Human Resource Management: MANAGEMENT & EMPLOYEE RELATIONS

Course Description: (as in Academic Calendar)

This course focuses on industrial relations and strategic compensation package that all organizations must address as well as the Canadian labour market considerations and issues of strategies for attracting and retaining talent. The course is part three of three electives offered to students wishing to earn a designation from CPHR after fulfilling their MBA requirements. Students explore a systematic framework for designing a compensation package that adds value to an organization. They examine labour unions and the labour laws of Canada and British Columbia as well as employee satisfaction & retention, employee benefits and compensation, occupation health and safety, and employee separation.

Student Learning Outcomes -As stated in the Academic Council approved course (4 or 5 outcomes in total) 1. Foundational Knowledge: Students understand key concepts & terms needed for assessing employee satisfaction for businesses and managers. They analyze the differences in retention policies, compensation design and employee benefits as adopted by various organizations across Canada are reviewed and applied. Students actively engage in discussions about the size and nature of business activity and how these factors determine which approaches are needed to retain and motivate employees within an organization. 2. Application: Students apply negotiation strategies and demonstrate how they can be applied to different work-place settings i.e., management -employee negotiations or management – union negotiations. 3. Human Dimension: Students design and implement creative strategies that ensure adequate health and safety plans in the workplace so that employees are provided a healthy and hazard free work environment. Strategies for achieving employee satisfaction and retention through adhering to federal and provincial employment and labour laws are addressed. These strategies will account for management’s role in recognizing and ensuring employee rights to increase employee productivity and motivation. 4. Integration: Students develop and implement creative, comprehensive, and employee-inclusive strategies that serve to help reduce future work-force issues. Strategies will be proposed that integrate employment policies and are aligned with employment and labour standards of Canada. Students will be designing compensation packages for both Canadian and International workers performing jobs remotely. 5. Valuing: Students learn the value of HR, not simply as a strategic partner, but also in their crucial role as liaison between employees and management. Students will understand the importance of well-crafted HR policies, and of the need for prioritizing HR issues and taking a positive problem-solving approach to solution design. 6. Learning how to Learn: Students create a learning portfolio that reflects and documents the learning gained concerning the linkages between compensation packages, Canadian labour market considerations and strategies for attracting and retaining talent as well as solutions. Students will become familiar with sources of knowledge they can use as resources for researching and resolving talent issues in organizations in future. To this end they will document the skills they have learned or enhanced while learning about HR challenges and resolutions to those challenges.

Course Structure/Approach (to be completed by instructor) In this course the instructor will present a new HRM issue and students will be asked to critically analyse case studies, lecture videos, or business scenarios to ensure they understand Canadian workplace regulations/policies. Each assignment/exercise/project is designed to further student preparedness for the Canadian job market. Students will reflect on classroom learning and apply it to their current workplace to decide how their employer creates a safe and healthy workplace environment. The course is interactive and follows the blended learning delivery model. Students are expected to read all weekly materials posted in MOODLE prior to attending each synchronous class. Students will complete all weekly activities and to this end, full attendance and preparation is critical so that, they are familiar with the themes and concepts being discussed in class meetings.

Books to Purchase or OER (How to purchase the textbook, link to MyUCW Textbooks)

FOR THIS COURSE STUDENTS MUST PURCHASE TOPHAT ACCESS (DO NOT PUCHASE BOOKS ONLINE)

1. Long, R. J., Singh, P. 2018. Strategic Compensation in Canada. Sixth Edition

2. Belcourt, M., Singh, P., Snell, S. A., Morris, S., & Bohlander, G. 2017. Managing Human Resources. Eighth Canadian Edition. Nelson

Publishing

3. Kelloway, E. K., Francis, L., & Gatien, B. (2018). Management of Occuptional Health and Safety. Eighth Edition.

Other Required Articles & Resources (e.g., assigned additional articles and case studies)

1. Dessler, G., Chhinzer, N. & Gannon, G. L. 2018. Management of Human Resources: The Essentials. Fifth Canadian Edition. Pearson

publishers Canada

Publication Manual of the American Psychological Association, APA, 7th edition . ISBN 978-1-4338-3215-4

2. Langton, N., Robbins, S. P. & Judge T.A. 2019. Organizational Behaviour: Concepts, Controversies and Applications. Eighth Canadian

Edition. Pearson publishers Canada.

3. Stewart, E. B., Belcourt, M., Peacock, M., Bohlander, G., & Snell, S. A. 2016. Sixth Canadian Edition. Essentials of Managing Human

Resources. Nelson Publishing

4. Pfeffer, Jeffrey. "Can You Manage with Unions." Chap. 8 in The Human Equation: Building Profits by Putting People First, 2000, pp.

225-251.

4. "Six Dangerous Myths About Pay." Boston, MA: Harvard Business Review, May-June 1998, pp. 109-119. Reprint No. 98309.

5. The Human Equation: Building Profits by Putting People First. Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

7. Rubinstein, Saul R. and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations. Ithaca,

NY: Cornell University/ILR Press, 2001.

8. Simons, Robert. "Control in an Age of Empowerment." Boston, MA: Harvard Business Review, March 1995. Reprint No. 95211

Topics that covered in the class:

• Employee Satisfaction & Retention:

• Strategies for motivating employees in the Workplace

• Employee engagement and participation

• Building culture of Employee Well-being

Strategy, Rewards, Behaviour:

•Effective Compensation

•Strategic Framework for Compensation

•Behaviour Framework for Compensation

Formulating Reward and Compensation Strategy / Determining Compensation Values •Components of Compensation Strategy

•Performance Pay Choices

•Formulating the Reward and Compensation Strategy

•Evaluating Jobs, The Point Method, Evaluating the Market and Individuals

Designing Performance Pay and Indirect Pay Plans / Implementing, Managing, Evaluating and Adapting the Compensation System. •Designing Performance Pay •Designing Indirect Pay Plans •Activating and Maintaining an Effective Compensation System

Occupational Health and Safety •Biological and Chemical Agents •Psychosocial Hazards •Workplace Violence, Aggression •Training •Motivation and Safety Management System

Occupational Health and Safety

•Legislative Framework

•Worker’s Compensation

•Hazard Risks and Controls

•Physical Agents

•Occupational Health and Safety

•Emergency Planning

•Incident Investigation

•Disability Management and Return to Work

•Workplace Wellness

•Employee Separations

•Voluntary & involuntary turnover

•Fairness in dismissals, layoffs, & terminations,

•Wrongful dismissal and constructive dismissal

•fair and just disciplinary processes Employee Rights and Discipline

•Employment relationship

•Employment contracts

•Privacy rights Alternatives to dispute resolution

•Labour Relations

•Federal and provincial legislation

•unions

•Bargaining process, union goals and strategies

•Union grievance procedure Arbitration awards

•International Industrial Relations potential constraints on union activities and trends