional systems design model (ISD), 196–97, 197
integrative bargaining (mutual-gains bargaining), 308–9
integrity tests (honesty tests), 177, 180, 181
intensifying work, 16–17, 100, 125
intentional error, 276
interactive training, 205
interest arbitration, 313
intermediary workers, 11
internal job posting, 143
internal labour supply, 113. See also labour supply, forecasting
internal movement, 116
internal recruitment, 142–44
internal responsibility system (IRS), 51
international mobility programs (IMPs), 148
international workers, 147–48. See also temporary foreign workers
interviews, 167–75; bias and, 168, 170–71, 173; challenges and benefits, 167–68; content, 170; definition, 167; formality, 170; format, 170; human rights issues, 174–75; for information gathering, 81; medium, 169–70; mistakes during, 171, 172; for needs assessment, 201; power dynamics, 175; questions to avoid, 173–74, 174; screening interview, 167; training for, 173–75; as two-way street, 168–69
intra-organizational bargaining, 305–6
involuntary turnover, 287
IQ tests, 177
IRS (internal responsibility system), 51
ISD (instructional systems design model), 196–97, 197
J
job, 66
job analysis, 74–86; about, 27, 65, 94; definition, 67, 74; employees as source of information, 76–78; gathering information, 76, 76, 78, 81; job analysis form (questionnaire), 78, 79–80; job descriptions and job specifications, 81–85; organizational need and, 75–76; phases and tasks, 75, 75; recruitment and, 137
Job Bank, 121
job characteristics model, 86–89, 87
job classification system, 233
job description, 81–85, 94–95, 149
job design, 86–94; about, 65, 94, 290; call centre case study, 89–91; common methods, 91–93; definition, 67, 86; grocery store cashiers case study, 65–66; job characteristics model and, 86–89, 87; limits to, 93–94; parental leave case study, 344; process and objectives, 89; productivity and, 93; recruitment and, 137
job enlargement (horizontal loading), 92
job enrichment (vertical loading), 17, 92–93
job offer, 186–87
job ranking system, 233
job rotation, 66, 92, 196, 207–8, 344, 345
job shadowing, 173
job specification, 81–85, 94–95, 149, 164–65, 173–74, 176
joint health and safety committees, 51
jurisdiction, 39
jurisprudence, 321
K
know, right to, 46
knowledge and background questions, 170
L
labour, 12. See also employees; workers
labour demand, forecasting, 106–8, 110–13; about, 106; Delphi method, 112; evaluation of, 129; extrapolation, 106–7; Nominal Group Technique, 113; ratio analysis, 106, 110–11, 111; regression analysis, 111–12; scenario analysis, 106, 113; trend analysis (indexation), 107–8, 108
labour market: definition, 14; dual, 219; labour market power, 14–15, 37; pay structure and, 230; precarious employment, 15–16, 48, 219; tight vs. loose, 14, 230; wage-effort bargain, 16–17, 38, 77, 127–28, 338; wage-rate bargain, 16, 90–91
labour relations, terminology, 299–300. See also collective bargaining; unions
labour relations acts (LRAs), 298–99, 302, 312, 316
labour relations boards (LRBs), 299, 301–2
labour relations officer (LRO), 262
labour shortage, 124–26
labour standards (employment standards), 41–45, 227
labour supply, forecasting, 113–21; about, 113–14; evaluation of, 129; for external labour supply, 118–21; human resource information system (HRIS) and, 114–15; limits of, 121; Markov analysis, 115, 116–18, 117, 122; replacement chart, 118, 119; trend analysis (indexation), 115–16
lateness, 289
law. See employment law
layoffs, 127
leading questions, 172
leave: of absence, 127; employment law on, 45; parental leave case study, 342–45; sick leave, 13, 246
lectures, 205
lesson, 210
lesson plan, 210–11
Levitt, Martin Jay (union buster), 303–4
life insurance, 246
likeness bias (affinity bias, similar-to-me bias), 172, 184, 276, 278–79
living-wage market-basket indicator, 225
long-term disability plans, 246
loyalty, 339–40
LRAs (labour relations acts), 298–99, 302, 312, 316
LRBs (labour relations boards), 299, 301–2
LRO (labour relations officer), 262
M
macrolevel reputation (brand), 140–41
management by objective (MBO), 271
managers, 11
mandatory benefits, 244–46
Markov analysis, 115, 116–18, 117, 122
master and servant tradition, 37, 284
maternity leave (case study), 342–45
MBO (management by objective), 271
means of production, 12
mediation-arbitration, 313, 322
medical exams, 177
Meiorin, Tawney (BC firefighting case study), 31–33, 55
merit increases, 243
metacognitive strategies, 209
microlevel reputation, 141
minimum termination notice, 45. See also under notice
modified duties, 54
multi-tasking, 17
mutual-gains bargaining (integrative bargaining), 308–9
N
narrative fallacy, 109
natural justice, 285
needs assessment (needs analysis), 198–202, 199, 200–201, 204
neglect, 340
Newfoundland and Labrador, 297
Nissan Motor, 239–40
Nominal Group Technique, 113
nominations, 143–44
norms, contractual or social, 93–94
notice: reasonable notice, 287–88; of resignation, 37; of termination, 36, 45
O
obey, duty to, 36–37
objective matching, 123–24, 124, 129
observation, 81, 156, 200, 204, 272
occupational exposure limits, 48
occupational health and safety (OHS), 45–47, 49, 51–52, 263–64
off-the-job training, 196
Old Age Security, 250
onboarding, 218
one-on-one interviews, 170, 171
online applications, 152
online interview, 170
online postings, 145
Ontario, 56
on-the-job training, 196
opening offers, 306
opportunity, barriers to, 280
opportunity cost, 75
organizational analysis, 199–200
organizational strategies, 18–20, 100. See also human resource strategy
organizing campaign (organizing drive), 300–301
orientation, 217–18. See also training
outside-in approach, 101
overlearning, 210
P
Page the Cleaner (dry-cleaning chain), 225–26, 253–54
paid vacation, 45, 227, 245–46
paired comparison, 268
panel interviews, 170
parental leave (case study), 342–45
participate, right to, 46
part learning, 209
pay equality, 58
Pay Equity Act, 58
pay for performance, 242
pay structures, 226–41; about, 226–27; benefits and risks, 239; development, 233–34, 237; executive pay, 239–41, 240; external factors, 229–31; legal requirements, 227; organizational factors, 232–33; pay equity legislation, 227–29; pay range, 238–39, 239; teachers case study, 237–38; wage survey, 230
pension plans (retirement benefits), 245, 250–53, 324
performance aids, 206
performance management: about, 27, 257–58, 290–91; analyzing performance and providing feedback, 18, 279–82, 280; attribute-based appraisal, 268–69; behavioural-based appraisal, 269–71; bullying, 265–66; Canadian Tire (Babcock) case study, 257–58, 290–91; defining expectations, 261–64; discipline, 282–83, 285–87; errors in performance review, 274–77; gathering performance information, 272–73; internal recruitment and, 142; ongoing feedback, 264–65, 266–67; performance appraisal and evaluation, 267–72; process of, 259–60, 260; promotion dilemma, 277–78; purposes of, 259; results-based appraisal, 271–72; as system, 260–61; 360-degree feedback, 273–74; training transfer and, 216; underperformance case study, 345–48
personal benefits, 248
personal information, 59
personal protective equipment (PPE), 50
person analysis, 201–2
personnel management, 17. See also human resource management
physical ability tests, 176
physical hazards, 46
picket line, 314
piecework pay, 242
pluralism, 25
policies, 41–42
policy grievances, 319–20
politics: discipline and, 285–86; evaluating HR planning and, 129–30; human resource management and, 3–4, 5–6, 355; internal recruitment and, 144; issue framing and, 332; political acumen, 94–95; training and, 220–21
position, 66–67
positional bargaining (distributive bargaining), 307–8
power: applicant testing and, 180; as asymmetrical towards employers, 12, 26, 296; bargaining power, 227, 232, 308–9, 310–11, 313; bullying and, 265–66; definition, 6–7; direct action and, 322; integrative bargaining and, 308–9; interviews and, 175; knowledge about work and, 94; labour market power, 14–15, 37; unions and, 296
PPE (personal protective equipment), 50
practice: active practice, 208–9; conditions of practice, 209–10
precarious employment, 15–16, 48, 219
predictive tests, 176–77, 179–80
premiums, 54
prescription, vs. description, 2–3, 18, 25–26, 28, 78
privacy: information and, 59; recruitment and, 152, 153
procedural rights, 317–18
productivity: bargaining power and, 310–11; benefits and, 244, 248; bullying and, 266; job design and, 86, 89, 93; outside-in approach and, 101; training and, 195
professional associations, 146
profit imperative, 11–12, 13–14
profit sharing, 243
progressive discipline, 286, 286, 349
protected grounds, 152
psychological contract, 128
public opinion, 311
Q
QPP/CPP (Québec/Canada Pension Plan), 245, 250
qualification checks, 181, 182
qualitative methods, 106, 112–13
quality of fit, 189
quantitative methods, 106, 112, 175, 184
Québec/Canada Pension Plan (QPP/CPP), 245, 250
questionnaires (surveys), 81, 200
questions, during interviews, 172, 173–74, 174
quotas, hiring, 335
R
race and racism: Calgary Fire Department case study, 195–96, 219–20; Canadian Museum for Human Rights case study, 159–60, 190; construction industry case study, 125–26; intersecting identities and, 8–9; unconscious bias and, 166; unions and, 298
Rand Formula, 316
ratio analysis, 106, 110–11, 111
reactions, measurement of, 215
realistic job preview, 151
reasonable notice, 287–88. See also under notice
reasonably practicable test, 49
recency effect, 276
recruitment: about, 27, 135–36, 156–57; applications and application forms, 151–52, 152; cost-per-hire analysis, 155, 155; cost saving and, 156–57; diversity and, 138–40, 155–56; evaluation of, 154–56; external recruitment, 144–47, 147; as HR process, 136–37, 137; information gathering during, 162; internal recruitment, 142–44; international workers, 147–48; job posting, 143, 149–51, 164; privacy and, 152, 153; realistic job preview, 151; recruiting strategy, 137, 138, 140–42; as two-way street, 157; unconscious bias and, 156; yield ratios, 154, 154–55. See also hiring; selection
reference checks, 181–82
referrals, employee, 146
regression analysis, 111–12
regulations, 41
reliability, 77, 162, 164–65, 275
replacement chart, 118, 119, 143
replacement workers (scabs), 314–15
representation, fair, duty of, 299
representation vote, 301–2
reputation, 140–41
residual rights, 317
resignation, notice of, 37
results, measurement of, 215
results-based performance appraisal, 271–72
retirement benefits (pension plans), 245, 250–53, 324
return on investment (ROI), 215–16
reviewer bias, 135
rights arbitration (grievance arbitration), 321
right-to-work laws, 317
ROI (return on investment), 215–16
Rootenberg, Shaun (alias Shaun Rothberg), 1–2
routine expertise, 210
Rudolph, John and Laurel (Page the Cleaner case study), 225–26
S
safety: internal responsibility system (IRS), 51; legal obligations, 36; male norm and, 47–49; occupational health and safety (OHS), 45–47, 49, 51–52, 263–64; pay incentives for, 244; safety-sensitive positions, 178; unions and, 324; violations as ground for dismissal, 288. See also hazards; injuries
Saretsky, Gregg, 294
Saskatchewan Federation of Labour, 40
scabs (replacement workers), 314–15
scheduling, flexible, 91
scientific management, 69–70
score card, for selection, 184–86, 185
screening interview, 167
selection: about, 27, 159–60, 190–91; and aligning HR and business strategies, 102; applicant testing, 175–77, 179–80; bias and, 184; Canadian Museum for Human Rights case study, 159–60, 190; candidate screening, 164–67; criminal record checks, 182; decision-making strategies, 183–86; definition, 160; drug and alcohol tests, 177–79; evaluation of, 188–90; failed searches, 187–88; gender hiring bias case study, 330, 332–36; information gathering, 162; interviews, 167–75; job offer, 186–87; notifying unsuccessful candidates, 187; process of, 160–61, 161; qualification checks, 181, 182; reference checks, 181–82; relevance, reliability, and validity in, 162–63; social media checks, 182–83. See also hiring; recruitment
self-employed workers, 10–11
semi-structured interviews, 170
sequential interview process, 170
serial-order effect, 172
service workers, 11
sexual harassment, 58
short list, 164
short-term disability plans, 246
SHRM (strategic human resource management), 21–23
similar-to-me bias (affinity bias, likeness bias), 172, 184, 276, 278–79
simulation, 162–63, 173, 176, 206
situational questions, 170, 171
skill variety, 88
snap judgment, 172
social construction, 23–24, 84, 95
social reproduction, 12–14
Southlake Regional Health Centre (Newmarket, ON), 99–100, 130–31
Starbucks, 232
state. See government
statutory employment law, 12, 38–39. See also collective bargaining; unions
statutory holidays, 245–46
stock purchase, 243
Strange City (Edmonton tattoo parlour), 60
strategic human resource management (SHRM), 21–23
strategies: business, 18–19, 100, 102–3; corporate, 18; functional, 18, 19, 100; human resource, 100–103, 102–3; incremental (inside-out approach), 101; metacognitive, 209; organizational, 18–20, 100; recruitment, 137, 138, 140–42; selection decision-making, 183–86
strike pay, 314
structured interviews, 170
subjectivity, 58, 168, 170–71. See also bias
subordinates, gathering information from, 272
substantive rights, 317–18
succession planning, 143. See also replacement chart
suitability, 184
summary dismissal, 288–89
supplemental health benefits, 246
supply analysis. See labour supply, forecasting
surplus value, 7
surveys (questionnaires), 81, 200
survivor syndrome, 128
T
talking too much, 172
task analysis, 200
task expectations, 261
task identity, 88
task sequencing, 209
task significance, 88
technology, gathering information from, 273
telephone interview, 169–70
teleworking, 91–92
temporary employment agencies, 146
temporary foreign workers (TFWs), 125–26, 147–48
tentative agreement, 312
termination, 287–90; constructive dismissal, 227, 290, 335; minimum termination notice, 45; notice of termination, 36; reasonable notice, 287–88; repudiatory breach of contract as, 35; summary dismissal, 288–89; termination for (or with) cause, 288–89; unionized workplaces and, 298; wrongful dismissal, 227, 241, 287, 289–90
terms of work, changes to, 127
tests: alcohol and drug tests, 177–79, 354; for applicants, 175–77, 179–80; for needs assessment, 201
TFWs (temporary foreign workers), 125–26, 147–48
360-degree feedback, 273–74
time-and-motion studies, 69–70, 89
time lapse, 189
top-up benefits, 246–47
total compensation, 226. See also wages and benefits
trade-offs, 78, 186, 220, 262, 329, 355
training: about, 27, 195–97, 219–21; active practice, 208–9; and aligning HR and business strategies, 103; Calgary Fire Department case study, 195–96, 219–20; career development, 218–19; conditions of practice, 209–10; cross-training, 3, 125, 207–8, 344; delivery methods, 204–7, 205–6; determining content, 204; education system and, 197–98; equity, diversity, and inclusion (EDI), 211–13; evaluation of, 203–4, 213–16; implicit bias training, 334–35; in-house vs. external, 204; instructional systems design model (ISD), 196–97, 197; internal recruitment and, 142; for interviews, 173–75; job rotation, 66, 92, 196, 207–8, 344, 345; lesson plan, 210–11; needs assessment (needs analysis), 198–202, 199, 200–201, 204; off-the-job training, 196; onboarding, 218; on-the-job training, 196; orientation, 217–18; parental leave case study and, 344; as political, 220–21; program design, 203–4; trainee characteristics and, 207; training objectives, 203, 203–4, 211; training transfer, 216–17
trend analysis (indexation), 107–8, 108, 115–16
triangulation, 77–78
turnover, 23, 75, 92, 116, 127, 287
U
ULP (unfair labour practice), 300, 302, 304
underperformance (case study), 345–48
undue hardship, 57
unemployment: rate of, 119, 121; threat of, 15; unemployed workers, 11
unfair labour practice (ULP), 300, 302, 304
unions: about, 27, 295–97, 324–25; bargaining power and, 232; certification, 299, 300–302; external recruitment and, 146; impacts of, 323–24; internal recruitment and, 142–43; labour relations legislation and, 298–99; layoffs and, 127; opinions about, 323; power and, 296; reasons for joining, 297; union busting, 302, 303–4; union density, 297–98; union drive case study, 351–53; WestJet case study, 293–95, 324. See also collective agreement; collective bargaining
union shop, 316
unitarism, 24–25
United States of America, 240, 297, 316, 317
University of Alberta, 229
unpaid labour, 9
unsolicited applications, 145
unstructured interviews, 170–71
V
vacation and holiday, 45, 227, 245–46
validity, 77, 162–63, 164–65, 275
value, surplus, 7
variable pay, 242–44
vertical fit, 102
vertical loading (job enrichment), 17, 92–93
violence, 47, 289. See also bullying; harassment
voice, 339
voluntary turnover, 287
Vriend, Delwin (Charter of Rights and Freedoms challenge), 40, 41
W
wage discrimination, 227
wage-effort bargain, 16–17, 38, 77, 127–28, 338
wages and benefits: about, 27, 225–26, 253–54; and aligning HR and business strategies, 102; bargaining power and, 232; base pay, 241–42; benefits, 244–48; cost-of-living adjustment, 232; discrimination, 227; executive pay, 239–41, 240; legal requirements, 35, 42–43, 227, 244–46; living-wage market-basket indicator, 225; minimum age, 42; overtime, 44–45; Page the Cleaner case study, 225–26, 253–54; pay equality, 58; pay equity, 58, 227–29; pay raises case study, 336–38, 341–42; pay structures, 226–41; precarious employment and, 16; retirement benefits (pension plans), 245, 250–53, 324; total compensation, 226; underperformance case study and, 347–48; unions and, 323–24; variable pay, 242–44; wage survey, 230; wage theft, 16, 38–39, 43–44; wellness programs, 247, 248–49
WCB (workers’ compensation board), 51, 52–54, 245
Weickert, Donald (performance management case study), 257–58
wellness programs, 247, 248–49
whip of hunger, 15
Williams, Janice (grocery cashier), 66
work arrangement accommodations, 247
workers: availability, 93; bias against, 2; in capitalist economy, 12; contractors, 10, 11–12, 124; gathering performance information from, 272; intersecting identities, 7, 8–9; replacement workers (scabs), 314–15; resistance and other response strategies, 16–17, 38, 60–61, 338–41; social class and, 10, 10–11; unpaid labour, 9. See also employees; labour market
workers’ compensation (workers’ compensation board (WCB)), 51, 52–54, 245
workflow analysis, 67–73; about, 65, 67, 94; family-style restaurant case study, 67–69, 68, 69; inaccuracies, 70–71; phases and tasks, 72, 72; reasons for, 69–70; textbook writing example, 71, 71
workflow map, 67, 68, 69, 72–73, 95
work knowledge tests, 176
work log (diary), 81
work now, grieve later, 320
wrongful dismissal, 227, 241, 287, 289–90
Y
Z