Questions:

What information would they have obtained if they had conducted a need analysis?

1) A needs analysis would have determined the exact requirements, as per the province's human rights
codes, the club needed to implement.

2) A needs analysis may or may not have validated the decision to provide sensitivity training to staff, but
it would have almost certainly helped in determining whether or not staff were conversant with the
province’s human rights code.

3) A needs analysis would have provided the necessary data to design and develop a training framework
focused on organizational goals independent of the human rights code.

4) A needs analysis would have validated the decision to provide sensitivity training to staff, and it would
have helped determine that the staff were not conversant with the province’s human rights code.

5) None of the above.

 

Needs Analysis

On a Saturday night in the fall of 2015, a woman was attending a charity event at a golf and country club in Toronto along with her baby and partner. During the dinner her two-and-a-half-month old baby became hungry so she went into a secluded hallway in a discreet corner outside of the dining area where she sat in a chair to feed him.

 

While seated in the chair feeding her baby, a male service manager approached her with a large tablecloth to shield her from view because of complaints from people who did not want to see her breastfeeding while they were eating. She was told that she was visible to patrons in a members-only dining area. Although she was seated in a chair in the corner of the hallway, she was told that she was still visible to patrons.

 

The woman was then escorted to the basement to continue feeding her baby and told that she would be "more comfortable there, a move that she felt was an attempt to accommodate people who are intolerant of something natural. "1 thought, why are people disgusted or upset by the sight of a child eating while they are eating? It didn't make any sense to me," said the mother. I took Jacob (her baby) off the breast and covered up and he led me downstairs to the basement," she said.

 

"The way it was handled, I was slightly embarrassed because he made me feel like it was a shameful thing by sort of covering me up and saying people didn't want to see it." She did not say anything to the manager at the time because she was so surprised. "I kind of went along with it," she said. "And then I felt like, wait a minute, what just happened here? And why didn't I kind of stand up for myself at the time?" She left shortly after and the charity's organizers said they would speak with the golf club.

 

The woman's partner took a photo of her breastfeeding and posted it and a description of the incident on Facebook. People from all around the world sent messages of support and outrage over the incident. The post also prompted a backlash from parents and patrons of the club. By Sunday afternoon, the page was full of comments from people condemning the club's actions. The club's Facebook page also received dozens of one-star reviews.

 

"After getting a flood of support, I suddenly realized that a lot of women don't really know the law, don't really know that it's not OK for people to ask you to move and make you feel like you're doing something wrong breastfeeding," she said. "Personally, I feel why should I have to cover up when I'm breastfeeding? The baby's head covers the breast anyway, this is a perfectly natural thing to do. It's necessary to sustain life, so why are we made to feel shameful of it?"

 

The Ontario Human Rights Commission says that women have the right to breastfeed in a public area and not to be disturbed or asked to move to a more discreet location. The commission also states that such services including those offered by restaurants, cafes, stores, and at parks must be provided to breastfeeding women without discrimination.

 

The following Monday, the president of the club's board of governors and the chief operating officer sent an apology to the woman and posted it publicly. The letter stated, "Our staff member should have acted differently and not have asked you to move to another location at the club to continue feeding your baby. We deeply regret that this caused you to feel embarrassed." The letter also stated, "We recognize that you and other mothers who come to the [club] as members or guests are entitled to breastfeed their children without covering up and should not be asked to move from a location that is comfortable and convenient for them," and "We unreservedly apologize for the discomfort this caused you."

 

The apology also indicated that the club plans to make sure its staff are aware of the province's human rights code as it applies to women breastfeeding and will provide sensitivity training to its staff to make them aware "of the needs and rights of breastfeeding mothers."

 

The women accepted the apology and said, "Well I'm very pleased. First of all because the apology was public and second of all it was going to come with sensitivity training for the staff." She said the club took the corrective measures she wanted, but she has a message for those who discriminate against breastfeeding mothers. "I say that this is a beautiful act. It's an act that sustains life. It's very important as a way of bonding between mother and child, and it's a human right."

 

Using the above thought cycle as a guide, we are able to consistently analyze the case study: 

Stage	Analysis
Identification of the case issues:	While breastfeeding her child in a discreet location, a woman was first provided with a tablecloth to cover herself and her child and then asked to move to a basement location by the male manager of a golf and country club. The woman complained to the organization hosting the event she was attending. The incident was posted on social media. The venue provided a clear apology to the woman and stated it would provide sensitivity training to its employees.
Hypothesis:	The golf and country club employees are unaware of the rights enshrined by the Ontario Human Rights Code with respect to nursing mothers. This is a significant performance gap that must be addressed.
Identification of legislative issues:	The Ontario Human Rights Code provides clear legislative rights to nursing mothers allowing them to breastfeed in public.
Risk identification:	If human rights training is not provided to club employees, there will be further similar incidents resulting in more bad publicity and negative  exposure through social media. The club may risk loss of revenue and reputation resulting from ongoing human rights violations.
Action:	Based on the case as described, design and provide a training session for all club employees that encompasses human rights legislation and sensitivity training from a proactive and positive customer service focus.
Issue resolution:	All employees will be aware of their rights and obligations to uphold the Ontario Human Rights Code. Employees will be able to provide support to club patrons in a positive and respectful manner.
HR impact:	Human resources must ensure that appropriate training is developed and provided for all employees. It is up to HR to ensure that training implementation is monitored and reviewed on a regular basis. If further incidents occur, HR must provide additional training and/or appropriate follow-up to ensure that similar incidents do not continue.
Further considerations:	Training on human rights legislation should be expanded beyond existing club employees.
Proactive response:	Develop on onboarding/orientation program for all new employees that focuses on proactive service to customers incorporating human rights legislation.

 

 

QUESTION 1

1. Some workers are being paid above their pay range and then they get their wage rate frozen at their current rate of pay until salary scales catch up. What is this practice is called?

   a.

   green-circling

   b.

   red-circling

   c.

   merit pay reduction

   d.

   conservative pay reduction

1 points   

QUESTION 2

1. Functional job analysis was pioneered in the United States in the 1930s and is the precursor to the Canadian National Occupational Classification system.

    True

    False

1 points   

QUESTION 3

1. Which method of job analysis focuses on the behaviours that make up a job and uses job elements to describe work activities?

   a.

   Position Analysis Questionnaire

   b.

   Interviews

   c.

   Observation

   d.

   Functional Job Analysis

1 points   

QUESTION 4

1. A job specification is summary of the duties, responsibilities, and reporting relationships pertaining to a particular job.

    True

    False

1 points   

QUESTION 5

1. What is one problem with using the ranking/paired job evaluation method?

   a.

   It is time consuming.

   b.

   It is not acceptable to pay equity commissions.

   c.

   It is not acceptable to employment equity commissions.

   d.

   It cannot address external market equity.

1 points   

QUESTION 6

1. What are the three main reasons for conducting job evaluations?

   a.

   to decrease wage costs, to create job families, and to create pay equity

   b.

   to control wage costs, to create equitable pay structures, and to create employment equity

   c.

   to control wage costs, to create equitable pay structures, and to create the perception of an equitable pay system among participants

   d.

   to increase wage costs, to create equitable pay structures, and to create pay equity

1 points   

QUESTION 7

1. In 2018, Canada passed pay equity legislation that applies to all employers in Canada.

    True

    False

1 points   

QUESTION 8

1. A job description is a summary of the employee qualifications required to perform the duties for a given job.

    True

    False

1 points   

QUESTION 9

1. What is the major benefit for the ranking method of job analysis?

   a.

   It creates a series of grade descriptions.

   b.

   It creates a series of grade descriptions.

   c.

   It creates relative equal intervals between job classifications.

   d.

   It incorporates market data.

1 points   

QUESTION 10

1. What occurs to the female job class if the percentage of secretaries in that job class changes from 95 percent to 30 percent?

   a.

   It becomes a new job class.

   b.

   It becomes a male job class.

   c.

   It remains a female job class.

   d.

   It becomes a gender neutral job class.

1 points   

QUESTION 11

1. Why might using job descriptions for job evaluation purposes prove problematic?

   a.

   Companies simply do not keep wage rates updated.

   b.

   The dynamic nature of the general environment creates a situation whereby job duties change without human resources departments noticing it.

   c.

   Creating and maintaining job descriptions is not a laborious process.

   d.

   The output created by the job analysis process yields poor results.

1 points   

QUESTION 12

1. What is a valid reason to re-evaluate jobs?

   a.

   A new member joins the committee.

   b.

   The compensation-level strategy changes.

   c.

   A new performance system is implemented.

   d.

   There is a high level of appeals.

1 points   

QUESTION 13

1. What is the first step in most pay equity processes?

   a.

   analyze gender data

   b.

   determine what rules and laws apply

   c.

   review compensation

   d.

   analyze and compare jobs

1 points   

QUESTION 14

1. Which term refers to an organization that gives an employee the ability to appeal a decision of the job evaluation committee?

   a.

   procedural justice

   b.

   distributional justice

   c.

   organizational justice

   d.

   grievance system

1 points   

QUESTION 15

1. What is the observation method of job analysis well-suited for?

   a.

   jobs that have a short work cycle

   b.

   jobs with a long work cycle

   c.

   minimum wage jobs

   d.

   minimum wage jobs

1 points   

QUESTION 16

1. Which term refers to the relative value of different jobs as determined by knowledgeable individuals?

   a.

   the proxy method

   b.

   PAQ analysis

   c.

   paired comparison method

   d.

   the ranking method

1 points   

QUESTION 17

1. Once an organization has posted its pay equity plan, it has met its legal responsibility under the legislation and no further action is required.

    True

    False

1 points   

QUESTION 18

1. Which job evaluation category uses human judgement as the determining factor?

   a.

   whole job

   b.

   factor comparison

   c.

   statistical/policy capturing

   d.

   point-factor management analysis

1 points   

QUESTION 19

1. ABC Inc. is a new organization planning to launch a call centre in the next six months. You have been tasked with creating detailed job descriptions for several operational roles in the call centre. Which information collection method would you likely rely on to gather job information?

   a.

   utility analysis

   b.

   functional job analysis

   c.

   variable analysis

   d.

   data analysis

1 points   

QUESTION 20

1. What is a primary problem of job analysis process?

   a.

   creating too many job families

   b.

   analyzing the jobholder not the job

   c.

   having a committee

     d.

   professional designations

I need help with a Porter's Five Forces analysis on Tesla.

In terms of Bargaining Power of Suppliers, I need to provide information from research and draw/extrapolate a conclusion in terms of why that force is moderate and link the result to whether it presents a threat or opportunity to the sub-industry and then to Tesla’s profitability.

I need to analyze two supplier groups to make my conclusion.

What types of information is included to evaluate the force?

1. How can HR professionals demonstrate that they provide value in terms of return on investment for an organization?
2. How do an organization’s vision, mission, and strategywork together to help organizations survive and thrive, and what is the role recruitment and selection plays in this? Clearly define each of the terms within your answer.
3. Discuss the impact of demographics and current socioeconomic conditions on organizational recruitment and selection practices for organizations.
4. Discuss the impact of demographics and current socioeconomic conditions on organizational recruitment and selection practices for organizations.
5. Can an invalid selection test be reliable? Can an unreliable selection test be valid? Explain, and provide examples of each instance to illustrate.
6. Compare and contrast content, construct, and criterion related validity strategies? Provide an example of each approach
7. Define, compare, contrast, and provide examples of fairness and bias as used in the context of HR selection
8. Would the Canadian Charter of Rights and Freedoms prohibit an employer from putting in place a selection system that favoured women over men in the hiring process? Could such discrimination ever be justified under the Charter?
9. What are the prohibited grounds of employment discrimination in Alberta, define prohibited grounds of employment discrimination?
10. What does it mean to accommodate someone to the point of undue hardship?
11. Why is basing hiring practices on a “gut feeling” risky business?
12. Why is a job analysis essential to the defence of any selection process or selection system?
13. What is the relationship of a “position” to a “job” and a “job” to a “job family”?
14. What are the major differences between a competency-based selection system, and one developed through job analysis?
15. What is a competency? Defend your answer
16. If you were limited in selecting employees based on only one of the four types of performance discussed in this chapter, which one would you choose? Why?
17. Why is it important to understand performance as part of the recruitment and selection process?
18. Define task performance, contextual performance, adaptive behaviour, and counterproductive behaviour. Discuss the role each of these plays in developing a recruitment and selection system.
19. List and explain each of the performances defined in Campbell’s performance taxonomy