Buy 3I-EBK: Managing Human Resources, 9th Edition PDF ebook by author Bellcourt, Bohlander,Snell, Singh – published by Cengage Learning Canada Inc. in 2020 and save up to 80% compared to the print version of this textbook. With PDF version of this textbook, not only save you money, you can also highlight, add text, underline add post-it notes, bookmarks to pages, instantly search for the major terms or chapter titles, etc.
You can search our site for other versions of the 3I-EBK: Managing Human Resources, 9th Edition PDF ebook. You can also search for others PDF ebooks from publisher Cengage Learning Canada Inc., as well as from your favorite authors. We have thousands of online textbooks and course materials (mostly in PDF) that you can download immediately after purchase.
Note: e-textBooks do not come with access codes, CDs/DVDs, workbooks, and other supplemental items.
- Full title: 3I-EBK: Managing Human Resources, 9th Edition
- Edition: 9th
- Copyright year: 2020
- Publisher: Cengage Learning Canada Inc.
- Author: Bellcourt, Bohlander,Snell, Singh
- ISBN: 9780176798055, 9780176861384
- Format: PDF
Description of 3I-EBK: Managing Human Resources, 9th Edition:
Managing Human Resources provides a comprehensive overview of the functions, systems, and responsibilities related to human resources. The authors have two main purposes in writing this book, which they state in the preface: to equip students with the tools and practices needed to be a successful human resource professional, along with an appreciation for the change they can effect, and to present the most current challenges and opportunities that graduating students will face when they enter the work environment. The product recognizes the value of the HR professional in developing and implementing strategy, ultimately supporting the success of their employees as well as the entire organization.
Table of Contents of 3I-EBK: Managing Human Resources, 9th Edition PDF ebook:
FeaturesBrief ContentsContentsPrefaceAbout the AuthorsPART 1: HUMAN RESOURCES MANAGEMENT IN PERSPECTIVECHAPTER 1: THE WORLD OF HUMAN RESOURCES MANAGEMENTWHY STUDY HUMAN RESOURCES MANAGEMENT?Human Capital and HRMCOMPETITIVE ISSUES AND HUMAN RESOURCES MANAGEMENTIssue 2: Setting and Achieving Corporate Social Responsibility and Sustainability GoalsIssue 3: Advancing HRM with TechnologyHighlights in HRM 1.1: The Future of WorkHighlights in HRM 1.2: Factors to Consider When Evaluating a Human Resources Information SystemIssue 4: Containing Costs While Retaining Top Talent and Maximizing ProductivityIssue 5: Responding to the Demographic and Diversity Challenges of the WorkforceIssue 6: Adapting to Educational and Cultural Shifts Affecting the WorkforceThe Business Case: Advantages and Disadvantages of Part-Time WorkersEthics in HRM: Skywalkers and GroundworkersTHE PARTNERSHIP OF LINE MANAGERS AND HUMAN RESOURCES DEPARTMENTSHighlights in HRM 1.3: Work-Life HarmonyResponsibilities of the HR ManagerCompetencies of the HR ManagerSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSCASE STUDY 1: NEW HR STRATEGY MAKES LLOYD’S A “BEST COMPANY”CASE STUDY 2: INTERGENERATIONAL ISSUESCASE STUDY 3: SHELL’S TOP RECRUITER TAKES HIS CUES FROM MARKETINGNOTES AND REFERENCESCHAPTER 2: STRATEGY AND HUMAN RESOURCES PLANNINGSTRATEGIC PLANNING AND HUMAN RESOURCESStrategic Planning and HRP: Linking the ProcessesSTEP 1: MISSION, VISION, AND VALUESHighlights in HRM 2.1: Air Canada: Mission, Vision, and ValuesDeveloping a Mission StatementHR’s Role in Establishing and Reinforcing a Firm’s Mission, Vision, and ValuesSTEP 2: EXTERNAL ANALYSISThe Business EnvironmentReality Check: Spotting Trends in the Global EconomyCompetitive EnvironmentHR’s External Supply of LabourSTEP 3: INTERNAL ANALYSISCore CapabilitiesSustaining a Competitive Advantage through PeopleHighlights in HRM 2.2: The Measurement of Human CapitalEthics in HRM: The Employment ContractCorporate CultureThe Business Case: Hiring Contract Workers PaysForecastingHighlights in HRM 2.3: HRP and Strategy Questions to Ask Business ManagersHighlights in HRM 2.4: Succession-Planning ChecklistHighlights in HRM 2.5: Lack of Succession Planning Threatens Family BusinessesAssessing a Firm’s Human Capital Readiness: Gap AnalysisSTEP 4: FORMULATING STRATEGYCorporate StrategyBusiness StrategyFunctional Strategy: Ensuring AlignmentSTEP 5: STRATEGY IMPLEMENTATIONTaking Action: Reconciling Supply and DemandHighlights in HRM 2.6: Managing Labour ShortagesSTEP 6: EVALUATION AND ASSESSMENTEvaluation and Assessment IssuesMeasuring a Firm’s Strategic AlignmentEnsuring Strategic Flexibility for the FutureSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: CUSTOMIZING HR FOR DIFFERENT TYPES OF HUMAN CAPITALCASE STUDY 1: DOMINO’S TRIES TO GET ITS STRATEGIC RECIPE RIGHTCASE STUDY 2: HOW A STRATEGY CHANGE LED TO NIKE’S FORMATIONNOTES AND REFERENCESAPPENDIX: CALCULATING TURNOVER AND ABSENTEEISMEMPLOYEE TURNOVER RATESComputing the Turnover RateDetermining the Costs of TurnoverEmployee Absenteeism RatesComputing Absenteeism RatesHighlights in HRM 2.A1: Costs Associated with the Turnover of One Computer ProgrammerCosts of AbsenteeismAbsenteeism and HRPPART 2: MEETING HUMAN RESOURCES REQUIREMENTSCHAPTER 3: EQUITY AND DIVERSITY IN HUMAN RESOURCES MANAGEMENTEMPLOYMENT EQUITYStatus of Designated GroupsHighlights in HRM 3.1: Retention StrategiesHighlights in HRM 3.2: AccessibilityHighlights in HRM 3.3: What’s in a Name?Benefits of Employment EquityTHE LEGAL FRAMEWORKThe Canadian Charter of Rights and FreedomsEthics in HRM: Ethics: Equality or EquityThe Canadian Human Rights Act (CHRA)The Enforcement of Provincial Human Rights LawsPAY EQUITYTHE EMPLOYMENT EQUITY ACT (1995)Administration and Enforcement of the Employment Equity ActThe Implementation of Employment Equity in OrganizationsHighlights in HRM 3.4: Requirements for the Federal Contractors ProgramHighlights in HRM 3.5: Suggestions for InclusionHighlights in HRM 3.6: The Duty to AccommodateSEXUAL HARASSMENTHighlights in HRM 3.7: The Cost of Sexual HarassmentHighlights in HRM 3.8: Basic Components of an Effective Sexual Harassment PolicyMANAGING DIVERSITYCreating an Environment for SuccessThe Business Case: The Economic Values of DiversityReality Check: Diversity Management Achievements at RBCSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: YOUR OPINIONS ABOUT EMPLOYMENT EQUITYCASE STUDY 1: STUDY FIGHTING FIRESCASE STUDY 2: OUTREACH EFFORTSCASE STUDY 3: WOMEN ON THE RIGHT TRACK AT CP RAILNOTES AND REFERENCESCHAPTER 4: JOB ANALYSIS AND WORK DESIGNRELATIONSHIP OF JOB REQUIREMENTS AND HRM FUNCTIONSStrategic HRPRecruitmentSelectionTraining and DevelopmentPerformance AppraisalCompensation ManagementThe Business Case: Purolator and NBANH Reduce Skyrocketing CostsLegal ComplianceJOB ANALYSISGathering Job InformationControlling the Accuracy of Job InformationReality Check: Job Analysis at EDS Canada Inc.Ethics in HRM: Job InflationApproaches to Job AnalysisJob DescriptionsHighlights in HRM 4.1: Job Description for a Talent Acquisition AssistantProblems with Job DescriptionsJOB DESIGNBehavioural ConcernsHighlights in HRM 4.2: Empowered Employees Achieve ResultsIndustrial Engineering ConsiderationsErgonomic ConsiderationsDESIGNING WORK FOR GROUPS AND TEAMSEmployee Involvement GroupsEmployee TeamsFlexible Work SchedulesFlextimeHighlights in HRM 4.3: Flextime and Work-Life BalanceSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: ESTABLISHING GROUND RULES FOR TEAM SUCCESSCASE STUDY 1: YAHOO CUTS THE CORD ON TELECOMMUTINGCASE STUDY 2: BUT MY JOB HAS CHANGEDCASE STUDY 3: THE ZAPPOS EXPERIMENTNOTES AND REFERENCESPART 3: DEVELOPING EFFECTIVENESS IN HUMAN RESOURCESCHAPTER 5: EXPANDING THE TALENT POOL: RECRUITMENT AND CAREERSSTRATEGIC ASPECTS OF RECRUITINGWho Should Do the Recruiting?Should a Firm Recruit Internally or Externally?Labour MarketsBrandingRECRUITMENT CHANNELSRecruiting InternallyHighlights in HRM 5.1: Marriott’s Recruitment Principles: Living Up to the Employment BrandRecruiting ExternallyHighlights in HRM 5.2: Employee Referral Programs That WorkHighlights in HRM 5.3: Making Your Internship Program a SuccessIMPROVING THE EFFECTIVENESS OF RECRUITINGUsing Realistic Job PreviewsSurveysRecruiting MetricsRetention: How Do We Keep Our Talent?CAREER MANAGEMENT: DEVELOPING TALENT OVER TIMEThe Goal: Matching Individual and Organizational NeedsIdentifying Career Opportunities and RequirementsReality Check: Career Edge Making a DifferenceCareer Development InitiativesThe Business Case: The Value of Career Development ProgramsEthics in HRM: Unpaid Internships: Training or Exploitation?Small Business Application: Small Companies Often Offer Big RewardsSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: CAREER MANAGEMENTCASE STUDY 1: IMPRIMAXCASE STUDY 2: RECRUITMENT CHANNELSCASE STUDY 3: GET PAID FOR AN EMPLOYEE REFERRALNOTES AND REFERENCESAppendix: PERSONAL CAREER DEVELOPMENTDEVELOPING PERSONAL SKILLS AND COMPETENCIESCHOOSING A CAREERHighlights in HRM 5.A1: “Must Have” Career CompetenciesUse of Available ResourcesSELF-EVALUATIONInterest InventoriesInformational Interviews, Job Shadowing, and InternshipsEvaluating Long-Term Employment OpportunitiesChoosing an EmployerBECOMING AN ENTREPRENEURKEEPING A CAREER IN PERSPECTIVEHighlights in HRM 5.A2: Questions to Ask Yourself before You Accept a Job OfferDeveloping Off-the-Job InterestsBalancing Marital and/or Family LifePLANNING FOR RETIREMENTKEY TERMSNOTES AND REFERENCESCHAPTER 6: Employee SelectionOVERVIEW OF THE SELECTION PROCESSBegin with a Job AnalysisThe Selection ProcessObtaining Reliable and Valid InformationINITIAL SCREENINGCover Letters and RésumésInternet Checks and Phone ScreeningApplication FormsEMPLOYMENT INTERVIEWSEthics in HRM: Writing It WrongNondirective InterviewsStructured InterviewsSituational InterviewsBehavioural Description InterviewsHighlights in HRM 6.1: Sample Situational Interview QuestionPanel and Sequential InterviewsMethods for Administering InterviewsReality Check: Behavioural Interviews at BMOThe Business Case: Behavioural Interviews Bring Big ReturnsHighlights in HRM 6.2: Hiring Managers Reveal Mistakes Candidates Make during Job InterviewsGuidelines for Employment InterviewersAre Your Questions Legal?POST-INTERVIEW SCREENINGReference ChecksHighlights in HRM 6.4: Sample Reference-Checking QuestionsBackground ChecksCredit ChecksPREEMPLOYMENT TESTSTypes of TestsDetermining the Validity of TestsREACHING A SELECTION DECISIONSummarizing Information about ApplicantsDecision-Making StrategyFinal DecisionSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: DESIGNING SELECTION CRITERIA AND METHODSCASE STUDY 1: JOB CANDIDATE ASSESSMENT TESTS GO VIRTUALCASE STUDY 2: PROS AND CONS OF CLEANING UP THE “RESU-MESS”CASE STUDY 3: SEARCHING FOR SPIESNOTES AND REFERENCESCHAPTER 7: Training and DevelopmentTHE SCOPE OF TRAININGA Strategic Approach to TrainingEthics in HRM: Mandatory or Voluntary?PHASE 1: CONDUCTING THE NEEDS ASSESSMENTHighlights in HRM 7.1: Notes on Rapid Needs AssessmentOrganization AnalysisTask AnalysisPerson AnalysisHighlights in HRM 7.2: A Competency Assessment for a Managerial PositionPHASE 2: DESIGNING THE TRAINING PROGRAMDeveloping Instructional ObjectivesAssessing the Readiness and Motivation of TraineesIncorporating the Principles of LearningCharacteristics of InstructorsPHASE 3: IMPLEMENTING THE TRAINING PROGRAMTRAINING DELIVERY METHODSOn-the-Job TrainingSpecial AssignmentsCooperative Training, Internships, and Governmental TrainingHighlights in HRM 7.3: Internship Program at Durham CollegeSimulationsE-LearningBehaviour ModellingRole-PlayingCoachingCase StudiesSeminars and ConferencesBlended LearningClassroom (Lecture) InstructionPHASE 4: EVALUATING THE TRAINING PROGRAMCriterion 1: ReactionsReality Check: A Classic Four-Level EvaluationCriterion 2: LearningCriterion 3: BehaviourCriterion 4: Results, or Return on Investment (ROI)The Business Case: Return on Training InvestmentHighlights in HRM 7.4: Benchmarking HR TrainingADDITIONAL TRAINING AND DEVELOPMENT PROGRAMSOrientation and OnboardingHighlights in HRM 7.5: Checklist for Orienting New EmployeesHighlights in HRM 7.6: Wowing the CandidateBasic Skills TrainingTeam Training and Cross-TrainingEthics TrainingSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: TRAINING AND LEARNING PRINCIPLESCASE STUDY 1: SERVICE AT THE FAIRMONT CHATEAU WHISTLERCASE STUDY 2: PEOPLE DEVELOPMENT STRATEGIES AT CREDIT UNION CENTRAL OF SASKATCHEWANCASE STUDY 3: ONBOARDING AT CAPITAL POWERNOTES AND REFERENCESCHAPTER 8: Performance ManagementPERFORMANCE MANAGEMENT SYSTEMSThe Purposes of Performance ManagementWhy Performance Management Systems Sometimes FailPUTTING IT ALL TOGETHER: 360-DEGREE EVALUATIONSTraining AppraisersReality Check: Canadian Tire 360-Degree MatrixThe Business Case: Rank and YankHighlights in HRM 8.1: Supervisor’s Checklist for the Performance Review MeetingPERFORMANCE REVIEW METHODSTrait MethodsHighlights in HRM 8.2: Graphic Rating Scale with Provision for CommentsHighlights in HRM 8.3: Example of a Mixed-Standard ScaleBehavioural MethodsHighlights in HRM 8.4: BARS and BOS ExamplesResults MethodsHighlights in HRM 8.5: Personal ScorecardWhich Performance Evaluation Method Should You Use?PERFORMANCE REVIEW MEETINGS AND FEEDBACK SESSIONSTypes of Performance Evaluation Meetings and Feedback SessionsConducting the Performance Review Meeting or Feedback SessionHighlights in HRM 8.6: The Feed Forward Performance Evaluation InterviewEthics in HRM: Stretch GoalsImproving PerformanceHighlights in HRM 8.7: Continuous Feedback, PleaseSmall Business Application: Does a Small Business Need to Formally Evaluate Its Employees?SUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: PERFORMANCE DIAGNOSISCASE STUDY 1: “PROJECT OXYGEN” RESUSCITATES GOOGLE’S POOR-PERFORMING BOSSESCASE STUDY 2: ADOBE DITCHES FORMAL PERFORMANCE REVIEWSAND WANTS TO HELP OTHER COMPANIES DO SO TOONOTES AND REFERENCESPART 4: IMPLEMENTING COMPENSATION AND SECURITYCHAPTER 9: Managing CompensationWHAT IS COMPENSATION?STRATEGIC COMPENSATIONLinking Compensation to Organizational ObjectivesMotivating Employees through Compensation: Theoretical ExplanationsThe Bases for CompensationEthics in HRM: Executive PayDETERMINING COMPENSATIONTHE WAGE MIXInternal FactorsHighlights in HRM 9.1: Comparison of Compensation StrategiesExternal FactorsJOB EVALUATION SYSTEMSJob Ranking SystemJob Classification SystemPoint SystemHighlights in HRM 9.2: Sample Rating Chart for Point Method Job EvaluationHighlights in HRM 9.3: Sample of Compensable Factor Showing DegreesWork ValuationJob Evaluation for Management PositionsThe Compensation StructureWage and Salary SurveysHighlights in HRM 9.4: Compensation Surveys for HR and Accounting Professionals in CanadaThe Wage CurvePay GradesRate RangesCompetency-Based PayGOVERNMENT REGULATION OF COMPENSATIONThe Canada Labour CodeEmployment Standards LegislationOther LegislationSIGNIFICANT COMPENSATION ISSUESPay Equity: Equal Pay for Work of Equal ValueMeasuring ComparabilityReality Check: Pay EquityThe Issue of Wage-Rate CompressionThe Business Case: Cashing OutSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: WHY THIS SALARY?CASE STUDY 1: PAY DECISIONS AT UNIVERSITY HEALTH FOODS ON WHEELSCASE STUDY 2: JOB EVALUATIONS AT CBC/RADIO-CANADANOTES AND REFERENCESCHAPTER 10: Pay for Performance: Incentive RewardsSTRATEGIC REASONS FOR INCENTIVE PLANSIncentive Plans as Links to Organizational ObjectivesRequirements for a Successful Incentive PlanSETTING PERFORMANCE MEASURESHighlights in HRM 10.1: Setting Performance Measures: The KeysADMINISTERING INCENTIVE PLANSINDIVIDUAL INCENTIVE PLANSPieceworkStandard Hour PlanBonusesMerit PayLump-Sum Merit PayIncentive Awards and RecognitionSales IncentivesHighlights in HRM 10.2: Customize Your Noncash Incentive AwardsINCENTIVES FOR PROFESSIONAL EMPLOYEESThe Executive Pay PackageExecutive Compensation: Ethics and AccountabilityHighlights in HRM 10.3: The “Sweetness” of Executive PerksEthics in HRM: Executive Incentives and Perks: BlackBerryGROUP INCENTIVE PLANSTeam CompensationGainsharing Incentive PlansHighlights in HRM 10.4: Lessons Learned: Designing Effective Team IncentivesENTERPRISE INCENTIVE PLANSProfit-Sharing PlansEmployee Stock Ownership Plans (ESOPS)Highlights in HRM 10.5: Employee Stock Option PlansReality Check: Pay for Performance at Lombard CanadaThe Business Case: Incentive Plan at Royal Bank of Canada (RBC)Small Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: AWARDING SALARY INCREASESCASE STUDY 1: EXECUTIVE COMPENSATION: THE CASE OF ONTARIO HOSPITAL EXECUTIVESCASE STUDY 2: TEAM-BASED INCENTIVES: NOT YOUR USUAL OFFICENOTES AND REFERENCESCHAPTER 11: Employee BenefitsMANAGING EMPLOYEE BENEFITS PROGRAMSElements of an Effective Benefits ProgramStrategic Benefits PlanningCommunicating Employee Benefits InformationHighlights in HRM 11.1: Crafting an Effective Benefits Communication ProgramHRIS and Employee BenefitsThe Business Case: Managing the Costs of BenefitsCONCERNS OF MANAGEMENTReality Check: Benefits Planning: From Entitlement to Self-ResponsibilityEthics in HRM: Benefits FraudEMPLOYEE BENEFITS REQUIRED BY LAWCanada and Quebec Pension Plans (CPP/QPP)Employment Insurance (EI)Workers’ Compensation InsuranceProvincial Hospital and Medical ServicesDISCRETIONARY MAJOR EMPLOYEE BENEFITSHealthcare BenefitsHighlights in HRM 11.2: Team Approach to Cost Containment at The Economical Insurance Group (TEIG)Payment for Time Not WorkedLife InsuranceRetirement ProgramsPension PlansHighlights in HRM 11.3: Whose Money Is It?EMPLOYEE SERVICES: CREATING A WORK-LIFE SETTINGCreating a Family-Friendly SettingEmployee Assistance ProgramsCounselling ServicesChildcare and EldercareHighlights in HRM 11.4: Yukon Government’s Public Service CommissionHighlights in HRM 11.5: Simon Fraser University Makes Childcare a PriorityOther ServicesHighlights in HRM 11.6: Business Development Bank of Canada (BDC)Small Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: UNDERSTANDING EMPLOYER BENEFIT PROGRAMSCASE STUDY 1: EVALUATE THE WORK-LIFE CLIMATE IN YOUR COMPANYCASE STUDY 2: MAPLE LEAFS’ FAMILY-FRIENDLY BENEFITS: AN UNEXPECTED BACKLASHNOTES AND REFERENCESCHAPTER 12: Promoting Safety and HealthSAFETY AND HEALTH: IT’S THE LAWActs and RegulationsDuties and ResponsibilitiesHighlights in HRM 12.1: Health and Safety Checklist for New EmployeesHighlights in HRM 12.2: A World Leader in Health and SafetyPenalties for Employer NoncomplianceWORKERS’ COMPENSATIONPROMOTING A SAFE WORK ENVIRONMENTCreating a Culture of SafetyEnforcing Safety RulesEthics in HRM: Bury the RecordInvestigating and Recording AccidentsCONTROLLING AND ELIMINATING HEALTH HAZARDSSafety Hazards and IssuesHighlights in HRM 12.3: Texting While Driving: A Sample HR PolicyHighlights in HRM 12.4: Emergency Readiness Checklist CREATING A HEALTHY WORK ENVIRONMENTErgonomicsChemical HazardsSmoking and Tobacco SmokeBuilding Better Physical and Emotional Health among EmployeesThe Business Case: Investing in Employee HealthHighlights in HRM 12.5: Depression in the WorkplaceJOB STRESS AND BURNOUTJob-Related StressCoping with StressReality Check: CN Centre for Occupational Health and SafetySmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: REDUCING EMPLOYEE STRESSCASE STUDY 1: WORKPLACE SAFETY AND YOUNG WORKERSCASE STUDY 2: TOO MUCH FATIGUE AND JOB STRESS?NOTES AND REFERENCESPART 5: ENHANCING EMPLOYEE-MANAGEMENT RELATIONSCHAPTER 13: Employee Rights and DisciplineTHE THREE REGIMES OF EMPLOYMENT LAWThe Common Law of EmploymentStatutory Employment RegulationCollective Bargaining Legislation and Labour ArbitrationHighlights in HRM 13.1: Take Notice!UNDERSTANDING THE INDIVIDUAL EMPLOYMENT CONTRACTHighlights in HRM 13.2: Caution with ContractsTHE RULES GOVERNING DISMISSALDismissal of a Nonunion Employee: Wrongful DismissalThe Business Case: The Danger of Changing a Contract Term without the Employee’s AgreementDismissal of a Unionized Employee: Just CauseEMPLOYEE PRIVACY RIGHTSPrivacy Issues at the WorkplaceHighlights in HRM 13.3: Overview of Regimes Governing DismissalsReality Check: Privacy Issues with New TechnologiesEmployee Conduct Outside the WorkplaceEthics in HRM: Supervising or Super-Spying?Highlights in HRM 13.4: The Long Arm of the EmployerDISCIPLINARY POLICIES AND PROCEDURESThe Results of InactionSetting Organizational RulesInvestigating the Disciplinary ProblemApproaches to Disciplinary ActionInforming the EmployeeAlternative Dispute Resolution ProceduresMANAGERIAL ETHICS IN EMPLOYEE RELATIONSSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: LEARNING ABOUT EMPLOYEE RIGHTSCASE STUDY 1: MANAGING CONFIDENTIAL INFORMATIONCASE STUDY 2: DISMISSING AN EMPLOYEE FOR ABSENTEEISMCASE STUDY 3: DISCHARGED FOR OFF-DUTY BEHAVIOURNOTES AND REFERENCESCHAPTER 14: The Dynamics of Labour RelationsHighlights in HRM 14.1: Test Your Labour Relations Know-HowGOVERNMENT REGULATION OF LABOUR RELATIONSThe Industrial Relations Disputes and Investigation Act and the Labour Relations CodeTHE LABOUR RELATIONS PROCESSWhy Employees UnionizeHighlights in HRM 14.2: Homeworkers: Canada’s Invisible Labour ForceOrganizing CampaignsReality Check: Walmart Avoiding Unionization at All CostsHow Employees Become UnionizedContract NegotiationHighlights in HRM 14.3: Unfair Labour PracticesEthics in HRM: Caterpillar Closes Electro-Motive PlantDecertificationImpact of Unionization on ManagersSTRUCTURES, FUNCTIONS, AND LEADERSHIP OF LABOUR UNIONSThe Canadian Labour CongressInternational and National UnionsLocal UnionsLABOUR RELATIONS IN THE PUBLIC SECTORPolitical Nature of the Labour-Management RelationshipStrikes in the Public SectorTHE BARGAINING PROCESSPreparing for NegotiationsDeveloping Bargaining Strategies and TacticsThe Business Case: Building Trust and Saving Money at the Same Time: Canada Safeway and United Food Management and Union Power in Collective BargainingHighlights in HRM 14.4: A Tragic Labour DisputeResolving Bargaining DeadlocksTHE COLLECTIVE AGREEMENTThe Issue of Management RightsHighlights in HRM 14.5: Items in a Collective AgreementUnion Security AgreementsADMINISTRATION OF THE COLLECTIVE AGREEMENTNegotiated Grievance ProceduresRights ArbitrationSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: LEARN ABOUT UNIONSCASE STUDY 1: UNIONIZATION OF FARM WORKERSCASE STUDY 2: WALMART STORES IN CANADAAnswers to Highlights in HRM 14.1NOTES AND REFERENCESPART 6: EXPANDING HUMAN RESOURCES MANAGEMENT HORIZONSCHAPTER 15: International Human Resources ManagementANALYZING YOUR INTERNATIONAL ENVIRONMENTPolitical FactorsEconomic FactorsSociocultural FactorsTechnological FactorsEthics in HRM: Bribery AbroadReality Check: Global versus Local HRM PracticesANALYZING YOUR INTERNATIONAL OPERATIONSMANAGING YOUR INTERNATIONAL OPERATIONSHighlights in HRM 15.1: Reference CheckingRecruiting InternationallySelecting Employees InternationallyHighlights in HRM 15.2: Skills of Expatriate ManagersTraining and DevelopmentManaging Personal and Family LifeRepatriationHighlights in HRM 15.3: Repatriation ChecklistCOMPENSATIONCompensation of Host-Country EmployeesCompensation of Host-Country ManagersCompensation of Expatriate ManagersPerformance AppraisalThe Business Case: The Costs of Employing ExpatriatesANALYZING THE INTERNATIONAL LABOUR ENVIRONMENTHighlights in HRM 15.4: Dirty ListCollective Bargaining in Other CountriesInternational Labour OrganizationsLabour Participation in ManagementSmall Business ApplicationSUMMARYKEY TERMSDISCUSSION QUESTIONSHRM EXPERIENCE: A CANADIAN (EXPATRIATE) IN PARISCASE STUDY 1: CULTURAL CONUNDRUMCASE STUDY 2: RECRUITING AND RETAINING INTERNATIONAL EMPLOYEESNOTES AND REFERENCESGlossaryName IndexOrganization IndexSubject IndexBlank Page