Canadian Human Resource Management, Mixed Media Product, 10th Edition Solution Manual

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Chapter 1 Strategic Importance of Human Resource Management
1-1
STRATEGIC IMPORTANCE OF
HUMAN RESOURCE
MANAGEMENT
CHAPTER OBJECTIVES
After studying this chapter, you should be able to:
Discuss the objectives of human resource management.
Identify steps in strategic management of human resources.
Explain how human resource departments are organized and function.
Discuss the role of human resource professionals in today’s organization.
POWERPOINT ® SLIDES
Canadian Human Resource Management includes a complete set of Microsoft PowerPoint® files for each chapter.
(Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In the
lecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside the
corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip
slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number
and hit the Enter or Return key.)
1

Part 1 The Strategic Human Resource Management Model
1-2
LECTURE OUTLINE (with PowerPoint ® slides)
Strategic
Importance of
Human
Resource
Management
Slide 1
What is HRM?
Slide 2
Strategic HRM
Slide 3
Proactive HRM
Slide 4
Steps in
Strategic HRM
Step 1:
Environmental
Scan
Slide 5
STRATEGIC IMPORTANCE OF HUMAN RESOUCE MANAGEMENT
INTRODUCTION—WHAT IS HRM?
HRM is 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.
HRM aims to support and enable organizations to meet their short- and long-
term economic, social, and environmental goals.
STRATEGIC HUMAN RESOUCE MANAGEMENT
• A strategy is similar to a game plan and is linked to the strategic needs of
an organization—formulated at three levels: corporate, business, and
functional
• Human Resource strategies and tactics must be mutually consistent—
strategies may fail if they are not supported by effective tactics, i.e.
methods and procedures
• Human Resource strategies need to reflect the organization’s mission and
strategies, i.e., be consistent with organizational priorities
PROACTIVE HRM STRATEGIES
Strategic HRM should be proactive rather than reactive.
• Proactive
-- Strategic HRM often enables an organization to anticipate a problem and
respond to it before causing damage to the organization
-- Occurs when HR problems are anticipated and corrective action begins
before the problem exists
• Reactive
-- Occurs when decision-makers respond to HR problems
UNDERSTANDING THE STRATEGIC HRM PROCESS
STEP 1. ENVIRONMENTAL SCAN
• Continuous monitoring of economic, technological, demographic, and
cultural forces and noting changes in governmental policies, legislation,
and statements
• The environmental scan includes the following economic forces: economic
cycles, global trade, productivity improvement, global competitiveness

Chapter 1 Strategic Importance of Human Resource Management
1-3
Economic Forces
Slide 6
Economic Forces
Slide 7
Economic Forces
Slide 8
Economic Forces
Slide 9
Economic Force: Economic cycles
• The Canadian economy goes through boom and bust cycles, which are
often linked to boom and bust cycles in other economies
• During recessionary periods, HR managers face challenges associated with
layoffs, wage concessions, and the lower morale that accompanies
recessions.
• During boom cycles, HR managers must consider how to recruit and
develop the organization’s talent base.
Economic Force: Global trade
• For Canada, international trade has always been a crucial issue
-- Canada ranks high among exporting nations, exporting more than U.S.
and Japan on a per capita basis
-- Canadian jobs and economic prosperity depend upon international trade
-- Exports of goods and services account for 31% of Canada’s Gross
Domestic Product (GDP)
Economic Force: Productivity Improvement
• Productivity refers to the ratio of an organization’s outputs (goods and
services) to its inputs (people, capital, material, and energy)
-- Productivity improvement is essential for long-term success i.e., to
reduce costs, save scare resources, and enhance profits
• HR 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
• To meet productivity ratios, HR professionals may use outsourcing,
outplacement, part-time workers, and contingent workers
-- Nearly a quarter of all employment is part-time
-- Contingent workers comprise nearly 25% of the workforce as well. The
use of contractors is becoming popular in not only lower level, clerical
or secretarial jobs but also for professional jobs like lawyers and
accountants.
Economic Force: Global Competitiveness
• Productivity levels in the U.S., consistently outpace those in Canada
• In recent years, Canada’s ability to innovate and create wealth has not kept
pace with other countries—Canada ranked ninth as compared to sixth a
decade ago.
• Canada only holds 2% of the world’s patents, while the U.S. and Japan
hold 60%
The environmental scan includes technological forces : flexible work design,
information sharing and knowledge management, and automation

Part 1 The Strategic Human Resource Management Model
1-4
Technological
Forces
Slide 10
Technological
Forces
Slide 11
Technological
Forces
Slide 12
Demographic
Forces
Slide 13
Demographic
Forces
Slide 14
Technological Force: Flexible Work Design
• An unprecedented degree of technology has changed the way we work,
play, study, and entertain ourselves, while access to information has
affected the way several organizations conduct their business.
• Technology has brought flexibility into when and where work is carried
out. For instance, employees can work without leaving their homes through
telecommuting
Technological Force: Information Sharing and Knowledge Management
• More effective knowledge management – the process of capturing
organizational knowledge and making it available for sharing and building
new knowledge – has been another outcome of digital information systems
• Information management systems store integrated information that can be
accessed quickly and accurately
• The internet has had a profound impact on human resource activities
through social networking sites, video-sharing sites, wikis, blogs, and other
interactive opportunities to own and control data, and add value to the
applications used.
Technological Force: Automation
• Organizations automate to increase speed, provide better service to
customers, increase predictability in operations, achieve higher standards of
quality in production, and increase flexibility
• May use robots to replace boring or hazardous jobs
The environmental scan also includes demographic forces: gender balance in
the workplace, shift towards knowledge workers, educational attainment of
workers, aging population, generational shift
Demographics of the labour force describe the composition of the workforce e.g.
education levels, age. Demographic changes occur slowly and can usually be
predicted with considerable accuracy.
Demographic Force: Gender Balance in the Workplace
• Nearly 48% of the workforce in 2012 are women
• Women accounted for 70% of employment growth in Canada in last twenty
years
-- Raises importance of child care, work-family balance, dual career
families, and employment equity
Demographic Force: Shift toward knowledge workers
• Shift from employment in primary and extractive industries to service,
technical, and professional jobs; nearly 78% of the total labour force is
employed in service producing industries.

Chapter 1 Strategic Importance of Human Resource Management
1-5
Demographic
Forces
Slide 15
Demographic
Forces
Slide 16
Demographic
Forces
Slide 17
Cultural Forces
Slide 18
Step 2:
Organizational
Mission and
Goals Analysis
Slide 19
Step 3: Analysis
of organizational
character and
culture
Slide 20
-- Information workers (data and knowledge workers) and non-information
workers
-- Knowledge workers have been the fastest growing type of workers in
Canada—organizations need to attract, retain, and retrain these
knowledge workers
Demographic Force: Educational attainment of workers
• Increases are expected to continue, however, 9% of women and 15% of
men drop out of school; currently more than 8 million Canadians lack basic
school certificate or diploma.
Demographic Force: Aging Population
• Average age of the workforce is increasing (impending “old age crisis”),
along with the general aging population in Canada
-- Pressure for expanded retirement benefits, variable work schedules,
coordination of government benefits with company benefits, and
retraining programs, etc.
Demographic Force: Generational Shift
• The Baby Boomers, Generation X, and Generation Y are qualitatively
different workers
• Although the differences within groups may be wider than the differences
between groups, understanding that people have different expectations
from their workplaces is a useful starting point
The environmental scan also includes cultural forces: diversity, ethics
Cultural Force: Diversity
• Canadian society is a cultural mosaic—Canada encourages maintaining
unique culture and heritage vs. U.S. “melting pot”
-- Brings opportunities and challenges for an HR department
Cultural Force: Ethics
• Ethical conduct of business is becoming an increasingly important issue.
Managers should understand different ethical perspectives and take into
account the ethical implications of their decisions.
STEP 2. ORGANIZATIONAL MISSION AND GOALS ANALYSIS
• The organization’s overall mission and goals guide the human resources
that are needed to fulfil the mission and goals
• For instance, goals such as productivity (or revenue surplus), organizational
growth, employee satisfaction, efficiency, ability to adapt to environmental
changes, etc., will help to identify human resources strategies
STEP 3. ANALYSIS OF ORGANIZATIONAL CHARACTER AND
CULTURE
• Human resource strategies should be formulated only after a careful look at
the organization’s character: its employees, objectives, technology, size,
age, unions, policies, successes, and its failures. Character reflects the

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Part 1 The Strategic Human Resource Management Model
1-6
Step 4: Analysis
of organizational
strategies
Slide 21
Step 5: Choice
and
implementation
of HR strategies
Slide 22
Step 6: Review
and evaluation of
human resource
strategies
Slide 23
organization’s past and shapes the future.
• Each organization has a unique culture—core beliefs and assumptions that
are widely shared by all organizational members. Need to be familiar with
and adjust to the culture of the organization.
STEP 4. ANALYSIS OF ORGANIZATIONAL STRATEGIES
There are three generic organizational strategies:
• Cost Leadership strategy: Aims to gain competitive advantage through
lower costs, e.g., seek efficiency and use tight controls
• Differentiation strategy: Focuses on creating a creating a distinctive or
unique product that is unsurpassed in quality, innovative design or other
feature, i.e., achieved through product design, unique technology, or even
advertising and promotion
• Focus strategy: Concentrates on segment of the market and attempts to
satisfy that segment’s with a low-priced or highly distinctive product
STEP 5. CHOICE AND IMPLEMENTATION OF HUMAN RESOURCE
STRATEGIES
Strategic choice and implementation involved identifying, securing, organizing,
and directing the use of resources both within and outside the organization.
• Ultimately, there should be a clear line of sight between the human
resource strategy and the corporate goals.
• The HR strategy must reflect every change in the organizational strategy
and support it.
• In formulating strategies, the HR department must continuously focus on
the following 5 groups of activities:
• Planning Human Resources—Job Analysis, HR Planning
• Attracting Human Resources—Meeting Legal Requirements,
Recruitment
• Placing, Developing and Evaluating Human Resources—Training,
Development, Career Planning, Performance appraisals
• Motivating Employees—Compensation, Benefits, Employee
Motivation
• Maintaining High Performance—Employee Relations, Meeting the
Needs of a Diverse Workforce, Safety, Union Relations
Note: Defined action plans with target achievement dates are required
to ensure effective implementation of HR strategies
STEP 6. REVIEW AND EVALUATION OF HUMAN RESOURCE
STRATEGIES
• Strategies should be examined periodically for their continued
appropriateness and with consideration for changing factors, e.g.,
technology, environments, internal factors, etc.
• A human resource audit involves a holistic examination of the human
resource policies, practices, and systems of a firm (or division) to eliminate
deficiencies and improve ways to achieve goals
• HR departments must also focus on looking to the future to be proactive in
their orientation

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Chapter 1 Strategic Importance of Human Resource Management
1-7
The Organization
of HRM
Slide 24
The Service Role
of the HR
Department
Slide 25
Today’s HR
Professional
Slide 26
THE ORGANIZATION OF HRM
The Human Resource Department in a Small Organization
• A separate HR department emerges in an organization when the human
resource activities become a burden to other departments—often emerges
as a small department or an individual reporting directly to a middle-level
manager
-- Typical duties include maintaining employee records, helping managers
find new recruits
A Large Human Resource Department
• As the organization grows, the HR department usually grows in
impact/complexity and specialists are added, often in the areas of
employment, compensation, training, safety, employee and labour relations
• Greater importance of the head of human resources may be signified by a
change in title to “Vice President”
THE SERVICE ROLE OF THE HR DEPARTMENT
• Staff Authority
-- Human resource departments are service departments. They exist to
assist employees, managers, and the organization
-- Authority to advise, not direct managers in other departments
• Line Authority
-- Possessed by managers of operating departments, allows these managers
to make decisions about production, performance and people
• Functional Authority
-- In highly technical or extremely routine situations, the human resource
department may be provided the authority to make decisions usually
made by line managers or senior managers, e.g., deciding the type of
benefits provided to employees
TODAY’S HUMAN RESOURCE MANAGEMENT PROFESSIONAL
• In the last thirty years, there has been an enormous growth in the number of
HR managers (1971: 4,055; 1999: more than 43,000)
-- HRM has been slow to evolve into a full-fledged profession
• Human Resource managers expected to possess competencies including:
Mastery of HRM Tools, Change Mastery, Personal Credibility
• CCHRA (Canadian Council of Human Resources Associations), a
collaborative effort of HR Associations from across Canada, coordinates
the nationally recognized designation in HR called the CHRP (Certified
Human Resources Professional)

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Part 1 The Strategic Human Resource Management Model
1-8
ANSWERS TO REVIEW AND DISCUSSION
QUESTIONS
1. What are the goals of a human resource
department? Choose an organization that you are
familiar with and indicate which of these goals will
be more important in this organization and why.
Strategic HRM is systematically linked to the strategic
needs of an organization and aims to provide it with an
effective work force while meeting the needs of its
members and other constituents in society. HRM aims
to improve the productive contribution of individuals
while simultaneously attempting to achieve other
societal and individual objectives. In practice, this
means that the department is attempting to achieve the
organizational, functional, societal, and individual (or
personal) goals of employees wherever feasible.
Today’s organizations must be able to survive and
compete in a vastly changed world, where high
productivity and effectiveness are cornerstones to
success. The HR department aims to achieve these
goals while at the same time attempting to satisfy
societal and employee individual needs.
2. Draw a diagram of a HR department in a firm
that employs over 5,000 persons, and name the likely
components of such a department. Which of these
functions are likely to be eliminated in a small firm
employing 50 persons?
See Figure 1-15, p. 28 in the text. In a small firm, the
middle-level managers are likely to be eliminated.
3. Identify and briefly describe three major external
challenges (choosing one each from economic,
technological, and demographic categories) facing
human resource managers in Canada and their
implications.
Examples can be taken from Figure 1-2, p. 7; the
discussion is on pp. 6 to 18.
4. Outline the three major strategies pursued by
Canadian businesses. What implications do they
have for human resource function within the firms?
Illustrate your answers with suitable examples.
The three major strategies are cost leadership, focus,
and differentiation (See p. 20).
5. What are four trends (or attributes) in the
Canadian labour market that have implications for
a human resource manager? Explain your answer
citing which of the HR functions will be affected and
how.
Trend 1: The increasing number of women in the work
force. HR Dimensions: Benefits (child care,
counselling for two-career families), recruitment,
selection (employment equity, promotion).
Trend 2: Shift toward knowledge workers. HR
Dimensions: Recruitment and Selection (recruitment
strategies, selection criteria), training and development
(special programs), compensation (pay for knowledge,
not skills).
Trend 3: Educational attainment of workers. HR
Dimensions: Training and development (re-training
programs), compensation (incentives).
Trend 4: Aging population. HR Dimensions: Training
(re-training programs), benefits (coordination of
government and company benefits), work options
(variable work schedules).
Trend 5: Generational Shift. HR Dimensions:
Recruitment, training, benefits (what is desirable),
work options (flexibility).
See the discussion on pp. 12-16 of the text.

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Chapter 1 Strategic Importance of Human Resource Management
1-9
ANSWERS TO CRITICAL THINKING QUESTIONS
1. Suppose your company is planning a chain of
high-quality restaurants to sell food products that
the company already produces. Outline which areas
of human resource management will be affected.
Virtually every area of human resource management
will be affected. Initially, consideration will have to be
given to human resource planning, recruitment,
selection, training, compensation, and overall employee
communications and relations. Once the business is
established, plans nor the further development of
present employees, career planning, and performance
evaluation will have to be undertaken.
2. If a bank is going to open a new branch in a
distant city, with what inputs will the human
resource department be concerned? What activities
will the department need to undertake in the
transition to a fully staffed and operating branch?
What type of feedback do you think the department
should seek after the branch has been operating for
six months?
The primary inputs of concern to the human resource
department are the availability of the needed workers in
the branch bank’s locale, staffing requirements, and
anticipated salary levels.
Creating a fully operating branch requires a plan for the
human resources needs and then to recruit, select, hire,
and train the personnel.
Perhaps the most important feedback the human
resource department should seek after the branch has
operated for six months is an evaluation of employee
performance. This information enables the human
resource department to assess how successful it was in
conducting the necessary human resource activities
needed to start the branch bank.
3. Find two recent news items and explain how
these developments might affect the demands made
on the HR department of an organization.
Answers will vary.
4. Suppose the birthrate during the early 2000s was
to double from the low rates of the 1990s. What
implications would this growth have in the years
2020 and 2030 for (a) grocery stores, (b) fast food
restaurants, (c) Canadian Armed Forces, (d) large
metropolitan universities?
(a) Grocery store: it will probably be easier to hire staff
due to larger supply, more difficult for older workers to
find jobs.
(b) Fast food restaurants: can be selective in hiring;
large supply (higher selection ratio); lower turnover due
to lack of alternatives.
(c) Canadian Armed Forces: more applicants; higher
selection ratio; higher quality recruits.
(d) Large metropolitan university: higher enrolment;
higher staffing needs; higher revenues.
5. Assume you were hired as the human resource
manager in a firm that historically gave low
importance to the function. Most of the human
resource management systems and procedures in the
firm are outdated. Historically, this function was
given a low-status, “record-keeping” role within the
firm. Armed with sophisticated HR training, you
recently entered the firm and want to upgrade the
HR systems and status of the department. In other
words, you want to make management recognize the
true importance of sound HR practices for strategic
success. What actions will you take in the short and
long term to achieve your goals? Be specific in our
action plans and illustrate your steps where
relevant.
Answers will vary. Short-term suggestion: Make HRM
relevant to line managers. Show some tangible benefits
(e.g., improved communication, faster processing of
departmental requests). Medium and Long term:
Encourage their input in formulating the overall HR
strategy and policies; encourage human resource audit
to bring about continuous improvements; show tangible
contributions (e.g., reduced employee turnover, better
morale, reduced absenteeism; better legal compliance).

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Chapter 1 Strategic Importance of Human Resource Management
1-11
INCIDENT 1.1: HUMAN RESOURCE DECISION
MAKING AT CALGARY IMPORTERS LTD.
Incident Comments
A constantly recurring issue between human resource departments and operating managers is who should make critical
human resource-related decisions. Operating managers claim they are responsible for results, therefore, they should have
the authority to hire, fire, compensate, and perform other human resource activities. However, when operating managers
are given complete control, inequities and inconsistencies arise.
If you were president of Calgary Importers Ltd. And were asked to resolve this dispute, which argument would
you agree with? Why?
Because managers are responsible for their performance, the president risks depriving these managers of the authority
they need to do their jobs if they are not allowed to make human resource decisions about their staff. Thus, supporting
the line manager’s need for decision-making authority seems reasonable arrangement. However, when different managers
make decisions looking at only departmental needs, consistency in overall HR practices may be lost. The result could be
confusion, sense of inequity on the part of employees and potential legal violations
Can you suggest a compromise that would allow line managers to make these decisions consistently?
Most organizations strive to achieve consistency in their human resource decision making without depriving the manager
of the authority to make decisions. This compromise approach results in operating managers being able to make
decisions within the department’s guidelines. Usually these decisions, particularly with respect to major changes, are
subject to review by the department’s specialists. If the review by the human resource department uncovers
inconsistencies, the manager is advised of the problem and given an advisory recommendation to remove the
inconsistency. If the manager persists in ignoring the policy or advice, managers at higher levels are consulted.

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Part 1 The Strategic Human Resource Management Model
1-12
INCIDENT 1.2: CANADIAN BIO-MEDICAL
INSTRUMENTS LTD.
Incident Comments
When enterprises expand internationally, many new considerations have to be taken into account. Besides cross-cultural
issues, local constraints will have to be considered. International HRM requires creativity, tolerance, and adaptability at
all levels of management.
Assume you are the vice-president in charge of human resources. What additional information would you want
these three employees to find out?
Apart from legal details, the firm would want to find out, among other things:
• the availability of locally qualified personnel
• the local salary levels and benefits
• the cost of living
• immigration and work permit requirements for foreign nationals
• the structure and work climate in a typical German firm of this size (including the degree of worker participation
present)
• major unions in the industry and their policies
• safety and health requirements for employees
What human resource issues or policies are you likely to confront in the foreseeable future?
• hiring of employees (either locally or in Germany)
• training of employees who have to work in Germany in that country’s customs, laws, living conditions, and work
ethic (in the case of Canadians who are hired to work in Germany)
• safety, health, and employment laws
• compensation issues
• performance appraisal criteria for expatriate managers and staff
• planning the career path of expatriate managers on their return after assignments. Research shows that a
substantial number of expatriates leave their employer because of the employer not meeting their expectations
on their return.
• communication with expatriate employees and managers

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Chapter 1 Strategic Importance of Human Resource Management
1-13
CHAPTER CASE STUDY: MAPLE LEAF SHOES
LTD., A STRATEGIC MANAGEMENT EXERCISE
Answers to Discussion Questions
1. What are some changes within Maple Leaf Shoes
and in its environment that have caused a shift in its
strategy? List the challenges facing the company
using the classification provided in your text.
Students may point out any of the number of changes
that have occurred in the firm and its environments.
Samples include:
• The firm’s cost of production is on the rise.
• There seems to be more competition, especially
based on price. Maple Leaf Shoes’ prices are no
longer very low priced compared to those of other
manufacturers.
• Remaining non-managerial staff are about to be
unionized.
• There is increasing competition from abroad.
Several of the new competitors are from countries
such as Mexico and Thailand, which have lower
labour costs.
• The planned facilities in Indonesia (and plans to
enter India and Mexico) raise new HR challenges
in the areas of managerial training (especially those
who have Asian assignments), diversity training,
and developing new HRM policies and systems to
be suitable for an international organization.
• There is a lack of well-trained managerial and
supervisory staff. The growth plans will make this
even more apparent in future.
Several of the challenges listed in Figure 1-1, pg. 4 can
be added to the above list.
2. Assume that you are hired as a consultant to help
the firm hire a new human resource manager. What
immediate and long-term job responsibilities will
you identify for the new job incumbent?
The immediate priorities will be:
• Meeting human rights legislation requirements and
the requirements imposed by various federal and
provincial laws.
• Preparing for contract negotiations with unions.
• Job analysis of key functions and task holders to set
the stage for cost-reduction proposals.
• Employee relations, especially fostering
communication with employees and improving the
overall morale by establishing necessary
administrative systems.
The long-term priorities will be:
• Training and developing managers and other
staff to prepare them for future expansion.
• Employment planning, which will also involve
the preparation of skills inventories and
replacement charts, and employee career
counseling. This will also have to be tied to a
performance appraisal system.
• Facilitating organizational changes to
accommodate new priorities imposed by
growth and expansion.
3. Identify three sample objectives of the human
resource department at Maple Leaf Shoes and
list associated strategies and action plans to be
implemented by the department.
There may be a number of acceptable answers
here. It is recommended that the instructor
evaluate the objective for its clarity and rationale.
Financial information is given in Table 1, pg. 40.
For example: The objective may be:
“To train 20 percent of the current managerial staff
in topics X, K, and Z by 15-7-2012 at a cost not
exceeding $_. The trained managers should be
able to do (a) ____ , (b) ____ , and (c) ________
satisfactorily.”
This could translate into actions such as:
1. Identifying the sample of managers who need
training. Thus, the training needs analysis must
be completed by a set date (with monetary and
resource constraints attached to it).
2. The training methodology must be identified
next, choosing from lecture, role playing,
computer simulation, on-the –job training, etc.
Once again, the person responsible for each
action and the date by which the action must be
completed is to be identified.

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Part 1 The Strategic Human Resource Management Model
1-14
CASE STUDY: CANADIAN PACIFIC AND
INTERNATIONAL BANK
Answers to Discussion Questions
1. What are some major challenges facing CPIB?
The major challenge to CPIB is to improve its
competitive position by becoming ore innovative.
Specifically, technological developments have allowed
for electronic banking and virtual banks with lower
overhead costs. Further, shareholders have been
demanding more voice in bank decisions. More
broadly, CPIB operates in a highly regulated industry.
Due to such regulations, Canadian banks feel they are at
a disadvantage relative to U.S. banks.
2. What are the specific implications for the human
resource function?
HRM must take a proactive approach to meet the
technological and competitive challenges. This
includes a thorough environmental analysis to identify
environmental threats and opportunities. Such an
analysis may suggest adopting cutting-edge technology,
for example. As discussed on page 20, the type of
organization strategy that CPIB adopts will greatly
affect HR priorities and practices. If a focus strategy is
used, this would indicate a high emphasis on training,
with moderate emphasis on both skill application and
flexibility to change.
3. What suggestions do you have for the current
challenges faced by the HR function?
The bank should adopt a differentiation strategy
because this is consistent with their history of
capitalizing on opportunities, especially in opening up
in foreign markets. It should continue to innovate
technologically as it did before as a key player in the
development of e-commerce. To address the concerns
of shareholders, CPIB should emphasize it s lean
operations yet still maintain its practice as a good
corporate citizen. Adopting such a strategy means that
employees should be selected on the basis of broad
skills and their creativity and innovation, while training
and development are given high emphasis. HRM
should foster an environment that encourages employee
flexibility to deal with change.

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Chapter 2 Job Analysis and Design
2-1
JOB ANALYSIS AND DESIGN
CHAPTER OBJECTIVES
After studying this chapter, you should be able to:
Describe the uses of job analysis information for human resource managers.
Discuss the various steps in conducting job analysis and methods of job data collection.
Describe the contents of a job description and a job specification.
Discuss the various approaches to setting performance standards.
Outline the key considerations in job design.
POWERPOINT ® SLIDES
Canadian Human Resource Management includes a complete set of Microsoft PowerPoint® files for each chapter.
(Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In the
lecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside the
corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip
slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number
and hit the Enter or Return key.)
2

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