Canadian human resource management

PART er a co m The Strategic Human Resource Management Model et Human resource management helps organizations and their employees attain their goals This section explores some of the challenges facing organizations and outlines how strategic human resource management provides a framework for success upon which the rest of this book builds Environmental Scan te xc International Aspects Organizational Mission and Goals Analysis Review, Evaluation, and Audit of Human Resource Strategies w w w Choice and Implementation of Human Resource Strategies Planning Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Attracting Human Resources Placing, Developing, and Evaluating Human Resources Analysis of Organizational Strategies Analysis of Organizational Character and Culture CHAPTER et er a co m Strategic Human Resource Management w te xc The only vital value an enterprise has is the experience, skills, innovativeness, and insights of its people w w LEARNING OBJECTIVES LEIF EDVI NSSON After studying this chapter, you should be able to: LO1 Discuss the objectives of human resource management LO2 Identify steps in strategic management of human resources LO3 Explain how human resource departments are organized and function LO4 Discuss the role of human resource professionals in today’s organization Strategic Human Resource Management C er a co m onsider for a moment the impact of organizations on your daily life From the alarm that wakes you up to the food you eat throughout the day, to the clothes you wear, to the vehicle you drive or transportation you take, to the postsecondary institution you attend The vast majority of the products and services that we use every day are generated by organizations Similarly, many of the greatest technological advancements and other achievements are the products of organizations Among the numerous resources that organizations may use, one ties all organizations together: people People are the common element in all social organizations They create the objectives, the innovations, and the accomplishments for which organizations are praised When looked at from the perspective of the organization, people are resources They are not inanimate resources, such as land and capital; instead, they are human resources Without them, organizations would not exist The following incident shows how important human resources can be: TransCanada Minerals was a small company that owned several nickel and zinc leases In exchange for several million dollars, it sold all its mineral claims Total balance-sheet assets consisted of some office furniture, miscellaneous prospecting equipment of little value, and nearly $15 million on deposit with the Royal Bank of Canada While the president of the company looked for investments in the brewing industry, one of the firm’s few remaining geologists discovered a large deposit of zinc Within a short period the company’s stock doubled et Although TransCanada Minerals’ balance sheet did not list the human “assets,” these resources were at work Before the zinc discovery, a casual observer would have considered the $15-million deposit as the company’s most important asset; afterward, the mineral claim would have been considered the major asset However, a keen observer would note that neither the bank account nor the mineral claim could be of great value without capable people to manage them More and more top managers are beginning to recognize that organizational success depends upon careful attention to human resources Some of the best-managed and most successful Canadian organizations are those that effectively make employees meet organizational challenges creatively: te xc In high-tech organizations, it is critical to motivate the engineers to come out with creative designs and systems; in research organizations, fostering creativity and free flow of ideas among researchers may be the key to success; in some manufacturing organizations, cost control spells success; while in retail and service industries, the difference between growth and extinction is marked by the quality of service In all instances, it is the employees who decide a firm’s future This means that the human resource practices are intricately intertwined with the organization’s strategies to meet its various challenges Below we look at the key challenges facing Canadian organizations in general and their implications for managing the workforce w What is Human Resource Management? w To understand what human resource management is, we need to first consider why people come together to form organizations In short, organizations bring people together in a coordinated manner to accomplish goals or objectives that could otherwise not be accomplished by a single individual The goals that organizations set may be as varied as the organizations themselves Many organizational goals, however, may be categorized into economic (e.g., profit, shareholder value), social (e.g., ethical practices), and environmental (e.g., reduction of carbon footprint) goals For an organization to achieve its collective goals, every employee must engage in actions and behaviours that move the organization closer to its goals If employees not contribute to an organization’s goals—or worse, engage in behaviours or actions that move the organization away from its goals— the organization will stagnate and potentially fail At its core, human resource management is the leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to achieve their own goals that in turn enhance the employee’s positive contribution to the organization and its goals Thus, human resource management is not an end in itself; it is a means of helping the organization to achieve its primary organizational objectives If employee goals are ignored in the system, then worker performance may decline, or employees may even leave the organization The role of human resource management is therefore critical to the success—indeed, even the very survival—of the organization w t CHAPTER LO1 organizational goals An organization’s shortand long-term goals that human resource management aims to support and enable human resource management The leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to optimize their contribution to the organization and its goals PART The Strategic Human Resource Management Model employee goals Human resource management as a specialist function evolved from very small beginnings (See Appendix A at the end of this chapter for the growth of human resource functions over time.) What began as the role of helping employees to deal with their personal problems, such as housing and medical issues, grew over a period of time and is now an integral part of the strategic position that an organization assumes—inseparable from key organizational goals, product-market plans, technology and innovation, and last but not least, an organization’s strategy to respond to governmental and other pressures Before moving on, it is important to differentiate between the field of human resource management and a human resource department Although human resource management is central to all organizations, not all organizations will have a dedicated human resource department The field of human resource management thus focuses on what managers—especially human resource specialists—do and what they should as it relates to human resource systems These systems, in turn, create value by facilitating and enabling employees to achieve their goals.2 A human resource department is a specialized group with a primary focus of ensuring the most effective use of human resource systems by individual managers and the organization overall It should be emphasized that the contribution of a human resource department should be kept at a level appropriate to the organization’s needs Resources are wasted when the human resource department is more or less sophisticated than the organization demands The department’s level of service must be appropriate for the organization it serves Cost–benefit analyses and systematic program reviews are vital to achieve this goal This text provides sample measures for evaluating several human resource activities such as recruitment, selection, training, and orientation in the following chapters Human resource departments are therefore more typical in medium to large enterprises.3 Regardless of the size of an organization and whether or not the organization has a human resource department, the responsibility for the day-to-day management of human resources rests with individual managers throughout the organization To guide its many activities, a human resource department must have goals of its own Goals are benchmarks against which actions are evaluated These goals are formulated after a detailed analysis of the organization and its environments, which will be discussed shortly .te xc et er a co m Goals to assist employees to achieve personal goals that will enhance their contribution to the organization Strategic Human Resource Management Human resource management does not exist independently of a larger framework That larger framework is referred to here as strategic human resource management A strategy is similar to a game plan: It involves large-scale, future-oriented, integrated plans to achieve organizational goals and respond to uncertain and competitive environments facing the organization Strategies are often formulated at three levels: corporate, involving the entire organization; business, involving a major activity, business, or division in a large multi-business organization; and functional, involving managers of different activities, services (e.g., finance, marketing), or geographical areas.4 Depending on organizational conditions, strategies may be developed at any or all of these three levels Strategies can vary significantly, even within the same market w w w strategic human resource management Integrating human resource management strategies and systems to support the organization’s overall mission, strategies, and success while meeting needs of employees and other stakeholders Walmart’s global mission is “we save people money so they can live better.”5 As a result, Walmart tends to follow a low-cost strategy Target , on the other hand, has a mission to “deliver outstanding value, continuous innovation and an exceptional guest experience.”6 As a result, Target tends to follow a value-based strategy Strategic human resource management is systematically linked to the strategic needs of an organization and aims to integrate human resource management strategies and systems to support the organization’s overall mission, strategies, and success while meeting the needs of employees and other stakeholders To this end, strategic human resource management is a value driven, proactive focus on how best to deploy human resource tactics to enable an organization of any size to achieve its goals Human resource tactics are methods, procedures, or systems employed by human resource managers to achieve specific strategies It is important that human resource strategies and tactics are mutually consistent and that they reflect the larger organizational mission and strategy Even the best-laid strategies may fail if they are not accompanied by sound programs or procedures as illustrated in this example: CHAPTER Strategic Human Resource Management Prior to being bought out in 2005, Camco Inc., Canada’s largest appliance manufacturer, illustrated the importance of sound human resource management in raising employee productivity and organizational profits After eight years of operation, Camco management decided to break its organizational chain of command and listen to its workers The organization’s structure became “flat” when every worker was encouraged to talk to everyone else The results went beyond the most optimistic expectations Employees made several recommendations that at first seemed not workable, but because of the commitment of employees, they became realities For example, in the production of glass microwave shelves, the employees made a suggestion that was originally considered to be impractical, but when implemented it saved Camco $25,000 annually Productivity improvement in just one year after the change was 25 percent, and absenteeism was reduced by 30 percent.7 er a co m Strategic human resource management often enables an organization to anticipate a challenge or problem and address it before it impacts the organization Proactive human resource management occurs when human resource problems or challenges are anticipated and strategic action begins before it impacts the organization Reactive human resource management, in contrast, occurs when decision makers respond to human resource problems or challenges as they arise For example: To contend with the demand for talent in retail locations, a number of large organizations such as McDonalds , Home Depot , and Walmart have turned to recruiting and hiring retired workers to complement traditional recruitment and selection practices focused on the youth A human resource management approach wherein decision makers anticipate problems or challenges and likely challenges and take action before it impacts the organization reactive human resource management A human resource management approach wherein decision makers respond to problems or challenges rather than anticipate them .te xc et The strategy of attracting talent from non-traditional labour pools is an example of how proactive strategies can better meet the needs of organizations than reactive ones In the example, the human resource departments of these companies did not wait for resurgence in the youth population Rather, they sought out talent from a growing population—retiring workers Just as each member of an organization is expected to generate positive contribution to the accomplishment of an organization’s goals, so too is every human resource system That is, each and every human resource system, practice, process, or tactic should generate value for the organization To help ensure that this is the case, the practice of human resource management must have a continual strategic focus Managers of human resources within an organization need to understand how the decisions they make regarding other members of the organization will influence and be influenced by the organization and its environment To this end, managers of human resources need to be able to integrate and synthesize information about an organization, its environment, its culture, and its strategies to make the most effective human resource decisions for the organization For example: proactive human resource management w A number of organizations are installing workout facilities within the organization’s physical space At first glance, this may appear to be simply a cost centre for an organization with respect to the installation and ongoing maintenance and operation of the facility A closer consideration, however, may reveal an increase in employee morale, decreased expenses associated with sick days and health benefits, and a time savings for employees who no longer need to leave the office early to drive to a gym Although HR managers must be consistently strategic in their mindset, HR issues are also dominating corporate strategic priorities thereby raising expectations for HR departments: w w A survey of 200 CEOs and other top executives in the United States, United Kingdom, France, Spain, Germany, and Australia indicates that four of the five top strategic priorities most commonly identified by business executives are HR related (ranks in parentheses): attracting and retaining skilled staff (1); improving workforce performance (3); changing leadership and management behaviours (4); and changing organizational culture and employee attitudes (5) The other priority, rated second overall, was increasing customer service—while a marketing priority, customer service is still closely linked to HR activities such as training, compensation, and performance management Only 13 percent of the respondents, however, reported satisfaction with the way their HR departments achieved these priorities, thus underscoring the major strides HR has to make to fulfill organizational expectations.8 Understanding the Strategic Human Resource Management Process To be effective, a human resource management strategy and system should be formulated after careful consideration of an organization’s environment, mission and objectives, strategies, and internal strengths and weaknesses, including its culture Often, the human resource strategy formulation and implementation process consists of the six steps as outlined in Figure 1-1 LO2 PART The Strategic Human Resource Management Model Figure 1-1 A Model of Strategic Human Resource Management Environmental Scan International Aspects Choice and Implementation of Human Resource Strategies Planning Human Resources Analysis of Organizational Strategies Analysis of Organizational Character and Culture et Attracting Human Resources te xc Maintaining High Performance er a co m Organizational Mission and Goals Analysis Review, Evaluation, and Audit of Human Resource Strategies Motivating and Rewarding Human Resources Placing, Developing, and Evaluating Human Resources STEP 1: ENVIRONMENTAL SCAN w w w economic forces Economic factors facing Canadian business today, including global trade forces and the force to increase one’s own competitiveness and productivity levels Through careful and continuous monitoring of economic, social, and labour market trends and noting changes in governmental policies, legislation, and public policy statements, effective human resource management will be able to identify environmental threats and opportunities that in turn help formulate new action guidelines Some of the strongest environmental forces facing Canadian organizations today are listed in Figure 1-2 These forces may be economic (e.g., recession), technological (e.g., automation), political (e.g., new government policies), social (e.g., concern for our environment), demographic (e.g., changing composition of our workforce), legal (e.g., changes in minimum wage laws), cultural (e.g., ethnic diversity), or otherwise in nature For discussion purposes, the major forces facing a Canadian organization (especially those affecting human resource management) can be grouped under five headings: economic, technological, demographic, cultural, and legal The first four forces will be discussed in this chapter The critical importance of legal compliance for the human resource function warrants a more elaborate review of the subject matter Hence, this topic is discussed in detail in Chapter Economic Force: Economic Cycles The first of four critical economic forces is economic cycles Capitalist economies go through boom and bust business cycles The Canadian economy is no exception to this In today’s globally connected world, misfortunes originating in one economy are soon passed on to the others By the end of 2011, however, Canada endured the global recession better than most other industrialized countries and was the only Group of Eight (G8) country Strategic Human Resource Management CHAPTER Major Forces Facing Canadian Business tural Cul phi c Te c h n olo gic al • • I Flexib e nfo le W o rk D e sig n dg r wle • A M a n a m atio n S h a ri n g a n d K n o uto g e m e n m at t io n • Gender • Shift Toward Knowledg • Educational Attainm e Work • Aging Population ent of ers Wo • Generational Shif rke t THE ORGANIZATION er a co m •E • H mplo • C uma yme n R r te r no Demogra rsity • Dive s • Ethic Ec o c mi gal Le • Eco • Glo nomic • Pro bal Tr Cycl • Glo ductiv ade es bal ity Com Im pe ent em s o v ne s pr itive t tion eedoms y r uit isla Eq s Leg s and F t n ht ght ig Ri of rs Figure 1-2 w te xc et to recover all outputs and jobs lost during the recession.9 Canada is not shielded from international turmoil, however, prompting Canadian economists to lower projections of expected growth of Canada’s real gross domestic product (GDP) to 2.2 percent in 2011 and 2.1 percent in 2012.10 Nevertheless, 600,000 jobs were recovered between July 2009 and December 2011, improving the unemployment rate to 7.3 percent, down from a peak of 8.7 percent during the recession.11 The biggest near-term risk to Canada is the sovereign debt and banking crisis in Europe.12 Human resource managers face special challenges during a recessionary period They often have to carry out the unpleasant task of planning, communicating, and implementing employee layoffs Often, wage concessions have to be sought from labour for the sheer survival of the firm The workforce morale, by and large, is low during a recessionary period; supplementary employee counseling may become necessary At times, the entire organization may assume a crisis management posture, in turn creating new challenges to the HR manager in policy formulation, communication, and implementation The challenges are equally daunting coming out of a recession, as HR managers consider how best to grow the organization’s talent base During growth cycles, organizations may be faced with the opportunity of recruiting employees with a different skill set than those that may have been let go during the recessionary cycle w w Economic Force: Global Trade International trade has always been critical to Canada’s prosperity and growth Canada ranks high among exporting nations: on a per capita basis, we export much more than either the United States or Japan The combination of a relatively small population and a large natural resource base gives Canada an international trade advantage In 2011, approximately 31 percent of Canada’s gross domestic product came out of exports, down slightly from 32 percent over a decade ago.13 Canada is the biggest trader in the Group of Eight industrialized nations Approximately 74 percent of our exports go to the United States; 4.2 percent to UK, and 1.9 percent to Japan.14 More than ever before, Canadian jobs and economic prosperity depend upon our international trade To capture the growing market opportunities abroad, Canadian organizations are opening new plants and expanding activities in foreign countries that are closer to their customers or where labour is cheaper The emergence of several low-cost trading nations such as Thailand, China, and India has caused us to lose our market share in traditional strongholds such as pulp and paper, cotton yarn, and steel manufacturing Unless we are able to add value to our products or reduce the costs of production, many firms may be unable to survive in the new marketplace PART The Strategic Human Resource Management Model While our ability to compete in the international marketplace has been generally strong, in the last seven years there has been erosion in our overall competitiveness In 2011, Canada was the twelfth most competitive nation in the world; however, in 2012, we had fallen to fourteenth A reliance on global trade was a strong contributor to the slowing of provincial economies in Canada during the 2008 recessionary cycle Alberta, which relies heavily on commodity oil exports to the United States and Asia, was hit by a drop in commodity oil prices Provinces such as Manitoba and Ontario, which rely heavily on manufacturing exports, were hit by a drop in value of the United States dollar Competitiveness Score 5.8 5.6 5.4 5.2 4.8 4.6 5.8 5.6 5.4 5.2 Switzerland Singapore Finland Sweden Netherlands Germany United States United Kingdom Hong Kong SAR Japan Qatar Denmark Taiwan, China Canada Norway Austria Belgium Saudi Arabia Korea, Rep Australia 44.8 44.6 te xc SOURCE: World Economic Forum er a co m How Competitive is Canada Vis-à-Vis Other Nations? et Figure 1-3 productivity w In summary, the arrival of the global village requires major changes in the way we manage our employees The emergence of open borders has presented newer opportunities to Canadian firms and professionals However, along with this, considerable brain drain (especially to the U.S.) has also occurred In recent times, there have been incidences of “poaching” of Canadian nurses, doctors, and high-tech personnel by American employers While the recession has decelerated or even reversed these trends in some sectors, progressive human resource practices and new government policies may be critical to meet these challenges.16 Workplace innovation and redesign of jobs to achieve high productivity levels are two popular means used to attain these objectives.17 Alternatively, Canada may attract skilled workers from other developing nations for the same reasons skilled workers leave Canada for the U.S.18 w w The ratio of a firm’s outputs (goods and services) divided by its inputs (people, capital, materials, energy) Economic Force: Productivity Improvement Productivity refers to the ratio of an organization’s outputs (e.g., goods and services) to its inputs (e.g., people, capital, materials, and energy), as seen in Figure 1-4 Productivity increases as an organization finds new ways to use fewer resources to produce its output For example: A restaurant may seek to improve productivity through using fewer ingredients in recipes (reduction in raw materials), asking a server to also clear, clean, and reset tables (increase in responsibility and associated reduction in the need for additional staff), or alternatively seek to increase the number of outputs by having more people come to the restaurant The latter, however, may require increased marketing efforts, which would result in an increase in inputs In a business environment, productivity optimization is essential for long-run success Through gains in productivity, managers can reduce costs, save scarce resources, and enhance profits In turn, improved profits allow an organization to provide better pay, benefits, and working conditions The result can be a higher quality of work life for employees, who are more likely to be motivated toward further improvements in productivity Human resource professionals contribute to improved productivity directly by finding better, more efficient ways to meet their objectives and indirectly by improving the quality of work life for employees CHAPTER Strategic Human Resource Management How we measure productivity? Although the index in Figure 1-4 is theoretically meaningful, it may not help decision makers to identify potential areas of improvement For practical use, productivity measures of each of the major components of production may be more useful For example, one can think of labour productivity, productivity of machinery, and so on Employee productivity can be measured using output per worker or output per work hour, while productivity of equipment and machinery may be measured by sales or production per dollar of investment in equipment, and so on Productivity Defined as a Ratio Productivity = Outputs (goods and services) er a co m Figure 1-4 Inputs (e.g., people, capital, materials, energy) et Unfortunately, optimizing productivity is not simply a matter of increasing outputs or increasing inputs In either case, it is a fine balance between asking people to more for less As a result, a major challenge facing Canadian managers is productivity optimization while maintaining a high quality of work life for the employees Moreover, strategic human resource management seeks to address more than just financial productivity.19 Human resource professionals have a number of tools (discussed more fully in Chapter 3) at their disposal that contribute to productivity ratios One such strategy is outsourcing Outsourcing enables organizations to reduce the number of workers on permanent payroll and to contract out tasks to outside agencies as and when needs arise A past study by Hewitt Associates involving 500 CFOs of companies with $1 billion or more in revenues revealed that nearly 90 percent did outsource some services, while 41 percent outsourced some or all of their HR functions.20 te xc Air Canada began outsourcing the maintenance of its Boeing 747s over a decade ago.21 Although outsourcing may be based on a strategic decision to focus on an organization’s core business, it has a number of implications for the human resource manager Reduced employee morale caused by job insecurity is a major issue Further, to meet employee goals, a human resource department may have to initiate retraining for displaced workers (to take up other jobs) or help them find jobs elsewhere (referred to as outplacement) A second strategy available to human resource managers is an increased reliance on part-time, contract, and contingent employees w w Part-time and contingent employees account today for about a quarter of the entire labour force For men, the percentage is 13.9 percent while 36.7 percent of all women employees were part-timers in 2011.22 Part-time work has risen from 18.2 percent of the overall working population in 2007 to 19.1 percent in 2011.23 This trend is particularly likely to continue if the recessionary trends persist, since many employers attempt to control labour costs by hiring part-time employees w The increasing proportion of part-time employees has raised new concerns about pay inequity and has provided momentum to the “equal pay for work of equal value” concept Part-timers (typically, women aged 25 or older in lower-paying sales or service jobs) are far less likely to reap the benefits of increased demand and pay for highly skilled jobs.24 By using contract or contingent workers, organizations can benefit from the services of trained personnel without increasing their payroll costs in a permanent fashion The use of contractors is not restricted to lower-level, clerical, or secretarial jobs; today, many lawyers, accountants, bankers, executives, and even scientists provide freelance services Information systems, finance, and engineering were functions that were most likely to be contracted out Economic Force: Global Competitiveness What is worrisome today is the gap in the productivity levels of Canada and its biggest trade partner, the United States.25 For over a decade, U.S productivity has been consistently outpacing that of this country PART The Strategic Human Resource Management Model 10 Canada is steadily losing its ability to innovate and create wealth compared with other countries, according to a study by the Massachusetts Institute of Technology In this study, which ranked the 16 leading members of the Organization for Economic Cooperation and Development, Canada had slipped to ninth spot from sixth a decade before Even more troublesome is the study’s forecast that unless Canada changes its course soon, the country will lose more ground early in this millennium.26 A study by the Science, Technology, and Innovation Council released in 2009 tracking Canada’s performance by an array of measures including federal and business spending on research and development, the number of citizens with advanced degrees, venture capital investment, and basic literacy among workforce gave the country a mediocre grade compared to other nations.27 er a co m If Canada is to improve—even maintain—its competitiveness, innovation on two fronts, namely people management and technology, are a must Together the U.S and Japan accounted for over 60 percent of all world patents, but Canada’s share was approximately a mere percent—a “D” grade in innovation according to the Conference Board of Canada.28 Canada ranks second to last for the number of trademarks filed per million population, with Switzerland ranking first.29 Technological Force: Flexible Work Design Technology influences organizations and the way people work Often it can affect an entire industry, as the following example illustrates: With a history dating back to 1880, Kodak was among the major producers of photographic film The advent of digital photography and technology is among the factors that contributed to Kodak filing for bankruptcy in 2012 Of note, Kodak had invented the digital photography technology, but chose not to commercialize it.30 te xc et Canada has witnessed the rapid growth of technology and access to high-speed information transmission systems affecting almost all walks of life An unprecedented degree of technology has changed the way we work, play, study, and even entertain ourselves, while access to information has affected the way several organizations conduct their business Nevertheless, Canada lags behind a number of developed nations in technology development and use The government has actively encouraged initiatives, including the development of digital and broadband networks, to develop high-speed access throughout the country suitable for wireless and Internet applications.31 Canada ranks eleventh in the OECD countries, down from second place in 2002 In addition, Canada’s broadband market continues to rank poorly with regard to price and speed.32 w w w Improvements in technology and automation have helped the British Columbia lumber industry to increase its production by 25 percent with 6,000 fewer workers In the pulp and paper industry, production has increased by a quarter; however, we have percent fewer jobs now (having lost 12,000 jobs in the change process).33 These are not jobs lost temporarily to adjust to a business cycle or to make short-term adjustments to competition—the new ways of working mean that these positions are lost forever Technology brings considerable flexibility into when and where work is carried out In several instances, employees can work without ever leaving their homes Such telecommuting has been found to cut employee stress and boost worker productivity in several instances, while also reducing the costs of operations.34 Almost eight percent of Canada’s working population works from home.35 Telecommuting, however, is not without its human resource challenges For instance, a challenge related to telecommuting is how an organization can best ensure that the employee’s home workstation is safe Telus Communications intends to arrange for half of its 30,000 employees to be able to work from home if they choose In a 2006 pilot, Telus found that having 170 employees working from home saved 114 tonnes of greenhouse gases and 14,000 hours of traffic time In the same pilot, Telus found that morale as well as productivity increased as a result of telecommuting.36 Not all jobs lend themselves to at-home work; but with the advances in technology, virtually any job—or any part of a job—that involves work that is independent of other people and special equipment could be performed away from the workplace The major obstacle to telecommuting appears to be “conservative management with industrial revolution mind-sets”37 who fear that REFERENCES 532 26 “Workers with Disabilities,” Canadian HR Reporter, June 6, 2011, p 10 27 “Correctional Service Agrees to Hire Ex-convict,” news release, a publication of the Canadian Human Rights Commission, Ottawa: Government of Canada, undated 28 For a nice summary of the historic Janzen and Govereau sexual harassment case see Stephen Hammond, “The Historic Fight Against Sexual Harassment, Canadian HR Reporter, August 15, 2011, p 31 49 Shannon Klie, “Muslims Face Discrimination in Workplace,” Canadian HR Reporter, February 27, 2006, pp. 1, 16 50 Amanda Silliker, “Firms Honoured for Work with Skilled Immigrants,” Canadian HR Reporter, March 28, 2011, pp 1, 20 51 R Kandola, “Managing Diversity: New Broom or Old Hat?” International Review of Industrial and Organizational Psychology, Vol 10, 1995, pp. 131–67 52 Amanda Silliker, “Holiday Parties Should be More Inclusive: Survey,” Canadian HR Reporter, November 7, 2011, pp 1, 32 30 Sarah Dobson, “Bad Bosses Targeted on Web Site,” Canadian HR Reporter, September 6, 2010, pp 3, 10, available at: www.ebosswatch.com 53 Shannon Klie, “Aboriginals a Strategic Imperative,” Canadian HR Reporter, April 25, 2011, pp 1, 32 Jeffrey Smith, “When Banter Crosses the Harassment Line,” Canadian HR Reporter, November 29, 2010, pp 5, 27 33 Canadian Human Rights Act, Paragraph 60, Section 2 34 Sarah Dobson, “Human Rights Costs Growing Concern,” Canadian HR Reporter, July 12, 2010, pp 1, 16 35 See Nova Scotia Human Rights Commission, “Changes to the Dispute Resolution Program,” www.humanrights.gov.ns.ca 36 Sarah Dobson, “Bias Problematic at Human Rights Tribunal: Survey, Canadian HR Reporter, August 15, 2011, pp 1, 18 37 See law.dal.ca/Prospective_Students/Indigenous Blacks & Mi’kmaq Initiative 55 Elizabeth Church, “Female Led Sales Teams Have Superior Morale, Performance, Study Finds,” The Globe and Mail, February 17, 2000: B14 56 The term “paradigm shift” was coined by Thomas Kuhn in his book, The Structure of Scientific Revolutions, Chicago: University of Chicago Press, 1962 57 Lee Gardenswartz and Anita Rowe, Diverse Teams at Work, Chicago, IL: Irwin, 1994, p. 17 58 Ann McMahon, “Does Workplace Diversity Matter? A Survey of Empirical Studies on Diversity and Firm Perfomance, 2000–09,” Journal of Diversity Management, 2010, Volume 5, No 3, pp 37–48 59 Cedric Herring, “Does Diversity Pay?: Race, Gender and the Business Case for Diversity,” American Sociological Review, 2009, Vol 74, No 2, pp 208–224 60 Amanda Silliker, “Employers Recognized for Diversity,” Canadian HR Reporter, March 26, 2012, pp 3, 39 See Women’s Legal Education and Action Fund, “Pay Equity,” http://leaf.ca/wordpress/wp-content/ uploads/2011/01/PayEquityFactSheet.pdf Also see Pay Equity Commission (Ontario), “An Overview of Pay Equity in Various Jurisdictions—October 2011,” www.payequity.gov.on.ca/en/about/pubs/ genderwage/pe_survey.php 40 CBC News, “Postal Workers Win 28-Year Pay Equity Fight,” November 17, 2011 w 41 Mallika Das, “Workforce 2000: Diversity in the Workplace,” in Managing Diversity: Gender and Other Issues, 3rd ed., Halifax: Mount Saint Vincent University, 1997, p. 4 w 42 2006 Census figures reported by Statistics Canada, www12.statcan.ca/census~ recensement/2006/ as~sa/97-553/p4-english 43 Statistics Canada, Projections of the Diversity of the Canadian Population: 2206-2031, Catalogue No 91-551-x w 44 A DePalma, “Women Can Be Hindered by Lack of ‘Boys’ Network.” Boulder Daily Camera, November 12, 1991, p. B9 45 Anita Li, “Justice of the Peace Suspended for Sexually Harassing Female Court Staff,” Toronto Star, April 12, 2012 46 Conference Board of Canada, “Women Still Missing in Action from Senior Management Positions in Canadian Organizations,” News Release 12-29, August 31, 2011 47 “New Study Finds Women Not Well Represented on Canadian Corporate Boards,” Canada News Wire, November 16, 2011 48 Sarah Dobson, “Catalyst Honours Champions of Women in Business,” Canadian HR Reporter, November 7, 2011, pages and 17 Michael Liedtke, “5 PR Nightmares That Were Handled Better Than The BP Oil Spill,” The Huffington Post, June 14, 2010 Downloaded from: http://www.huffingtonpost.com/2010/06/14/5-prdisasters-handled-be_n_611010.html#s99783&title= Exxon_Valdez_Spill, March 7, 2012 Derek Chapman, Krista Uggerslev, Sarah Carroll, Kelly Piasentin, and David Jones, “Applicant attraction to organizations and job choice: A meta-analytic review of the correlates of recruiting outcomes,” Journal of Applied Psychology, 90, 2005, pp 928–944 David Carey, “Using the virtual world of Second Life to snag young IT talent.” Downloaded from: Itbusiness.ca, at http://www.itbusiness.ca/it/client/ en/home/News.asp?id=49854, February 24, 2012 Mario Lapointe, Kevin Dunn, Nicolas Tremblay-Côté, Louis-Philippe Bergeron, Luke Ignaczak, “LookingAhead: A 10-Year Outlook for the Canadian Labour Market (2006–2015),” Human Resources and Social Development Canada, October 2006 Downloaded from: http://www.hrsdc.gc.ca/eng/ publications_resources/research /categories/labour_ market_e/ sp_615_10_06/sp_615_10_06e.pdf on February 24, 2012 61 Hari Das, Strategic Organization Design: For Canadian Firms in a Global Economy, Scarborough, Ontario: Prentice-Hall, 1998, p. 340 Recruiting without a Recruiter Anonymous Canadian HR Reporter; 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news release, Vancouver: The Fraser Institute, August 29, 2000 Downloaded from: www.fraserinstitute.ca/shared/readmore asp?sNav=nr&id=309, September 5, 2006 10 Clemens, op. cit See also Michael Goldberg and David Green, “Raising the Floor: The Economic and Social Benefits of Minimum Wages in Canada,” Canadian Centre for Policy Alternatives, September 2, 1999 Downloaded from: www.policy alternatives.ca/index.cfm?act=news&call=244&do= article& pA=BB736455, September 5, 2006 Errol Black and Jim Silver, “Manitoba’s Minimum Wage? Be Realistic!” Fastfacts, August 5, 2005 Downloaded from: www.policyalternatives.ca/documents/ Manitoba_Pubs/2005/FastFacts_Aug4_05.pdf, September 5, 2006 Sylvia LeRoy, “Minimum Wage Hike May Have Perverse Result: Poverty and Low Income Are Not the Same,” Calgary Herald, October 11, 2005 Downloaded from: www fraserinstitute.ca/shared/readmore1 asp?sNav=ed&id=382, September 5, 2006 11 Statistics Canada, “Survey of Labour and Income Dynamics: The Wage Gap Between Men and Women,” The Daily, December 20, 1999, www.statcan.ca/ Daily/English/991220/d991220a.htm; Marie Drolet, “The Male–Female Wage Gap,” Highlights, Vol 2, No 12, December 2001, www.statcan.ca/english/ studies/75-001/01201/hi-fs_200112_01_a.html; Luiza Chwialkowska, “StatsCan Study Casts Doubt on Male–Female Wage Gap,” National Post, December 21, 1999, www.tom.quack.net/wagegap.html All downloaded September 5, 2006 15 Ibid 16 Lester Thurow, “Productivity Pay,” Newsweek, May 3, 1982, p. 69 17 David Brown, “Pay for Performance Better for Executives, Companies,” Canadian HR Reporter, March 25, 2002 See also Ray Murrill, “Stock Options Still the Preferred Incentive,” Canadian HR Reporter, June 21, 2005 18 Edward E Lawler, Rewarding Excellence: Pay Strategies for the New Economy, San Francisco: Jossey-Bass, December 1999 19 Steve Ginsberg, “Team Pay Rewards the Players Behind the Superstars,” San Francisco Business Times, August 15, 1997 20 David E Tyson, Profit Sharing in Canada, Toronto: John Wiley and Sons, 1996 See also H.F Schwind, S Pendse, and A Mukhopadhyay, “Characteristics of Profit Sharing Plans in Canada,” Journal of Small Business and Entrepreneurship, Spring 1987, pp. 32–37; Richard J Long, “Consequences and Moderators of Employee Profit Sharing: An Empirical Study,” Proceedings of the Administrative Science Association (Human Resource Division), May 30–June 2, 1998, pp. 10–22 21 Douglas L Kruse, Profit Sharing: Does It Make a Difference? Washington, DC: W.E Upjohn Institute for Employment Research, 1996 Downloaded from: http://ss519.logika.net/cgi-bin/ss_query?keys= Kruse&ct=10& sitenbr=33596283, September 5, 2006 See also Hermann F Schwind, “Do Profit Sharing Plans Motivate Employees?” in Profit sharing in Canada (Toronto: Tyson & Associates Ltd.), Vol. 1, No 1, Autumn 1996, pp. 6–7; Richard J Long, “Motives for Profit Sharing: A Study of Canadian Chief Executive Officers,” Proceedings of the Annual Meeting of the Administrative Science Association HR Division, Vol 17, No 9, 1996, pp. 12–22 22 Schwind, “Do Profit Sharing Plans Motivate Employees?” op. cit See also Michel Magnan and Sylvie St-Onge, “The Impact of Profit-Sharing on the Performance of Financial Services Firms,” accepted for publication in Journal of Management Studies; Michel Magnan, Sylvie St-Onge, and Denis Cormier, “The Adoption and Success of ProfitSharing Plans in Strategic Business Units: Opportunism or Contingency?” International Journal of Productivity and Performance Management, Vol 54, No 5/6, 2005, pp. 355–69 23 Frank A Amato, “Employee Stock Ownership: Gaining a Foothold Worldwide,” American Compensation Association Journal, Vol 43, No. 2, February 2000, pp. 34–36 See also Margot Gibb-Clark, “Share Plans Can Benefit More than Employees,” The Globe and Mail, February 14, 2000, p. B6 24 Sharon Lebrun, “ESOP Saves the Day,” Canadian HR Reporter, November 1997, pp. 1–2 REFERENCES 25 ESOP Builders Inc., “An Information Circular on a Workplace Option for the New Economy— Employee Share Ownership Plans,” 2001, www.esopbuilders.com/media.html, downloaded September 5, 2006 40 Elizabeth Church, “Nortel Workers Pick Tailor-Made Perks,” The Globe and Mail, December 8, 2000, p. B11 26 The National Center for Employee Ownership, “Employee Ownership and Corporate Performance,” Research Report, April 2006, www.nceo.org/library/ corpperf.html, downloaded September 5, 2006 See also Sylvie St-Onge, Michel Magnan, Sophie Raymond, and Linda Thorne, “The Effectiveness of Stock Option Plans: A Field Investigation of Senior Executives,” Journal of Management Inquiry, Vol 10, No 3, 2001, pp. 250–66; Stephane Renaud, Sylvie St-Onge, and Michel Magnan, “The Impact of Stock Purchase Plan Participation on Workers’ Individual Cash Compensation,” Industrial Relations (Berkeley), Vol. 43, No 1, 2004, pp. 120–47 See also: http:// www.profitguide.com/article/28262-employeeownership-smarter-ways-to-share; downloaded March 2012 42 Nancy Adler, International Dimensions of Organizational Behavior, 4th ed., Cincinnati, OH: South-Western College Publishing, 2002 27 Janet McFarland, “How to Build a Better Option Plan,” The Globe and Mail, November 20, 2002, p. B2 See also Gordon Pitts, “Calian Head Keen on Good Governance,” The Globe and Mail, November 18, 2002, p. B3; Ray Murrill, “Stock Options Still the Preferred Incentive,” Canadian HR Reporter, June 20, 2005, pp. 12–13; Marjo Johne, “When employees have skin in the game,” The Globe and Mail, March 22, 2012, p B16 46 Ibid 30 “Tossing the Coin—Pay Secrecy.” Downloaded from the ManageMentor site, www.themanagementor com/enlightenmentorareas/hr/rr/tossingthecoin.htm, September 5, 2006 See also David Cameron, “Challenge the Culture of Secrecy About Pay.” Downloaded from A2Mediagroup.com, March 13, 2006, http://www.a2mediagroup.com/ ?c=133&a=3942, September 5, 2006 31 Lawler, op. cit 45 David Hume, Reward Management: Employee Performance, Motivation and Pay, Oxford: Blackwell Publishers, November 1995 47 Lawler, op. cit 48 Ibid 49 Allan M Maslow and Gene Swimmer, Wage Controls in Canada, 1975–78: A Study of Public Decision Making, Toronto: Institute for Research on Public Policy, 1982 CHAPTER 10 w 32 NCR home page, www.ncr.com; November 2002 See also “NCR Canada Recognized for Workplace Health,” The Mississauga News, September 22, 2002 w 33 Bruce Little, “How to Make a Small, Smart Factory,” The Globe and Mail, February 2, 1993, p. B24 See also “Shell Canada’s Brockville Lubricants Plant Is Growing,” March 17, 2006 Downloaded from: www.brockville.com/newsdetails.cfm?IDln=417, September 5, 2006 w 34 See Lawler, op. cit 35 Ibid 36 Ibid 37 Hewitt Associates, “Effective Compensation Programs Involve More than Base Salary, According to Hewitt Survey,” September 24, 2008, Hewitt Associates, www.hewittassociates.com/ Intl/NA/en-CA/AboutHewitt/Newsroom/ PressReleaseDetail.aspx?cid=5606, downloaded October 1, 2009 38 Paul Thompson, “Total Rewards,” London, UK: Chartered Institute of Personnel and Development, October 2002, www.cipd.co.uk/subjects/pay/general/ totrewd.htm, downloaded April 2006 39 Barbara Paus, “Broadbanding Highly Effective, Survey Shows,” ACA News, July/August 1998, pp. 40–42 12 Scott Ion, “Are You Ready for Online EAP Services?” Canadian HR Reporter, May 3, 1999, pp. 17–19 See also Ceridian Corporation, “First-Ever Study Finds Employees Highly Motivated to Use Online EAP and Work-Life Services,” press release, March 7, 2002 Downloaded from: www.ceridian com/corp/printer/friendly/1,2878,10963-52769,00 html, September 6, 2006 13 Jon J Meyer, “The Future of Flexible Benefit Plans,” Employee Benefits Journal, June 2000, pp. 3–7 See also Gaelyn Mitchell, “E-Benefits: Taking It Online,” Employee Benefits Journal, June 2000, pp. 42–44; “What’s in the Future for Employee Benefits?” Workforce, May 2000, downloaded September 6, 2006, www.findarticles.com/p/articles/ mi_m0FXS/is_5_79/ai_62792459; Manulife of Canada, “Predicting the Future of Your Benefits Plan,” http://groupbenefits.manulife.com/canada/ GB_V2.nsf/LookupFiles/EBNQ106Predictingthefut ure/$File/predictingfuture_Q106.htm, downloaded April 2006; Jaworski, loc cit er a co m 44 Alan S Binder, Paying for Productivity: A Look at the Evidence, Washington, DC: Brookings Institution, 1998 Bill Megalli, “The Fringe Benefit Debate,” The Labour Gazette, July 1978, p. 313 William M Mercer, “2005/2006—Canada— Corporate Boards 2005/2006: Insights into Director Compensation.” Downloaded from: www.mercerhr com/summary.jhtml?idContent=1210475&origin Url=/home.jhtml, April 2006 .te xc 29 Sherry Ryan, “Rewards and Recognition.” Downloaded from Allison Rossett’s home page, EdWeb, http://edweb.sdsu.edu/people/ARossett/pie/ Interventions/incentivesrewards_2.htm, April 2006 43 Chris Ashton, “Strategic Compensation: How to Align Performance, Pay and Rewards to Support Corporate Transformation,” London, UK: Business Intelligence Ltd., April 2002 Downloaded from: http://shopping.sify.com/shopping/book_detail php?prodid=14944127&cid=2, September 5, 2006 et 28 Carl F Frost, John H Wakeley, and Robert A Ruh, The Scanlon Plan for Organizational Development, Ann Arbor, MI: University of Michigan Press, 2000 For more information about Scanlon plans, see www.scanlonleader.org 41 Hideo Inohara, Human Resource Development in Japanese Companies, 2nd ed., Tokyo: Asian Productivity Organization, 1998 539 Kaiser Family Foundation, “Survey Shows Private Health Insurance Premiums Rose 11.2% in 2004.” Downloaded from: www.kff.org/insurance/ chcm090904nr.cfm, September 5, 2006 “36th Annual Canadian Salary Survey,” Toronto: Watson Wyatt Consulting, 2005 Downloaded from: www.watsonwyatt.com/canada-english/research/ anss36/default.asp, September 5, 2006 Statistics Canada, “Proportion of Labour Force and Paid Workers Covered by a Registered Pension Plan.” Downloaded from www.statcan.ca/english/ Pgdb/labor26a.htm, September 5, 2006 Mercer, op. cit William M Mercer, “Reducing Costs, Improving Productivity.” Downloaded from: www.mercerhr com/summary.jhtml?idContent=1089885 Human Resources and Social Development Canada, “Vacations and Statutory Holidays,” April 2006, www.sdc.gc.ca/en/lp/spila/wlb/wfp/ 18Vacations_and_Statutory_Holidays.shtml; Canadian Heritage, “Public Holidays and Other Important Dates,” www.pch.gc.ca/progs/ cpsc-ccsp/jfa-ha/index_e.cfm All downloaded September 5, 2006 Barb Jaworski, “Employee Assistance: I’ll Have My People Call Your People …,” Canadian HR Reporter, March 27, 2006, p. 13 See also Susan Pinker, “SOS? Call your EAP,” The Globe and Mail, December 11, 2002 10 Personal communication with Sheila Hagen-Bloxham, Western Regional Coordinator of CN EAPs 11 Runzheimer International, Family Assistance Programs for Transferees, “Runzheimer Reports on Relocation,” Vol 23, No 1, June 2004 Downloaded from: www.runzheimer.com/web/publications/ RRR/ RRR-2004-06.pdf, September 6, 2006 14 Jill Elswick, “Never Enough Fluff,” Employee Benefit News, May 2000 Downloaded from: www benefitnews.com/subscriber/00_05/feature2.html, September 6, 2006 See also her article “Green Without Envy,” Employee Benefit News, June 15, 2002 Downloaded from: www.benefitnews.com/subscriber/ Article.cfm?id=37880708, September 6, 2006 15 Elswick, loc cit 16 “Royal Bank Gives Benefits to Part-Timers,” The Globe and Mail, September 4, 1996 17 Oliver Bertin, “Part-Time Work: Boon or Bust?” Workopolis.com, November 6, 2002 Downloaded from: http://globeandmail.workopolis.com/servlet/ Content/qprinter/20021106/CANJOBS, September 6, 2006 18 William H Holley, Jr and Earl Ingram II, “Communicating Fringe Benefits,” Personnel Administrator, March/April 1973, pp. 21–22 See also “3rd Annual Communications Awards,” Benefits Canada Magazine, June 2000; Charles Benayon, “Lack of EAP Awareness—What’s It Costing You?” Canadian HR Reporter, December 14, 1998, pp. 25–27; Jim Browning, “The EAP Conundrum: It Doesn’t Pay to Cut Costs in Employee Communication,” Canadian HR Reporter, May 3, 1999, pp. 18–19; Canada’s DC Forum, “Employee Communication Linked to Financial Performance,” Benefits Canada, March 2006, p. 5 19 Watson Wyatt Consulting, 34th Annual Canadian Salary Survey 20 “Flexible Benefit Plans Continue to Gain Momentum in Canada, Says Hewitt Associates,” July 6, 2005 Downloaded from: http://was4.hewitt.com/ hewitt/ resource/newsroom/pressrel/2005/07-06-05eng.htm, April 2006 21 Meyer, op. cit 22 Ibid 23 Blue Cross Canada, www.bluecross.ca 24 Mercer, “2005/2006—Canada—Corporate Boards 2005/2006: Insights into Director Compensation,” op. cit 25 Don Faller, “Sink-or-Swim Benefits Packages Offer Lifeline in Tight Labor Market,” Employee Benefit News, September 15, 2000 Downloaded from: www benefitnews.com/subscriber/00_09_15/feature4.html, September 6, 2006 26 Craig Gunsauley, “Benefits Are Key to Successful Retention Strategies,” Employee Benefit News, August 2000 Downloaded from: www.benefitnews.com/ subscriber/00_08/quality1.html, September 6, 2006 27 Ann O’Neill, “Benefits of Compensation,” Employee Benefit News Canada, June 2004 Downloaded REFERENCES 540 from: www.findarticles.com/p/articles/mi_km2923/ is_200406/ai_n14719347, September 6, 2006 28 Dorenda McNeil, “Mercer Canada Resource Centre,” Beyond the Bottom Line—What CEOs Are Thinking, news release, February 26, 1999 25 Shannon Klie, “Employers Wary of Social Media,” Canadian HR Reporter, July 12, 2010, pp 14–15 26 “Social Media Policies Not So Popular,” Canadian HR Reporter, August 15, 2011, p 27 “How is HR Using Social Media,” Canadian HR Reporter, November 21, 2011, p 15 29 Deborah Cameron, Design your benefits to drive behavior, Benefits Canada, February 28, 2012 http:// www.benefitscanada.com/benefits/health-benefits/ design-your-benefits-to-drive-behaviour-25492 28 Amanda Silliker, “Tread Carefully with Social Media Checks,” Canadian HR Reporter, January 30, 2012, pp 1, 11 CHAPTER 11 29 Statistics Canada, Workplace and Employee Survey Compendium, Ottawa: Statistics Canada, 2005 30 Graham Lowe, “Want to Reach Staff?: Tell Them a Story,” Canadian HR Reporter, September 12, 2005, pp. 16, 20 Paul Fairlie, “Five Must-Haves of Meaningful Work,” Canadian HR Reporter, June 15, 2009 31 See Claudine Kapel and Maggie Thompson, “Effective Communications Link Employees to Business and Customers,” Canadian HR Reporter, January 17, 2005, p. 12 What Drives Employee Commitment (and the Higher Productivity That Follows),” HRFocus, April 2000, p. 9 Internet Use Boosts Productivity, Study Finds,” Times-Colonist (Victoria), April 10, 2009, p. C12 Stephanie Whittaker, “Employees Feel Like They Make an Important Contribution,” Montreal Gazette, October 18, 2008, p. G6 Mart Teplisky, “Mixed Messages,” Canadian HR Reporter, April 19, 2004, pp. 12, 13 “10 Tips for Communicating in Tough Times,” Canadian HR Reporter, November 13, 2008 “The Truth About Leveraging HR Information Services,” HRFocus, June 2000, pp. 11–12 33 Eddie Evans, “New Age Makes Serfs of Us All: Numerati Track Our Every Move,” Windsor Star, September 15, 2008, p. B6 34 Bruce Erskine, “CIBC Emails Will Be Used as Evidence at Trial,” Chronicle Herald, February 7, 2012, p C6 35 Wayne Brookbank and David Ulrich, Competencies for the New HR, Ann Arbor, MI: University of Michigan Business School, 2003 36 A detailed examination of the use of HR technology is found in “Guide to HR Technology,” supplement to Canadian HR Reporter, October 22, 2001 37 Shari Caudron, “Blow the Whistle on Employment Disputes,” Workforce, May 1997, pp. 50–57 38 See Peter Feuille and Denise R Chachere, “Looking Fair or Being Fair: Remedial Voice Procedures in Nonunion Workplaces,” Journal of Management, Vol 21, 1995, pp. 27–42; and Alexander Colvin, “An Empirical Study of Employment Arbitration: Case Outcomes and Processes,” Journal of Legal Empirical Studies, Vol 8, 2011, pp. 1–23 .te xc 10 Janice Tibbetts, “Fired on Facebook, Spa Worker Cries Foul as Controversy Rages,” Edmonton Journal, January 5, 2009, p. A5 32 Vita Lobo, “Dealing with the Social Media Monster,” Canadian HR Reporter, June 6, 2009 et Claude Balthazard, “Problem Managers: It Doesn’t Take Many to Spoil the Bunch,” Canadian HR Professional, January 17, 2011, p 11 11 Showwei Chu, “Intranets Become Intramess,” The Globe and Mail, March 7, 2002, p. B17 12 Martha I Finney, “Harness the Power Within,” HR Magazine, January 1997, pp. 66–74 13 Samuel Greengard, “12 Ways to Use an Intranet,” Workforce, March 1997, p. 94 14 Janice MacLellan, “Electronic Solutions a Greener Option,” Canadian HR Reporter, April 20, 2009 15 Andrew McIlvaine, “Encouraging Repeat Self-Service Use,” August 2004, www.workindex.com w w 16 Frank Jossi, “High Tech Enables Employees,” HR Magazine, Vol 51, No 2, February 1, 2006, Society for Human Resource Management Online www.dors.state.md.us/NR/rdonlyres/96523EAEE2F6-466C-B938-8DF2FE8400BA/0/HRM Magazine.pdf, downloaded September 6, 2006 17 “How to Protect Your Company from Misuse of Electronic Communications,” HRFocus, April 2000, p.7 39 Terry H Wagar, “Grievance Procedures in the Non-Union Environment,” Labour Arbitration Yearbook, 2001, pp. 127–36 See also Alexander Colvin, “The Relationship Between Employee Involvement and Workplace Dispute Resolution,” Relations Industrielles, Vol 59, 2004, pp. 681–702 40 These are just some of the issues discussed in Feuille and Chachere, op. cit 41 Survey by Angus Reid Group completed for the Royal Bank See Canadian HR Reporter, November 3, 1997, pp. 1, 42 See “Employee Engagement,” Canadian HR Reporter, September 12, 2005, pp. 7–8 For further details, see www.fedex.com/ma/about/overview/ philisophy.html 43 See, for example, www.ceridian.ca 19 Wallace Immen, “Tweet at Work, Your Boss May Thank You,” The Globe and Mail, June 3, 2009, p. B14 45 Yosie Saint-Cyr, “Employers Obligated to Report Child Porn Found on Their Computer Systems,” www.slaw.ca w 18 “Fear of Losing Jobs Has Workers Avoiding Facebook, IM and Texting at Work,” National Post, May 27, 2009, p. FP12 20 Steve Ladurantaye, “A Country of Clickers: Canada Tops in Web Usage,” Globe and Mail, March 2, 2012, pp B1, B5 51 Wallace v United Grain Growers Ltd., Supreme Court of Canada, October 30, 1997 52 Terry H Wagar, “Wrongful Dismissal: Perception vs Reality,” Human Resources Professional, June 1996, pp. 8, 10 53 See Stuart Rudner, “Just Cause—Back From the Dead,” Canadian HR Reporter, September 22, 2008, and Natalie MacDonald, “Progressing Toward Just Cause,” Canadian HR Reporter, September 22, 2008 Also see Kathryn Filsinger, Employment Law for Business and Human Resources Professionals, Toronto: Emond Montgomery, 2010 54 David Jackson, “6 Months Severance for Months Work,” Chronicle Herald (Halifax), March 15, 2006, pp. 1, er a co m American Management Association, “How to Build a High-Performance Organization,” AMA, 1997, p. 1 AMA site, www.amanet.org 50 Levitt, op. cit 44 “Downloading of Child Porn Still a Workplace Problem,” The Globe and Mail, July 22, 2005, p. C1 46 Howard A Levitt, The Law of Dismissal in Canada, 3rd ed., Aurora, ON: Canada Law Book, 2009 21 Annie Massey, “Blogging Phobia Hits Employers,” Canadian HR Reporter, September 26, 2005, pp. 15, 17 47 Paul Falcone, “The Fundamentals of Progressive Discipline,” HR Magazine, February 1997, pp. 90–94 22 See www.corporateblogging.info 23 “Social Media Training Needs Boost,” Canadian HR Reporter, December 19, 2011, p 48 This material is based largely on the video Discipline without Punishment (Revised), which was released in 1996 by Owen Stewart Performance Resources 24 “Dangers Lurking in Mobile Devices,” Canadian HR Reporter, November 7, 2011, pp 19, 25 49 “CEOs Talk,” Canadian HR Reporter, December 6, 2004, p. 10 55 Howard Levitt, “Promise of Job for Life Proves Costly for Employer,” Times-Colonist (Victoria), March 18, 2009, p. B7 56 Sarah Dobson, “Employees Behaving Badly,” Canadian HR Reporter, January 16, 2012, pp 1, 57 Jeffrey Smith, “19-Year Employee Fired Over $20 Light Bulb,” Canadian HR Reporter, April 27, 2009 58 “Possibility of Internal Sabotage Alarming,” Canadian HR Reporter, August 15, 2011, p 59 For more information on just cause see Randall Scott and Matthew L.O Certosimo, Just Cause: The Law of Summary Dismissal in Canada, Aurora, ON: Canada Law Book, 2002; and Levitt, op. cit 60 Levitt, op. cit 61 Jeffrey Smith, “Opportunity Knocks but Employee Does Not Answer,” Canadian HR Reporter, January 30, 2012, pp 5,8 62 Peter Straszynski, “Proving Just Cause Just Not Enough,” Canadian HR Reporter, June 20, 2011, p 10 63 An excellent source of information on reasonable notice awards is John Sproat, Wrongful Dismissal Handbook, 2nd ed., Toronto: Carswell, 2002 See also Howard Levitt, “Four Factors Drive Severance Packages,” Telegraph-Journal (Saint John), March 7, 2009, p. E7 64 Malcolm MacKillop, Hendrik Nieuland and Meighan Ferris-Miles, Employment Law Solutions, Markham, Ontario: LexisNexis, 2010 65 Ron Minken, “$20 Million Award Upheld by Appeal Court,” Canadian HR Reporter, March 26, 2012, p 66 Rudner, op. cit 67 More detail on these points is provided in Jeffrey Connor, “Disarming Terminated Employees,” HR Magazine, January 2000, pp. 113–16 See also David Bell, “No Easy Way to Say You’re Fired,” Canadian HR Reporter, June 15, 2009; and Donna Nebenzahl, “Ethics of Dismissal: Boss Must Do It in Person and with Privacy,” The Province (Vancouver), May 31, 2009, p. A39 68 Estanislao Oziewicz, “Would Chip Implant Get Under Your Skin?” The Globe and Mail, February 14, 2006, p. A14 69 Shannon Klie, “Employees More Litigious: Survey,” Canadian HR Reporter, November 19, 2010, pp 10–11 70 Jeffrey Smith, “Biometrics Given Cautious Approval in Alberta,” Canadian HR Reporter, September 29, 2008 71 See Ian Turnbull, “Technology Hurts and Helps Privacy Management,” Canadian HR Reporter, May 9, 2005, p.11 72 “Privacy Commissioner Looking at RFID Technology,” Canadian HR Reporter, March 11, 2008 73 Beppi Crosariol, “Firms Get Wrists Slapped Over Privacy Breach,” The Globe and Mail, July 20, 2005, p. B7 REFERENCES 76 Todd Humber, “Here’s the Memo on Facebook— Again,” Canadian HR Reporter, March 14, 2011, p 18 Also see “Some US Employers Asking for Applicants’ Facebook Login Info,” Chronicle Herald, March 21, 2012, p C6 77 See American Management Association, “2007 Electronic Monitoring and Surveillance Survey,” 2008, AMA site, www.amanet.org 78 Omar El Akkad, “When Using a Corporate Computer, Don’t Assume Privacy,” The Globe and Mail, June 4, 2009, p. L1 79 Mark Johnson, “Canada–Inter-Internet Policy for Employees,” www.mondaq.com/canada/174304/ Internet/InterInternet + Policy + for + Employees 80 See American Management Association, “2007 Electronic Monitoring and Surveillance Survey,” op. cit 81 Uyen Vu, “Employees Resistant to Any Form of Computer Video Monitoring, Study Says,” Canadian HR Reporter, March 8, 2004, p. 2 82 Howard Levitt, “Spy without Cause—and Pay Price,” Vancouver Sun, January 24, 2009, p. H5 83 Amanda Silliker, “Anti-spam Legislation Expected for Early 2012,” Canadian HR Reporter, November 21, 2011, pp 6,8 84 Kirk Makin, "Supreme Court Rules Employees Have Right to Privacy on Workplace Computers," Globe and Mail, October 20, 2012, p A5 85 “Employers Boost Morale,” Canadian HR Reporter, February 24, 2009 96 Jake Messersmith, Pankaj Patel and David Lepak, “Unlocking the Black Box: Exploring the Link Between High-Performance Work Systems and Performance, Journal of Applied Psychology, 2011, Vol 96, pp 1105–1118 97 David Brown, “Profit Driven by Good HR, Study Finds,” Canadian HR Reporter, November 19, 2001, p. 3 98 Becker, Huselid, Pickus, and Spratt, op. cit 99 Jeffrey Pfeffer and John Veiga, “Putting People First for Organizational Success,” Academy of Management Executive, May 1999, p. 43 100 Shannon Klie, “Culture Guides Behaviour at Work,” Canadian HR Reporter, August 11, 2008 101 David Link, “HR Self Service Applications Grow in Number and Depth,” Canadian HR Reporter, August 11, 2003, pp. 9, 11 102 Jeffrey Smith, “Online Pay System Best Practice for Best Buy,” Canadian HR Reporter, February 19, 2009 103 Denise Rousseau, “Changing the Deal While Keeping the People,” Academy of Management Executive, Vol 10, 1996, pp. 50–59 .te xc 86 Brian E Becker, Mark A Huselid, Peter S Pickus, and Michael F Spratt, “HR as a Source of Shareholder Value: Research and Recommendations,” Human Resource Management, Spring 1997, pp. 39–47 95 For an extensive review of the current literature, see Brian Becker and Mark Huselid, “Strategic Human Resources Management: Where Do We Go From Here?” Journal of Management, Vol 32, 2006, pp. 898–925 Also see Marian Rizov and Richard Croucher, “Human Resource Management and Performance in European Firms, Cambridge Journal of Economics, Vol 33, 2009, pp 253–272 87 Sarah Dobson, “Engagement Drives Top Employers,” Canadian HR Reporter, January 26, 2009 88 Asha Tomlinson, “Loyalty Isn’t Dead But It Does Need Some Critical Care,” Canadian HR Reporter, November 5, 2001, p. 3 For more information on Fred Reichheld’s work on loyalty, see www loyaltyeffect.com 89 “Unhappy Employees in the UK,” Canadian HR Reporter, March 14, 2011, p w 90 Carol Dobson, “High Liner Foods Takes the High Road with Employees,” Chronicle Herald— Nova Scotia’s Top Employers 2012, November 19, 2011, p w w 91 A good review of this perspective is presented in Mike Parker and Jane Slaughter, “Management by Stress,” Technology Review, October 1988, pp. 37–44 See also D Mehri, “The Darker Side of Lean: An Insider’s Perspective on the Realities of the Toyota Production System,” Academy of Management Perspectives, Vol 20, 2006, pp. 21–42 92 Sarah Dobson, “Virtual Teams Expected to Grow: Survey,” Canadian HR Reporter, October 10, 2011, p 93 Mark Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance,” Academy of Management Journal, June 1995, pp. 635–72 See also Jeffrey Pfeffer, “Producing Sustainable Competitive Advantage Through the Effective Management of People,” Academy of Management Executive, Vol 19, 2005, pp. 95–108 and Mark Huselid and Brian Becker, “Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management,” Journal of Management, Vol 37, 2011, 421–428 112 See, for instance, Robert D Nixon, Michael A Hitt, Ho-Uk Lee, and Eui Jeong, “Market Reactions to Announcements of Corporate Downsizing Actions and Implementation Strategies,” Strategic Management Journal, Vol. 25, 2004, pp. 1121–29; E Geoffrey Love and Nitin Nohria, “Reducing Slack: The Performance Consequences of Downsizing by Large Industrial Firms,” Strategic Management Journal, Vol 26, 2005, pp. 1087–108 A very good review of the literature is in Deepak Datta, James Guthrie, Dynah Basuil, and Alankrita Pandey, “Causes and Effects of Employee Downsizing: A Review and Synthesis,” Journal of Management, Vol 36, 2010, pp 281–348 113 Andrew Duffy, “Forest Workers Lose Hope as Downturn Deepens; Log Loader No Longer Gives a Damn,” Times-Colonist (Victoria), March 14, 2009, p. B1 er a co m 75 “Gender Differences in Social Media,” Canadian HR Reporter, February 14, 2011, p 94 Jonathan Michie and Maura Sheehan-Quinn, “Labour Market Flexibility, Human Resource Management and Corporate Performance,” British Journal of Management, Vol 12, 2001, pp. 2187–306 See also Jonathan Michie and Maura Sheehan, “Business Strategy, Human Resources, Labour Market Flexibility, and Competitive Advantage,” International Journal of Human Resource Management, 2005, Vol 16, pp. 445–64 et 74 Danielle Harder, “Court Ruling Opens Doors to Privacy Lawsuits,” Canadian HR Reporter, February 27, 2012, pp 1–2 541 104 B O’Reilly, “The New Deal: What Companies and Employees Owe One Another,” Fortune, June 13, 1994, p. 44 105 The sources of these headlines are “RIM Layoffs— 2,000 Jobs to be Cut World Wide,” Globe and Mail, May 26, 2012, p A1; Karen Howlett, “Ornge Cuts Jobs and Youth-injury Program to Contain Costs and Redirect Focus,” Globe and Mail, January 25, 2012, p A7; Ross Marowits, “Aveos to Shut Down,” Chronicle Herald, March 21, 2012, p B1; Stephanie Levitz, “Ottawa Begins Cuts That Will Affect 19,200 Positions,” Chronicle Herald, April 5, 2012, p B1 106 Omar El Akkad, “As PC Markets Stagnate, HP Slashes 27,000 Jobs,” Globe and Mail, May 24, 2012, p B15 107 Steve W.J Kozlowski, Georgia T Chao, Eleanor M Smith, and Jennifer Hedlund, “Organizational Downsizing: Strategies, Interventions, and Research Implications,” in C.L Cooper and I.T. Robertson, eds., International Review of Industrial and Organizational Psychology, Vol 8, 1993, pp. 263–332 108 Kim Cameron, “Strategies for Successful Organizational Downsizing,” Human Resource Management, Summer 1994, p. 192 109 Ibid 110 Wayne Cascio, Responsible Restructuring: Creative and Responsible Alternatives to Layoffs, San Francisco: Berrett-Koehler, 2002 111 Jessica Leeder, “Economic Uncertainty Boils Over in Workplace,” The Globe and Mail, March 26, 2009, p. B1 114 Cameron, op. cit 115 Kim Cameron, Sarah Freeman, and Anil Mishra, “Best Practices in White Collar Downsizing: Managing Contradictions,” Academy of Management Executive, Vol 5, 1991, pp. 57–73 116 David Brown, “Take My Workers—Please,” Canadian HR Reporter, February 11, 2002, p. 3 117 See, for instance, Terry H Wagar, “What Do We Know About Downsizing?” Benefits and Pensions Monitor, June 1996, pp. 19–20, 69 118 These issues are discussed in more detail in Mark Mone, “Relationships Between Self-Concepts, Aspirations, Emotional Responses, and Intent to Leave a Downsizing Organization,” Human Resource Management, Summer 1994, pp. 281–98 119 Barry Wright and Julian Barling, “The Executioners’ Song: Listening to Downsizers Reflect on their Experiences,” Canadian Journal of Administrative Sciences, December 1998, pp. 339–55 See also J. Clair and R Dufresne, “Playing the Grim Reaper: How Employees Experience Carrying Out a Downsizing,” Human Relations, Vol 57, 2004, pp. 1597–625 120 “What’s the Top HR Challenge?,” Canadian HR Reporter, March 12, 2012, page 121 This is discussed in more detail in Frederick F Reichheld, The Loyalty Effect, Boston: Harvard Business School Press, 1996 122 “Many Workers Plan to Switch Careers in Years,” Canadian HR Reporter, September 12, 2011, p 123 Virginia Galt, “Shock: The Number Reason People Leave Their Jobs,” The Globe and Mail, September 10, 2005, p. B10 124 Danielle Harder, “Why Employees Leave,” Canadian HR Reporter, November 19, 2007 125 For more details, see Canadian HR Reporter, September 10, 2001, p. 2 126 Len Karakowsky and Igor Kotlyar, “Think You Know Your High Performers?,” Canadian HR Reporter, December 5, 2011, p 23 127 Sean Silcoff, “Busy Signals: Why Call Centres Came Back,” The Globe and Mail, March 14, 2012, p B3 128 Mary Ellen MacIntyre, “MacLean: Turnover Killed Call Centre,” Chronicle Herald, May 15, 2012, p C2 129 Charlene M Solomon, “Keep Them! Don’t Let Your Best People Get Away,” Workforce, August 1997, pp. 46–51 130 See, for example, Rosemary Batt, “Managing Customer Services: Human Resource Practices, Quit Rates, and Sales Growth,” Academy of Management Journal, Vol 45, 2002, pp. 587–97; Lisa Hughes, “The Effects of Human Resource Management and Union Member Status on Employees’ Intentions to Quit,” Queen’s University Industrial Relations Centre Research Program, January 2006 REFERENCES 542 51 “High Rate of Non-compliance with Safety Protocols,” Canadian HR Reporter, August 15, 2011, p 131 Asha Tomlinson, “Top Talent a Flight Risk in Tough Times,” Canadian HR Reporter, February 25, 2002, pp. 1, 11 27 The Health Canada Web site is particularly informative Downloaded from: www.hc-sc.gc.ca/ ewh-semt/occup-travail/whmis-simdut/application/ msds-fiches_signaletiques_e.html, September 6, 2006 CHAPTER 12 52 Todd Humber, “Target: Zero Fatalities,” Canadian HR Reporter, October 20, 2008 28 “Anthrax Scare Prompts Work Refusal,” Canadian HR Reporter, December 3, 2001 53 Ipsos-Reid 2003 Survey reported in Canadian HR Reporter, April 19, 2004, p. 17 29 More information on the Canadian Centre for Occupational Health and Safety is available from the Centre’s website, www.ccohs.ca, and from their annual reports 54 Sarah Dobson, “Making Sure the Shoe—and Hard Hat—Fits,” Canadian HR Reporter, October 10, 2011, pp 20, 26 Julian Barling and Michael Frone, eds., The Psychology of Workplace Safety, Washington: APA, 2004, p. 4 Michael Gorman, “Westray Miner: Workplace Safety Still Lags,” Chronicle Herald, May 9, 2011, p A3 Also see Michael Gorman, “Westray Legacy: Better Safety, In Theory,” Chronicle Herald, May 9, 2012, p A3 30 The websites for the various provincial governments are very informative 31 For a full copy of the Canada Labour Code, see http://laws-lois.justice.gc.ca/eng/acts/L-2/ Ibid 32 Marke Andrews, “Safety Agency Fines EnCana $150,000 Over Death; Penalty the Highest Assessed by WorkSafeBC,” Vancouver Sun, February 6, 2009, p. D3 Canadian HR Reporter’s 2001 Strategic HR Survey “Charges Laid in Workplace Accident,” Calgary Herald, November 13, 2008, p. B5 “Worker, 19, Dies in Accident at Kanata Construction Site,” Ottawa Citizen, March 19, 2009, p. C2 Human Resources and Social Development Canada, Occupational Injuries and Diseases in Canada: 1996–2008, Ottawa, ON: Government of Canada, 2010 10 “Record Manitoba Workplace Safety Fine,” Canadian HR Reporter, August 15, 2001 11 Joyce Grant, “Inquest Reports on Kids At Work Tragedy,” Canadian HR Reporter, June 18, 2001, p. 13 12 Human Resources and Development Canada, Work Safely for a Healthy Future 34 David Jackson, “N.S Top Fine for Death on Job to Double,” Chronicle Herald, April 15, 2011, p A3 35 Michael Tutton, “Family: Fine Too Low in Lab Worker’s Death,” Chronicle Herald, May 3, 2011, p C2 36 Sherri Borden Colley, “HRM Must Pay Badly Burned Worker,” Chronicle Herald (Halifax), June 21, 2005, p. B1 37 Amanda Silliker, “Top Employers Focus on Safety, Engagement,” Canadian HR Reporter, November 7, 2011, pp 1, 15 38 See, for example, Ontario’s Young Worker Awareness Program More information about the program is available at www.yworker.com In addition, the CANOSH Web site has links for all of the jurisdictions in Canada at www.canoshweb.org/ en/young_workers.html .te xc 13 See Association of Workers’ Compensation Boards of Canada site, www.awcbc.org 33 “Syncrude Fined for Worker’s Death,” Chronicle Herald, February 22, 2011, p E2 et E Kevin Kelloway, Lori Francis, and James Montgomery, Management of Occupational Health and Safety, 3rd ed., Toronto: Nelson, 2006 14 Paul Luke, “Safety Yields Bigger Returns,” The Province (Vancouver), March 15, 2009, p. A28 39 “Resort Guest’s Death Must Be Reported to MOL: Court,” Canadian HR Reporter, July 18, 2011, pp 1, 15 Kevin Kelloway and Lori Francis, Management of Occupational Health and Safety, 5th edition, Toronto: Nelson, 2010 40 Gabrielle Giroday, “Face Shields for Bus Drivers Sought,” Winnipeg Free Press, May 6, 2009, p. B1 16 “Charges Filed in Farm Accident,” Canadian HR Reporter, October 4, 2010, p 41 Bill Pomfret, “Sound Employee Orientation Program Boosts Productivity and Safety,” Canadian HR Reporter, January 25, 1999, pp. 17, 19 17 Also see Kevin Kelloway and Lori Francis, op.cit 42 See Institute for Work and Health site, www.iwh.on.ca 18 Francine Kopun, “Neither Rain Nor Sleet … Maybe Snow: Treacherous Footing Blamed for Surge in Injuries Among Mail Carriers in Winter,” Toronto Star, March 11, 2009, p. A3 43 See “Petro-Canada Fined After Worker Burned,” Times-Colonist (Victoria), December 11, 2008, p. A7; Daryl Slade, “Shaw Fined $75K After Employee Burned,” Calgary Herald, March 21, 2009, p. B2; “Truck Repair Firm Fined $120K After Worker Killed on Job,” Ottawa Citizen, May 13, 2009, p. D4 w 19 Les Perreaux, “For Letter Carriers, ‘Tis the Season to Be Cautious,” The Globe and Mail, December 24, 2010, p A7 w w 20 See Jim Middlemiss, “Don’t Panic, Prepare; Employers Have Obligation to Protect Workers,” National Post, May 19, 2009, p. FP7; and Sarah Dobson, “Employers Prepare for Worst,” Canadian HR Reporter, May 18, 2009 21 Stephen Hume, “NHL Rinks Are An Unsafe Workplace,” Vancouver Sun, April 5, 2012 22 “Students Pick Up Cameras to Tackle Workplace Health and Safety,” Calgary Herald, May 3, 2009, p. N3 23 Jamie Hall, “Keeping Teenagers on the Job; Provincial Ad Campaign Emphasizes Workplace Safety,” Edmonton Journal, November 1, 2008, p. A1 24 For more information, see Human Resources and Social Development Canada, “Canada Labour Code, Part II—Overview.” Downloaded from: HRSDC website, www.hrsdc.gc.ca/eng/labour/ health_safety/overview.shtml, June 14, 2012 56 Johanna Faulk, “Conveying Safety Messages— In Any Language,” Canadian HR Reporter, March 12, 2012, pp 11, 18 er a co m F.E Bird, Jr., Management Guide to Loss Control, Atlanta, GA: Institute Press, 1974 55 Tim Cook, “Miners’ Safety Training Paid Off,” Chronicle Herald (Halifax), January 31, 2006, p. A3 57 “Walmart to Pay $2 Million After Employee Trampled to Death,” Canadian HR Reporter, May 14, 2009 58 Jordan Robertson, “Firm Gives Kudos Despite Spill,” Chronicle Herald, April 3, 2011, p A8 59 Daniel Black, “Due Diligence: Your Company’s Best Defence Against an Occupational Health and Safety Offence,” Canadian HR Reporter, May 31, 1999, pp. 17, 19 60 Joyce Grant and David Brown, “The Inspector Commeth,” Canadian HR Reporter, January 31, 2005, pp. 13, 17 61 “Occupational Health and Safety: Policy and Program Guide,” Workers’ Compensation Board of Nova Scotia Downloaded from: www.wcb.ns.ca// app/DocRepository/1/Prevention/Education/ ohspolicy.pdf, June 14, 2012 62 Rob Stewart, “The Challenge of Creating a Culture of Safety,” Canadian HR Reporter, March 28, 2005, p. 11 63 Andrew Neal and Mark Griffin, “Safety Climate and Safety at Work,” in Julian Barling and Michael Frone, eds., The Psychology of Workplace Safety, Washington: APA, 2004, pp. 15–34 64 Will Chabun, “Safety a State of Mind,” Leader Post (Regina), May 11, 2009, p. D1 65 Scott Simpson, “Report Attacks CN’s Approach to Safety,” Vancouver Sun, May 31, 2008, p. A3 66 For an interesting review of the safety–job insecurity issue, see T Probst, “Job Insecurity: Exploring a New Threat to Employee Safety,” in Julian Barling and Michael Frone, eds., The Psychology of Workplace Safety, Washington: APA, 2004, pp. 63–80 67 Canadian Centre for Occupational Health and Safety, “Workplace Stress,” April 28, 2000 Downloaded from: www.ccohs.ca/oshanswers/ psychosocial/stress.html, September 6, 2006 44 Lesley Young, “Are You Sure You’ve Got Health and Safety Covered?” Canadian HR Reporter, May 17, 1999, pp 18–19 68 Carla Wilson, “Mental-health Issues Cost Economy $30 Billion per Year,” Times-Colonist (Victoria), May 2, 2008, p. B1 45 Mark MacKinnon, “Canadians Want Executives to Pay for Fatal Mistakes in Workplace,” The Globe and Mail, June 6, 2000, p. A2 69 Sarah Dobson, “Missed Opportunities in Wellness Arena: Survey,” Canadian HR Reporter, November 21, 2011, pp 3, 17 46 “First Bill C-45 Conviction and Fine,” Daily Commercial News, April 30, 2008 70 “Work Main Reason for Highly-Stressed Canadians,” Canadian HR Reporter, November 7, 2011, p 47 Norm Keith and Anna Abbott, “Criminal Conviction in Death of Worker,” Canadian HR Reporter, October 10, 2011, p 25 71 See Health Canada, “Assessing the Costs of Workplace Health,” Research Report, 2006 48 “British Firm First to Be Charged with Corporate Manslaughter,” Canadian HR Reporter, April 23, 2009; BBC News, 2011, http://www.bbc.co.uk/ uk-england-gloucestershire-13367855, accessed August 10, 2012 25 Kelloway and Francis, op. cit 49 Ian Fairclough, “Firm Fined for Death,” Chronicle Herald (Halifax), April 13, 2005, p. B5 26 Downloaded from: http://laws-lois.justice.gc.ca/eng/ acts/H-3/, June 14, 2012 50 Uyen Vu, “Right to Refuse Dangerous Work Expands,” Canadian HR Reporter, August 9, 2004, pp. 1, 72 International Labour Organization, Encyclopaedia of Occupational Health and Safety, 4th ed., Waldorf, MA: ILO This volume can be accessed at www.ilo org/encyclopaedia/ 73 “Mental Health Association Calling for Psychological Safety in Workplaces,” The Globe and Mail, December 7, 2010, p E7 74 Mary Ann Baynton, “National Standard on Mental Health Not a Burden,” Canadian HR Reporter, February 27, 2012, p 23 REFERENCES 75 Andre Picard, “Mental-health Strategy Calls for $4-billion Commitment,” Globe and Mail, May 7, 2012, pp A1, A13 98 “Angry Clients Spit at Irish Bank Workers,” Calgary Herald, February 20, 2009, p. C1 124 Ergonomic issues are discussed in much more detail in Kelloway and Francis, op. cit 99 Sarah Dobson, “Learning to Avoid the Bad Guys,” Canadian HR Reporter, November 29, 2010, pp 24, 26 125 Nancy Stuart, “Open Offices Drive Workers up the Wall,” The Globe and Mail, October 6, 2000, p. B11 100 This material is taken from the U.S Environmental Protection Agency, see www.epa.gov/iaq/pubs/ sbs.html 77 Sarah Boesveld, “Exhaustion, Longer Hours, Heavier Workload, Greater Responsibility, Unbearable Stress Juggling,” The Globe and Mail, March 2, 2009, p. L1 101 This information is based on an article by Kat Morgan, “Sick Building Syndrome,” Human Resources Professional, February–March 1998, pp. 39–40 78 Statistics Canada, Work Stress and Health, 1999 102 Michelle Conlin, “Is Your Office Killing You?” Business Week, June 5, 2000, pp. 114–130 81 Amanda Silliker, “Employers in Best Position to Fight Depression,” Canadian HR Reporter, January 30, 2012, pp 3, 82 Krista Foss, “The Truth About Sex, Work and Stress,” The Globe and Mail, May 17, 2000, pp. A1, A6 See also “What Causes the Problem: The Sources of Workplace Stress,” Chair in Occupational Health and Safety Management, Université Laval, 2005, pp. 1–20 83 Helen Morris, “Study Finds High Levels of Stress at Call Centres,” Ottawa Citizen, September 2, 2008, p. D8 84 Virginia Galt, “Rising Workloads, Stress Seen Taking Toll on Productivity,” The Globe and Mail, July 29, 2004, p. B6 104 Sarah Dobson, “Incivility Common Workplace Issue, Finds Survey,” Canadian HR Reporter, October 10, 2011, pp 1, 17 105 Tiffany Crawford, “Male Nurses Take Brunt of Patient Abuse,” Calgary Herald, April 16, 2009, p. A12 106 Theresa Boyle, “Toronto East General Goes High-Tech to Fight Violence,” Toronto Star, February 17, 2009, p. GT1 107 www.vault.com and http://crimeprevention.rutgers edu/crime/violence/workplace/riskyjobs.htm (this site has some excellent resource material pertaining to workplace violence), downloaded June 15, 2012 108 See www.shrm.org 86 Natalie C MacDonald, “Paying for Pain,” Canadian HR Reporter, April 19, 2004, pp. 17, 20 87 National Institute for Occupational Health and Safety, op. cit 88 Ibid 89 Buffet and Company, National Wellness Survey Report 2009: Taking the Pulse of Worksite Wellness in Canada Downloaded from: http//www buffetandcompany.com/BNWS2011/email1/ NSW 2009 ENGLISH.pdf, June 15, 2012 w w 90 See “Smoking at Work Makes an Impact,” Canadian HR Reporter, August 8, 2008; and Shannon Proudfoot and Claire Biddiscombe, “Obesity Linked to Work Absences, Study Indicates,” Leader Post (Regina), February 21, 2009, p. E7 w 91 Creative Wellness Solutions, “Building the Business Case for Workplace Health.” Downloaded from: http://www.wellnesssolutions.ca/index.php?id= 66&spage=234, October 1, 2009 92 Amanda Silliker, “Global Corporate Challenge Combats Obesity,” Canadian HR Reporter, December 19, 2011, pp 6, 19 93 See Canadian HR Reporter, April 11, 2005, p. 20 See also www.worksmartlivesmart.com 94 Anna Wilde Mathews, “Ready, Set, Exercise For a Day Off and Other Perks,” The Globe and Mail, May 7, 2012, p L6 127 See www.avert.org/canada-aids.htm 128 Information on AIDS can be obtained from the Canadian AIDS Society’s various publications available at www.cdnaids.ca Also see UNAIDS 2011 World Aids Day Report available from the www.unaids.org site 129 J.J Breckenridge, “Nurse with AIDS Gets Job Back, But Row Over Dismissal Goes On,” The Globe and Mail, June 29, 1988, p. A10 130 Business Week, February 1, 1993, p. 53 Also see the “HIV/AIDS Toolkit” developed by the Society for Human Resource Management at www worksupport.com/resources/printview.cfm/335, downloaded June 15, 2012 131 The Canadian Human Rights Commission has considerable information about AIDS on its website, www.chrc-ccdp.ca Similarly, information is readily available from provincial human rights commissions For example, see the Ontario Human Rights Commission’s “Policy on HIV/Aids-Related Discrimination” at www.ohrc.on.ca/en/policy-hivaidsrelated-discrimination, downloaded June 15, 2012 CHAPTER 13 109 Society for Human Resource Management, 1999 Workplace Violence Survey, Alexandria, VI: SHRM, 1999 Morley Gunderson, Allen Ponak, and Daphne Gottlieb Taras, Union–Management Relations in Canada, 4th ed., Toronto: Pearson, 2005, p. 10 110 “Workplace Violence Common,” Canadian HR Reporter, March 26, 2012, p John Chilibeck, “Clause That Clogs the Wheel,” Telegraph Journal, December 23, 2008, p. C1 .te xc 85 Employers Feeling the Pain of Poor Worker Health, But Concern Not Translating Into Action,” news release, 2005 Watson Wyatt Staying@Work Survey, September 29, 2005 Downloaded from: www watsonwyatt.com/canada-english/news/press asp?ID=15216, September 6, 2006 103 Julian Ryall, “Japanese Scientists Find Cure for Sick Building Syndrome,” The Telegraph, April 19, 2010 et 80 Doug Burn, “Parents’ Job Anxiety Wreaks Havoc on Children,” Canadian HR Reporter, December 29, 1997, pp. 16, 20 126 Bob Fortier, “Ergonomics for Teleworkers Often Overlooked,” Canadian HR Reporter, June 6, 2005, pp. 18, 21 er a co m 76 National Institute for Occupational Safety and Health, Stress at Work, Washington, DC: U.S Department of Health and Human Services, 1999 This publication can be accessed at www.cdc.gov/ niosh/stresswk.html 79 “Bad Bosses May Affect Health of Workers,” The Globe and Mail, October 28, 2005, p. C2 543 111 COMPAS, “Violence and Aggression in the Workplace,” http://bdo.ca 112 “Two Prescriptions for Preventing Violence,” HRFocus, April 2000, p. S2, S3 An excellent source of information on cyberstalking is from the National Centre for Cyberstalking Research (www.beds.acuk/nccr) 113 Shannon Klie, “Screening New Hires Won’t End Workplace Violence, Study Says,” Canadian HR Reporter, November 21, 2005, pp. 1, 114 Milo Geyelin, “Firms Often Blamed for Violence at Work,” The Globe and Mail, March 18, 2002, p. C2 115 David Ebner, “Winnipeg Stung as Air Canada Won’t Let Workers Stay Downtown,” The Globe and Mail, October 3, 2011, pp A1, A8 116 Paul Viollis and Chris Mathers, “Companies Need to Re-engineer Their Cultural Thinking About Workplace Violence,” Canadian HR Reporter, March 14, 2005, p. 19 117 Uyen Vu, “Teen’s Death Prompts Calls for Late-shift Policies,” Canadian HR Reporter, October 10, 2005, pp. 1, 118 Kelloway and Francis, op. cit 119 Philip Hagan, John Montgomery and James O’Reilly, Accident Prevention Manual for Business and Industry, 13th edition, Washington, DC: National Safety Council, 2009 120 Buffet and Company, op cit Gregor Murray, “Unions: Membership, Structure and Actions,” in Morley Gunderson and Allen Ponak, eds., Union–Management Relations in Canada, 3rd ed., Don Mills, ON: Addison-Wesley, 1995 Julian Barling, Clive Fullagar, and Kevin Kelloway, The Union and Its Members: A Psychological Approach, New York: Oxford University Press, 1992 Patrick Brethour, “Bitter Strike Divides Alberta Town,” The Globe and Mail, October 17, 2005, pp. 1, 7 Nanos Research, Labour Watch State of the Unions 2011, August 2011 For the 2008 survey, see Nanos Research, Labour Watch Survey of Employed Canadians, August 2008 Keith Leslie, “Caterpillar Closes Plant After Lockout,” Chronicle Herald, February 4, 2012, p B2 For a review of the Caterpillar closure and its implications see Tavia Grant, “The Caterpillar Shutdown’s Stark Warning for the Industrial Heartland,” The Globe and Mail, February 22, 2012, pp A8–A9 Amanda Silliker, “Canada’s Labour Relations at the Crossroads,” Canadian HR Reporter, December 5, 2011, pp 1, 9 John Allemang, “Organized Labour is Fighting to Survive,” The Globe and Mail, March 24, 2012 10 Jane Taber, “Union Tensions on the Rise,” The Globe and Mail, March 7, 2012, pp A1, A4 11 Samuel Gompers, Labor and the Common Welfare, Freeport, NY: Books for Libraries Press, 1919, p. 20 121 For more details on ErgoWATch, see http:// waterloo.flintbox.com/public/project/1212 12 An editorial in Canadian Labour, June 1968, p. 5 96 See Psychologically Healthy Workplace Collaborative site, www.phwc.ca 122 See “Repetitive Strain Injuries—The Hidden Cost of Computing.” Downloaded from: WebReference.com, www.webreference.com/rsi.html, October 1, 2009 13 Frank Tannenbaum, The Labour Movement, Its Conservative Functions and Consequences, New York: Alfred A Knopf, 1921 97 “Safety Strategies for a Post-Sept 11 World,” HRFocus, October 2002, pp. 3–5 123 For further information, see http://home.clara.net/ ruegg/info.html 14 Selig Perlman, A Theory of the Labour Movement, New York: Macmillan, 1928 95 Sarah Dobson, “Time to Move Past Initiatives Around Health Awareness, Education,” Canadian HR Reporter, February 27, 2012, p REFERENCES 544 15 Charles Lipton, The Trade Union Movement in Canada, 1827–1959, Montreal, QC: Canadian Social Publications, 1967, p. 4 41 Sarah Dobson, “Collective Bargaining Under Fire: Hargrove,” Canadian HR Reporter, November 7, 2011, pp 3, 18 16 “Union Coverage in Canada—2011,” Workplace Information Division, Human Resources and Skills Development Canada, April 2012 42 George W Adams, Canadian Labour Law, 2nd ed., Aurora, ON: Canada Law Book, 2012 17 Sharanjit Uppal, Unionization 2011, Statistics Canada, October 26, 2011 43 Jeffrey Smith, “Vale Must Open Its Gates to Fired Worker: Board,” Canadian HR Reporter, February 13, 2012, pp 5, 18 See Lorna Harris, “Wal-Mart Workers in Quebec have Collective Agreement,” Canadian HR Reporter, August 19, 2008, and “Union Contract at Wal-Mart,” Canadian HR Reporter, May 4, 2009 44 George Meany, “Organizing a Continuing Effort,” The American Federationist, July, 1976, p 19 Gordon Sova, “Union Targeting Second-Largest Food Retailer,” Canadian HR Reporter, January 15, 2009 46 For an interesting view of union organizing in the United States, see William E Fulmer, “Step by Step Through an Organizing Campaign,” Harvard Business Review, 1991, Vol 59, pp. 94–102 21 Danielle Harder, “UFCW Creates Super Local of 60,000,” Canadian HR Reporter, August 15, 2011, p 22 Sharanjit Uppal, op cit 47 Lorna Harris, “Technology Providing Organizing Options,” Canadian HR Reporter, June 25, 2008 48 Eva Hoare, “Positive Response to Cabbie Union Drive,” Chronicle Herald, May 17, 2012, p A5 23 More information on international union density trends is available in International Labour Organization, World Labour Report: Industrial Relations, Democracy and Social Stability (1997–98), Geneva: ILO, 1997 Also see Peter Hall-Jones, “Unionism and Economic Performance,” www.newunionism.net 49 Adams, op. cit 24 Trevor Wilhelm, “Tension Rising on the Line: City Strike Turns Ugly,” Windsor Star, May 22, 2009, p. A1 53 Craig Wong, “Air Canada Slams Union,” Chronicle Herald, October 14, 2011, pp A1, A2 25 John Godard, “Strikes as Collective Voice: A Behavioral Analysis of Strike Activity,” Industrial and Labor Relations Review, October 1992, pp. 161–75 54 Richard E Walton, Joel E Cutcher-Gershenfeld, and Robert B McKersie, Strategic Negotiations: A Theory of Change in Labor–Management Relations, Boston: Harvard Business School Press, 1994 28 Real Seguin and Bertrand Marotte, “Wildcat Construction Strikes Continue for Second Day,” Globe and Mail, October 26, 2011, p A10 29 John Godard, op.cit 30 Oliver Bertin, “Star Ends Bitter Three-week Carrier Strike,” The Globe and Mail, April 16, 2001, p. B3 31 Shannon Klie, “Labour Debate Rages in Quebec,” Canadian HR Reporter, February 28, 2011, pp 1, 32 “Voisey’s Bay Mine Strike Over,” Chronicle Herald, February 1, 2011, p C3 w 33 See Brent Jang, “Air Canada Duels With Its Pilots,” The Globe and Mail, March 19, 2012, pp A1, A3 and “Air Canada: Pilot ‘Book-offs’ Disruptive,” Chronicle Herald, March 19, 2012, pp B1, B7, w 34 Wallace Immen, “How to Heal a Bruised Workplace,” The Globe and Mail, October 5, 2005, pp. C1, C2 35 Sharanjit Uppal, op cit w 36 Richard B Freeman and James L Medoff, What Do Unions Do? New York: Basic Books, 1984 37 Morley Gunderson and Douglas Hyatt, “Union Impact on Compensation, Productivity, and Management of the Organization,” in Morley Gunderson and Daphne Gottlieb Taras, eds., Canadian Labour and Employment Relations, 6th ed., Toronto: Pearson, 2009 72 Madeleine Loewenberg, “Balancing Risks, Benefits of Social Media,” Canadian HR Reporter, January 31, 2011, pp 29, 31 73 Anthony Giles and Akivah Starkman, “The Collective Agreement,” in Morley Gunderson, Allen Ponak, and Daphne Gottlieb Taras, Union– Management Relations in Canada, 5th ed., Toronto: Pearson Addison Wesley, 2005, p. 306 74 Ibid 75 For a comprehensive review of the arbitration process, see Donald J.M Brown and David M Beatty, Canadian Labour Arbitration, 4th ed., Aurora, ON: Canada Law Book, 2011 76 Lorna Harris, “Promotional T-shirt Runs Afoul of Zero Tolerance,” Canadian HR Reporter, November 8, 2004, p. 5 77 An excellent summary of the legislative requirements applicable to public sector workers is found in Adams, op. cit 78 Paul Juniper, Alison Hill and Tahreem Raza, An Inquiry into the State of Labour Relations in Canada, Kingston: Ontario, Queen’s University IRC, 2012 56 Jon Peirce, Canadian Industrial Relations, 2nd ed., Scarborough, Prentice Hall, 2003 79 This quote is taken from Human Resources Development Canada and the Organisation for Economic Co-operation and Development, Changing Workplace Strategies: Achieving Better Outcomes for Enterprises, Workers and Society, Hull: HRDC, 1997 57 Tanya Talaga, “Contracting Cleaning in Hospitals Decried,” Toronto Star, October 22, 2008, p. A23 80 Virginia Galt, “Benefits Seen in Union-like Workplace,” The Globe and Mail, February 18, 2002, p. C1 58 Gord Sova, “Collective Agreements Get Creative,” Canadian HR Reporter, October 24, 2011, pp 15, 17 81 Roy Adams, “Canadian Industrial Relations at the Dawn of the 21st Century—Prospects for Reform,” Workplace Gazette, Vol 3, 2000, pp. 109–15 55 Fiona McQuarrie, Industrial Relations in Canada, 3rd ed., Mississauga: Wiley, 2011 .te xc 27 Don Herald, “Back to Work Doesn’t Mean Back to Normal,” Canadian HR Reporter, September 9, 2002, pp. 8, 11 51 “Union Drive Behind Firing, Repairman Says,” Chronicle Herald, September 8, 2010, p, C4 et 26 Mohammed Adam and Bruce Deachman, “Transit Workers Vow to Strike as Long as it Takes,” Ottawa Citizen, January 6, 2009, p. A1 50 “Fish Processor Pays for Union-Busting Closures,” Canadian HR Reporter, December 5, 2005, p. 2 52 Adams, op. cit 71 These issues are discussed in more detail in Terry H Wagar, “The Arbitration Process: Employer and Union Views,” in W Kaplan, J Sack, and M. Gunderson, eds., Labour Arbitration Yearbook 1996–1997, Toronto: Lancaster House, pp. 3–11 Also see Fiona McQuarrie, op cit er a co m 20 Sunny Freeman and David Paddon, “Labour Unions CAW, CEP Discuss Merger,” Chronicle Herald, January 25, 2012, p C5 45 Lorna Harris, “Youthful Propositions for Unions,” Canadian HR Reporter, October 20, 2008 70 The judicial review of labour board and arbitration decisions is a very technical area of labour law For an in-depth treatment, see Richard L Charney and Thomas E.F Brady, Judicial Review in Labour Law, Aurora, ON: Canada Law Book, 2008 59 “Developing HR’s Business Skills,” Canadian HR Reporter, September 13, 2004, p. 9 60 Uyen Vu, “Telus E-Mails Staff, Union Cries Foul,” Canadian HR Reporter, May 23, 2005, pp. 1, 10 61 Dan Cameron, “The Interest Based Approach to Union–Management Negotiation,” Human Resources Professional, February–March 1999, pp. 37–39 62 Michael J Fraser, “Labour Skeptical About Win-Win,” Canadian HR Reporter, September 10, 2001, pp. 11, 12 63 Thomas A Kochan and Paul Osterman, The Mutual Gains Enterprise, Boston, MA: Harvard Business School Press, 1994 64 Judy Lendvay-Zwickl, The Canadian Industrial Relations System: Current Challenges and Future Options, Ottawa: Conference Board of Canada, 2005 65 Uyen Vu, “Interest Wanes on Interest-Based?” Canadian HR Reporter, February 28, 2005, pp. 6, 66 Each jurisdiction has defined procedures relating to conciliation and mediation As well, the distinction between these terms has been blurred Consequently, human resource professionals need to consult the relevant legislation for their jurisdiction 82 Roy Adams, Labour Left Out: Canada’s Failure to Protect and Promote Collective Bargaining as a Human Right, Ottawa: Canadian Centre for Policy Alternatives, 2006 83 See, for instance, William N Cooke, Labor– Management Cooperation, Kalamazoo, MI: W.E. Upjohn Institute, 1990; Kochan and Osterman, op. cit 84 “Industrial Relations Outlook,” Ottawa: Conference Board of Canada, 2002 85 See, for instance, Terry H Wagar, “Is Labor– Management Climate Important? 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