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(Original PDF) Fundamentals of Human Resource Management
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F I F T H C A N A D I A N E D I T I O N

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Brief Contents
Preface xv
PART 4
Compensating and Rewarding
PART 1 Human Resources 195
The Human Resource CHAPTER 8
Environment 1 Total Rewards 196
CHAPTER 1
Strategies, Trends, and Opportunities for
Human Resource Management 2
PART 5
Meeting Other HR Goals 229
CHAPTER 2
The Legal Context for HRM and Creating Safe CHAPTER 9
and Healthy Workplaces 32 Labour Relations 230

CHAPTER 10
PART 2 Managing Human Resources Globally 254
Preparing for and Acquiring CHAPTER 11
Human Resources 61 Creating and Sustaining High-Performance
Organizations 281
CHAPTER 3
Analyzing Work and Designing Jobs 62
Notes EN-1
CHAPTER 4 Glossary GL-1
Planning for and Recruiting Human
Resources 83 Index IN-1

CHAPTER 5
Selecting Employees 108

PART 3
Talent Management 133
CHAPTER 6
Training, Learning, and Development 134

CHAPTER 7
Managing Employees’ Performance 168

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Contents
Preface xv What Are the HR Responsibilities of Supervisors and
Managers? 19
How Is the Labour Force Changing? 19
PART 1 Aging of the Workforce 20
A Multi-generational Workforce 21
The Human Resource A Diverse Workforce 21
Shift to Knowledge Workers 22
Environment 1 Increasing Levels of Education 23

CHAPTER 1 Competing through Technology 23

Social Networking, Artificial Intelligence (AI), and
Strategies, Trends, and Opportunities for
Robotics 23
Human Resource Management 2 HRIS, Mobile Devices, Cloud Computing, and HR
Earning a Reputation as a Great Employer 3 Dashboards 25
Introduction 3 High-Performance Work Systems and
Virtual Teams 26
Human Resources and Organizational Performance 4
Thinking ETHICALLY Using Data Analytics
Did You KNOW? Engaged and Enabled Employees Deliver
Responsibly 27
Organizational Results 5
How Is This Book Organized? 27
What Are the Responsibilities of HR Departments? 6
Analyzing and Designing Jobs 7
Summary 28
Workforce Planning 7 Critical Thinking Questions 29
Recruiting and Hiring Employees 8 Experiencing HR 29
Training, Learning, and Development 8 Case Study 1.1 29
Performance Management 8 Case Study 1.2 30
Total Rewards 8
Maintaining Positive Employee and Labour Relations 9 CHAPTER 2
Establishing and Administering Human Resource The Legal Context for HRM and Creating Safe
Policies 9 and Healthy Workplaces 32
Managing and Using Human Resource Data 9
PSPC Recognized as a Best Diversity Employer 33
HR How-To Making Analytics Useful and Relevant 10 Introduction 33
Ensuring Compliance with Federal and Provincial/Territorial The Legal Context for HRM in Canada 33
Legislation 10 Valuing Diversity and Inclusion 33
Focus on Strategy 11 Culture of Workplace Health and Safety 34
The Legal Framework for HRM 34
HR Oops! Out-of-Focus HRM 11
Employment-related Legislation 35
Evidence-based HRM 12 Protecting Human Rights at Work 35
Change and Sustainability Requires Agility 12 How Would You Know? 36
Productivity Improvement 13 What Is the Employer’s Duty to Accommodate? 37
Mergers and Acquisitions 13 Protection from Harassment 38
Non-traditional Employment and the Gig Economy 14 Employment Equity 42
Outsourcing 14 Protection of Privacy 43
Expanding into Global Markets 14
What Competencies Do HR Professionals Need? 16 HR How-To Protecting Employees’ Personal
Information 44
Careers in Human Resource Management 16
HR Professional Designations 17 Employment/Labour Standards 45
Ethics in Human Resource Management 18 Controversies 45

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x Contents

HR Oops! Are Unpaid Internships a Violation of Minimum Job Analysis 64

Employment Standards? 46 Importance of Job Analysis 65
Pay Equity 46 Job Descriptions 66
Enforcement of Employment Legislation 47 Job Specifications 67
Human Rights Commissions 47 Sources of Job Information 68
Privacy Commissioners 47 Position Analysis Questionnaire 69
Employment/Labour Standards Offices 47 Fleishman Job Analysis System 69
Workplace Health and Safety 48 Analyzing Teamwork 69
Internal Responsibility System 48 Competency Models 69
Health and Safety Committees 48 Developments in Job Analysis 70
Job Design 71
Did You KNOW? Top Seven Dangers for Young Designing Efficient Jobs 71
Workers (in BC) 49 Designing Jobs That Motivate 72
What Are the Responsibilities of Employers, Managers,
HR How-To Planning for Workplace Flexibility 75
and Supervisors? 49
Some Contemporary Workplace Hazards and
HR Oops! Neglecting Remote Workers? 76
Safety Issues 49
Employee Rights and Responsibilities 51 Designing Ergonomically Correct Jobs 76
Enforcement of Occupational Health and Safety
Did You KNOW? Mental Illness in the Employed Is
Regulations 51
Increasing for All Age Groups 77
Psychological Safety 52
Impact of Occupational Health and Safety Legislation 52 Designing Jobs That Consider Cognitive Demands 78
Employer-sponsored Health and Safety Programs 54 Thinking ETHICALLY How Can You Ethically Design a
Identifying and Communicating Job Hazards 54 Dangerous Job? 78
Reinforcing Safe Practices 55
Employee Health and Wellness Programs 55
Summary 79
Employee Assistance Programs (EAPs) 55 Critical Thinking Questions 80
Promoting Safety Globally 56 Experiencing HR 80
Case Study 3.1 81
Thinking ETHICALLY Simple Situations Can Become Case Study 3.2 81
Awkward 56

Summary 57 CHAPTER 4
Critical Thinking Questions 57 Planning for and Recruiting
Experiencing HR 58 Human Resources 83
Case Study 2.1 58 Balancing Labour Demand and Supply: Uber and Lyft 84
Case Study 2.2 59 Introduction 84
Workforce Planning—Why, What, and How? 84
PART 2 Forecasting 84
Goal Setting and Strategic Planning 87
Preparing for and Acquiring Implementing and Evaluating the Workforce Plan 91
Talent 61 Applying Workforce Planning to
Employment Equity 92
CHAPTER 3 Succession Planning: A Type of Workforce
Planning 93
Analyzing Work and Designing Jobs 62
Recruiting Human Resources 93
Exceptionally Interesting Jobs in STEM? 63 Human Resource Policies 93
Introduction 63
Work Flow in Organizations 63 HR How-To The Process of Developing a
Succession Plan 94
Work Flow Analysis 63
How Does the Work Fit with the Organization’s Recruitment Sources 95
Structure? 63 Internal Sources 95

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Contents xi

Did You KNOW? Four in Ten Positions Are Filled with Interviews 123
Insiders 96 Interviewing Techniques 123
External Sources 98 Advantages and Disadvantages of Traditional
Interviewing 125
HR Oops! Can Job Ads Perpetuate Gender Bias? 100 Preparing to Interview 125
Evaluating Recruitment Sources 101
HR Oops! Red Flags During Job Interviews 126
Recruiter Traits and Behaviours 101
Recruiters’ Functional Area and Traits 102 Selection Decisions 126
Recruiters’ Realism 102 How Organizations Select Employees 126
Enhancing Recruiter Impact 103 Communicating the Decision 127

Thinking ETHICALLY Mindsets Shift on Boomerang Thinking ETHICALLY What Is an Employer’s Ethical Duty to
Employees 103 Check Facts? 128

Summary 104 Summary 128

Critical Thinking Questions 104 Critical Thinking Questions 129
Experiencing HR 105 Experiencing HR 130
Case Study 4.1 105 Case Study 5.1 130
Case Study 4.2 106 Case Study 5.2 131

CHAPTER 5 PART 3
Selecting Employees 108
Valuing Workers with Autism 109
Talent Management 133
Introduction 109
CHAPTER 6
What Are the Steps in the Selection Process? 109
Training, Learning, and Development 134
The Candidate Experience 110
What Are the Legal Standards for Selection? 111 The Blanket Exercise—An Indigenous Learning
Experience 135
HR How-To Using Data Analytics to Support Fair Hiring Introduction 135
Decisions 113
Training, Learning, and Development Linked to
What Are the Criteria for Evaluating Selection Organizational Needs and Strategy 136
Methods? 113
Did You KNOW? More Learning Time in Companies
Reliability 113
Exhibiting a Strong Learning Culture 137
Validity 114
Ability to Generalize 115 Needs Assessment 137
Practical Value 115 Person Analysis 138
Task Analysis 139
Did You KNOW? Consequences of a Bad Hire Affect the
Readiness for Learning 139
Bottom Line 116
Employee Readiness Characteristics 140
Job Applications and Résumés 116 Work Environment 140
Applications 117 How to Plan and Design the Training
Résumés 117 Program 140
References 117 Objectives of the Program 140
Background Checks 118 In-House or Contracted Out? 141
Employment Tests and Work Samples 119 Selecting Training Methods 141
Physical Ability Tests 119 Presentation Methods 141
Cognitive Ability Tests 120 Hands-on Methods 143
Job Performance Tests and Work Samples 120
Personality Inventories 121 HR How-To Using Wearable Technology to Support
Honesty and Drug and Alcohol Tests 122 Training 146
Medical Examinations 123 Group- or Team-building Methods 147

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xii Contents

Implementing and Evaluating the Training Sources of Performance Information 182

Program 148 Managers and Supervisors 182
Principles of Learning 148 Peers 183
Choosing the Training Method 149 Direct Reports 183
Transfer of Learning 150 Self 183
Measuring Results of Training 150 Customers and Clients 183
Crowdsourcing Performance Appraisal 184
HR Oops! Measurement of Training Effectiveness Earns a
Bad Grade 151 Errors in Performance Measurement 184
Types of Rating Errors 185
Applications of Training 152 What Can Be Done to Reduce Errors? 185
Orientation and Onboarding of New Employees 152
Performance Feedback 186
Supporting Diversity and Inclusion 153
Effective Performance Feedback 186
Approaches to Employee Development 153
Development for Careers 153 Did You KNOW? Millennials and Generation X Employees
Formal Education 154 Prefer Praise to Corrective Feedback 188
Assessment 154 Performance Improvement 188
Job Experiences 157
Interpersonal Relationships 159 HR How-To Discussing Employee Performance 189
Career Management Systems 161 Legal, Ethical, and Privacy Issues 189
Data Gathering 161 Legal Requirements for Performance Management 190
Feedback 161
Goal Setting 162 Thinking ETHICALLY What Are the Ethical Boundaries of
Action Planning and Follow-Up 162 Tracking Employee Activities? 190
High-Potential Employees 162 Ethical and Privacy Issues 191
Summary 192
Thinking ETHICALLY Should Companies Tell Employees
They Have High Potential? 164 Critical Thinking Questions 192
Experiencing HR 193
Summary 164
Case Study 7.1 193
Critical Thinking Questions 165
Case Study 7.2 194
Experiencing HR 166
Case Study 6.1 166
Case Study 6.2 167 PART 4
CHAPTER 7 Compensating and Rewarding
Managing Employees’ Performance 168
Human Resources 195
Changing Performance ­Management at
Deloitte 169 CHAPTER 8
Introduction 169 Total Rewards 196
Relevance of Performance Management to
Cisco Provides Time2Give 197
Organizational Strategy and Performance 169
Introduction 197
Purposes of Performance Management 170
Decisions about Base Pay 200
Strategic Purpose 170
Administrative Purpose 170 What Are the Legal Requirements? 200
Developmental Purpose 171 Economic Influences on Pay 201
Criteria for Effective Performance Management 171 Product and Labour Markets 201
Pay Level: Deciding What to Pay 201
HR Oops! Unclear Expectations 172 Gathering Information about Market Pay 202
The Process of Performance Management 173 How Do Employees Judge Pay Fairness? 202
Methods for Measuring Performance 174 Job Structure: Relative Value of Jobs 202
Making Comparisons 174 Pay Structure: Putting It All Together 203
Rating Individuals 176 Pay Rates 203

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Contents xiii

Pay Grades 205 Unionization is in the Air at WestJet 231

Pay Ranges 205 Introduction 231
Alternatives to Job-based Pay 206 Role of Unions and Labour Relations 231
Pay Structure and Actual Pay 206 Types of Unions and Affiliations 232
Incentive Pay 207 Local Unions 233
Pay for Individual Performance 208 History and Trends in Union Membership 233

Did You KNOW? Awarding Spot Bonuses 209 Did You KNOW? Differences Among the ­
Pay for Team Performance 210 Sexes—Unionization Rate 236
Pay for Organizational Performance 211 Impact of Unions on Company Performance 236
What Is the Role of Employee Benefits? 212 Goals of Management, Unions, and Society 237
Management Goals 237
HR How-To Rewarding Workers When Raises Are Not
Union Goals 238
an Option 213

What Benefits Are Required by Law? 214 HR Oops! Public Service Union Says It’s Owed $10 Million
Due to Payroll Fiasco 239
What Optional Benefits Do Some Employers
Provide? 214 Society’s Goals 240
Paid Leave 215 Laws and Regulations Affecting Labour Relations 240
Group Insurance and Benefits 215
Retirement Plans 216 HR How-To Avoiding Unfair Labour Practices 241
Family-friendly Benefits and Services 218 Prevention of Unfair Labour Practices 241
Other Benefits 218 What Is the Union Organizing Process? 241
Selecting Employee Benefits 219 The Process of Organizing 241
An Organization’s Objectives 219 Management Strategies 241
Can a Union be Decertified? 242
HR Oops! Protests at Tim Hortons after Cuts to Employee
Benefits 219 Collective Bargaining 243
Bargaining over New Collective Agreements 244
Employees’ Expectations and Values 220
What Happens When Bargaining Breaks Down? 246
Flexible Benefits 220
Collective Agreement Administration 247
Communicating Total Rewards to Employees 220
Labour–Management Cooperation and
Did You KNOW? Benefits Are Important to Collaboration 249
Employees 221
Thinking ETHICALLY Is the Seniority System Fair? 250
Executive Compensation and Rewards 221
Summary 251
Pay for Executives 221
Critical Thinking Questions 251
Executive Incentives and Benefits 222
Performance Measures for Executives 223 Experiencing HR 252
Case Study 9.1 252
Thinking ETHICALLY Volkswagen Changes How It Pays 224 Case Study 9.2 253
Summary 224
Critical Thinking Questions 225 CHAPTER 10
Experiencing HR 226 Managing Human Resources Globally 254
Case Study 8.1 226 Tim Hortons’ Launch into China 255
Case Study 8.2 226 Introduction 255
HRM in a Global Environment 255
Employees in an International Workforce 256
PART 5 Employers in the Global Marketplace 257
What Factors Affect HRM in International
Meeting Other HR Goals 229 Markets? 259
Culture 259
CHAPTER 9
Labour Relations 230 HR Oops! Cross-Cultural Management Blunders 260

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xiv Contents

Education and Skill Levels 262 Conditions That Contribute to High Performance 285
Economic System 262 Employee Experience 285
Political–Legal System 263
Did You KNOW? Empowerment Associated with Positive
Workforce Planning in a Global Economy 263
Employee Experience 286
Selecting Employees in a Global Labour Market 264
Selecting Expatriate Managers 265
HR Oops! Employees Say Anything to Stay Away from
HR How-To Meeting the Need for Leadership Talent 266 Work 291

Training and Developing a Global Workforce 266 How Is Employee Experience Assessed? 292
Training Programs for an International Workforce 268 HRM’s Contribution to High Performance 294
Training and Development for Global Relocation 268 Job Design 295
Performance Management across National Recruitment and Selection 295
Boundaries 269 Training, Learning, and Development 295
Managing Expatriates’ Performance 269 Performance Management 295
Compensating and Rewarding an International Compensation and Rewards 297
Workforce 269 Managing Voluntary and Involuntary Turnover 297
Handling Employee Discipline Appropriately 300
Did You KNOW? The 10 Most Expensive Cities Are Effectiveness and Impact of Human Resource
Located on Three Continents 270 Management 301
Pay Structure 270 Human Resource Management Audits 301
Incentive Pay 273 Analyzing the Effect and Impact of HRM
Employee Benefits and Services 273 Programs 303
International Labour Relations 273 Improving HRM Effectiveness and Impact through
Preparing and Managing Expatriates 275 Technology 304
Global Relocation Success Factors 275 Human Resource Management Online: E-HRM 304
Helping Expatriates Return and Minimizing Turnover 276 HRM Information Systems 304

Thinking ETHICALLY How Can Employers Support HR How-To HR Services Go Mobile 305
LGBTQ2+ Employees in Expat Assignments? 277
The Future for HR Professionals 306
Summary 278 The Role of the Chief Human Resources Officer 307
Critical Thinking Questions 278
Thinking ETHICALLY How Should Employers Protect Their
Experiencing HR 279
Data on Employee Devices? 308
Case Study 10.1 279
Case Study 10.2 280 Summary 308
Critical Thinking Questions 309
CHAPTER 11 Experiencing HR 310
Creating and Sustaining High-Performance Case Study 11.1 310
Organizations 281 Case Study 11.2 310
EllisDon Builds a High-Performance Culture 282
Notes EN-1
Introduction 282
What Is a High-Performance Work System? 282 Glossary GL-1
Elements of a High-Performance Work System 282
Outcomes of a High-Performance Work System 284 Index IN-1

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Preface
Welcome to the Fifth Canadian edition of Human Resource Management. This book was created to provide you with a
focused introduction to HRM in Canada that is rich in content and relevant in its strategic application. The 11 chapters
balance theory and practical application, and present the material in a manner that is intended to be engaging as well as
thought provoking.
Whether you are a current or future employee, supervisor, manager, entrepreneur, executive, or HR professional, this
Fifth edition is even more focused on supporting your need for foundational Human Resource Management thought lead-
ership and applied insight necessary to perform and thrive in organizations today.
New to this edition are additional resources designed to bring real-world relevance to the study of human resource
management. New Evidence-based HRM and HRM Social Case Studies in each chapter encourage students to explore
real-world HR applications in both individual and group settings. Most chapters also provide specific Indigenous content
intended to open important and elevating conversations. Additionally, this edition was crafted to be necessarily inclusive
with respect to the stories told and images shared.

Engaging, Focused, and Applied

Managing human resources is a critical component of any organization’s overall mission to provide value to customers,
shareholders, employees, and the communities in which it operates. Value includes not only profits but also a positive
employee experience, creation of new jobs, protection of the environment, and contributions to community programs. All
aspects of human resource management including preparing for, acquiring, developing, and rewarding employees enable
organizations to address possibilities and challenges, create value, and provide competitive advantages. In addition, effec-
tive human resource management requires being mindful of broader contextual issues including economic conditions,
legal issues, globalization, as well as technological and social changes. Effective human resource management practices
create value for stakeholders, including employees. For example, in this edition, you will find many features that highlight
successful and high-performing organizations throughout Canada that are leading the way in effective people manage-
ment practices.
An important feature of this book is that it is rich with organizational examples and stories that provide practical
applications. Regardless of the focus of your career aspirations, and whether or not you directly manage other employees
now or will in the future, effective human resource management has never been more critical to achieving organizational
success including individual and team accomplishment and providing a positive employee experience. As described in
detail in the guided tour of the book, each chapter contains several features that encourage analysis and evaluation of
human resource–related situations and applies the chapter concepts.
The author team believes that the engaging, focused, and applied approach distinguishes this book from others that
have similar coverage of HR topics. The book has timely coverage of important HR issues, is easy to read, and provides
the content, tools, and resources to illustrate the relevance of HR from the perspective of future and current employees,
managers, entrepreneurs, executives, and HR professionals.

Organization of the Fifth Edition

• Part 1, The Human Resource Environment, (Chapters 1–2) discusses several aspects of the human resource
environment. To be effective, human resource management must begin with an awareness of the trends and
opportunities shaping this field, including changes in the workforce, technology, and society as well as the
profession of HR itself. Such trends and issues are the topic of Chapter 1. On a more detailed level, human resource
management must also ensure that the organization’s actions comply with and exceed legal requirements in the
effort to meet goals including diversity and inclusion, protecting employees’ human rights, privacy, and providing
for health and safety at work—the focus of Chapter 2.
• Part 2, Preparing for and Acquiring Human Resources (Chapters 3–5) explores the responsibilities involved in
preparing for and acquiring human resources. Chapter 3 covers the topics of analyzing work and designing jobs.
Chapter 4 explains how to plan for human resource needs and recruit candidates to meet those needs. Chapter 5
discusses the selection of employees and their placement into jobs or teams.
• In Part 3, Talent Management (Chapters 6–7), the discussion turns to managing the organization’s talent.
Chapter 6 addresses various ways organizations stimulate learning by training and developing employees to perform

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xvi Preface

their jobs, prepare for future jobs, and help establish career paths that take into account work interests, goals,
values, and other career considerations. Chapter 7 describes the various requirements associated with managing
performance, including establishing performance expectations, coaching, and providing feedback.
• An important element of attracting, retaining, and engaging human resources is rewarding employees for the
work performed and accomplishments achieved. Part 4, Compensating and Rewarding Human Resources
(Chapter 8) addresses several topics related to compensation and rewards. Chapter 8 explores decisions related to
the organization’s overall pay structure, discusses ways organizations can use pay to recognize individual and group
contributions to the organization’s performance, considers benefits and services—forms of total compensation other
than pay—and looks at how to create a total rewards culture.
• Part 5, Meeting Other HR Goals (Chapters 9–11) addresses a number of important HR topics. Chapter 9
discusses human resource management in organizations where employees have or are seeking union representation.
Chapter 10 focuses on HR activities in global contexts. And Chapter 11, the last chapter, addresses HR’s role in
creating and maintaining high-performance organizations.

MARKET LEADING TECHNOLOGY

Learn without Limits

McGraw-Hill Connect® is an award-winning digital teaching and learning platform that gives students the means to better
connect with their coursework, with their instructors, and with the important concepts that they will need to know for suc-
cess now and in the future. With Connect, instructors can take advantage of McGraw-Hill’s trusted content to seamlessly
deliver assignments, quizzes and tests online. McGraw-Hill Connect is a learning platform that continually adapts to each
student, delivering precisely what they need, when they need it, so class time is more engaging and effective. Connect
makes teaching and learning personal, easy, and proven.

Connect Key Features

SmartBook®
As the first and only adaptive reading experience, SmartBook is changing the way students read and learn. SmartBook
creates a personalized reading experience by highlighting the most important concepts a student needs to learn at that
moment in time. As a student engages with SmartBook, the reading experience continuously adapts by highlighting con-
tent based on what each student knows and doesn’t know. This ensures that they are focused on the content needed to close
specific knowledge gaps, while SmartBook simultaneously promotes long-term learning.

Connect Insight®
Connect Insight is Connect’s one-of-a-kind visual analytics dashboard—now available for instructors—that provides at-a-
glance information regarding student performance, which is immediately actionable. By presenting assignment, assess-
ment, and topical performance results together with a time metric that is easily visible for aggregate or individual results,
Connect Insight gives instructors the ability to take a just-in-time approach to teaching and learning, which was never
before available. Connect Insight presents data that helps instructors improve class performance in a way that is efficient
and effective.

Simple Assignment Management

With Connect, creating assignments is easier than ever, so instructors can spend more time teaching and less time
managing.
• Assign SmartBook learning modules.
• Instructors can edit existing questions and create their own questions.
• Draw from a variety of text-specific questions, resources, and test bank material to assign online.
• Streamline lesson planning, student progress reporting, and assignment grading to make classroom management
more efficient than ever.

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Visit https://testbankfan.com
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 Second Pass

Preface xvii

Smart Grading
When it comes to studying, time is precious. Connect helps students learn more efficiently by providing feedback and
practice material when they need it, where they need it.
• Automatically score assignments, giving students immediate feedback on their work and comparisons with correct
answers.
• Access and review each response; manually change grades or leave comments for students to review.
• Track individual student performance—by question, assignment, or in relation to the class overall—with detailed
grade reports.
• Reinforce classroom concepts with practice tests and instant quizzes.
• Integrate grade reports easily with Learning Management Systems including Blackboard, D2L, and Moodle.
Mobile Access
Connect makes it easy for students to read and learn using their smartphones and tablets. With the mobile app, students
can study on the go—including reading and listening using the audio functionality—without constant need for Internet
access.

Instructor Library
The Connect Instructor Library is a repository for additional resources to improve student engagement in and out of the
class. It provides all the critical resources instructors need to build their course.
• Access Instructor resources.
• View assignments and resources created for past sections.
• Post your own resources for students to use.

Instructors’ Resources
To ensure maximum consistency with the text material, all of the instructor resources have been prepared by the lead text
author, Sandra Steen, making Connect a one-stop shop for quality instructor resources, including:
• Instructor’s Manual: The Instructor’s Manual accurately represents the text’s content and supports instructors’
needs. Each chapter includes the learning objectives, glossary of key terms, a chapter synopsis, complete lecture
outline, and solutions to the end-of-chapter critical thinking questions, cases, and other exercises.
• Computerized Test Bank: This flexible and easy-to-use electronic testing program allows instructors to create
tests from book-specific items. The Test Bank contains a broad selection of multiple-choice, true/false, and essay
questions, and instructors may add their own questions as well. Each question identifies the relevant page reference
and difficulty level. Multiple versions of the test can be created and printed.
• Microsoft PowerPoint ®
Presentations: These robust presentations offer high-quality visuals from the text and
highlight key concepts from each chapter to bring key HR concepts to life.
• Videos: This video package contains exclusive videos from Canadian HR Reporter. It is an excellent supplement
to lectures and useful for generating in-class discussion. Video summary information and teaching notes have been
prepared to accompany the video package and that can be integrated with course planning using the Instructor’s
Manual.

OPTIONAL SUPPLEMENTS
THE MANAGER’S HOTSEAT VIDEOS
The Manager’s HotSeat is a resource that allows students to watch real managers apply their years of experience to con-
fronting certain management and organizational behaviour issues. Students assume the role of the manager as they watch
the video and answer multiple-choice questions that pop up during the segment, forcing them to make decisions on the
spot. Students learn from the managers’ unscripted mistakes and successes, and then create a report critiquing the manag-
ers’ approach by defending their reasoning. The Manager’s HotSeat is ideal for group or classroom discussions.

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xviii Preface

APPLICATION-BASED ACTIVITIES
The Connect Application-based Activities are highly interactive and automatically graded application- and analysis-based
exercises wherein students immerse themselves in a business environment, analyze the situation, and apply their knowl-
edge of management strategies to real-world situations. Students progress from understanding basic concepts to using
their own knowledge to analyze complex scenarios and solve problems.
The Connect Application-based Activities provide students valuable practise using problem-solving skills to apply
their knowledge to realistic real-world situations. Students progress from understanding basic concepts to using their
knowledge to analyze complex scenarios and solve problems.

SUPERIOR LEARNING SOLUTIONS AND SUPPORT

The McGraw-Hill Education team is ready to help instructors assess and integrate any of our products, technology, and
services into your course for optimal teaching and learning performance. Whether it’s helping your students improve
their grades, or putting your entire course online, the McGraw-Hill Education team is here to help you do it. Contact your
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Acknowledgments
The Fifth Canadian edition of Human Resource Management represents the efforts of an extraordinary publishing team
at McGraw-Hill Ryerson. Amy Clarke-Spencley and Kevin O’Hearn, our group portfolio managers, guided the vision
for the book, put the team and resources in place, and navigated all the strategic considerations in concert with Veronica
Saroli and Lindsay Macdonald, content developers. We also appreciate the expertise and collaboration with Indu Arora
throughout the photo research and permissions process. We would also like to thank Karen Rolfe, copy editor, for her
excellent work. Thank you to Dianne Reynolds for composing a compelling and crisp design for the book. Thank you to
Emily Park, marketing manager, for all of her great work to keep us current and connected to the higher education and
learning community. For this edition, we are also very grateful for the contributions of Jack Whelan and Jessica Barnoski,
supervising editors, who guided the production process.
We would also like to extend our sincere appreciation to all of the professors and students who shared their experi-
ences and perspectives. Through focus groups, informal reviews, and conversations, their suggestions, insights, and com-
ments helped us develop and shape this new edition.

ste54931_fm_i-xxii.indd xviii 01/16/19 06:18 PM

 Second Pass

Features Third Pass

Each of these features has been designed to take human resource management into the real world—with either a practical
exercise, a visit to a website or publication, a connection to quantitative data, an application of ethical insight, innovation,
or even an awkward situation in the workplace. CHAPTER 1

Strategies, Trends, and Opportunities

WHAT DO I NEED TO KNOW? for Human Resource Management
Assurance of learning: WHAT DO I NEED TO KNOW?

• Learning objectives open each chapter. After reading this chapter, you should be able to:
LO1 Define human resource management and explain how HRM contributes to and

• Learning objectives are referenced in the text where LO2

supports an organization’s strategies and performance.
Summarize competencies, careers, professional accreditation, and ethics in
the relevant discussion begins. human resource management.

• The chapter summary is written around the same LO3

LO4
Explain the role of supervisors and managers in human resource management.
Describe trends in the composition and expectations of the labour force.
learning objectives. LO5 Discuss how technology is impacting human resource management.

• Quizzes and exercises in Connect are tagged to the

learning objectives they cover.
First Pass

76 PART 2 Preparing for and Acquiring Talent

HR Oops!

Neglecting Remote Workers?

Although more people are working remotely, Gal-
lup research identifies three areas where man-
challenges “the concern dragged on for a few
days or more.” Remote workers are also more
HR OOPS!
agers fall short in engaging their fully remote likely to report that “their colleagues don’t fight
workers—not recognizing or praising their good
work as frequently; being less likely to have a
for my priorities, say bad things behind my back,
and make changes to a project without warning Engages conversations about HR missteps. Discussion
conversation about career goals and personal me,” than on-site employees.
growth; and not providing opportunities to
connect with co-workers. And, according to a
questions encourage analysis of the situation. Exam-
Questions
recent survey of 1,153 employees conducted by
VitalSmarts, remote workers say that colleagues 1. What can managers do to build trust and keep ples include “Can Job Ads Perpetuate Gender Bias?,” Carlos Osorio/Toronto Star via Getty Images.

“Neglecting Remote
change, operate Workers,” anddiverse “Red Flags
people on During
leave them out and even mistreat them. For remote workers focused and high-performing? “We’re Shopify. Our mission is to make commerce better for everyone—but we’re not the workplace for
example, 84 percent of remote workers report 2. What can remote workers do to maintain everyone. We thrive on on trust, and leverage the perspectives of
that when they experience routine workplace our team in everything we do. We solve problems at a rapid pace. In short, we get shit done.” In 2004,
Hiring
Shopify Interviews.”
strong connections to their organizations?
consisted of two people working from a coffee shop; today, Shopify has more than 3,000 employees
Source: Michael Ferguson, “Stop Neglecting Remote Workers,” Harvard Business Review, January 17, 2018, https://hbr.org; 1
serving 600,000 merchants around the world and has been rated as Canada’s Best Place to Work.
John Dujay, “Remote workers feeling excluded: Study,” Canadian HR Reporter, 30 (21), December 11, 2017, p. 3, 10; Joseph
Grenny and David Maxfield, “A Study of 1,100 Employees Found That Remote Workers Feel Shunned and Left Out,” Harvard
Business Review, November 2, 2017, https://hbr.org; Annamarie Mann, “3 Ways You Are Failing Your Remote Workers,” Gallup
News, August 1, 2017, http://news.gallup.com, accessed February 1, 2018.

Telework and Remote Work vehicle. Remote work and telework is easiest to implement
Flexibility can extend to work locations as well as work for people in managerial, professional, office, or sales jobs.
schedules. Before the Industrial Revolution, most people A remote arrangement is generally difficult to set up for man-
ufacturing workers and has become a hot topic in tech com- First Pass
worked either close to or inside their own homes. Mass
production technologies changed all this, separating work panies. For example, IBM, once a “remote-work pioneer”
life from home life, as people began to travel to centrally with 40 percent of its 386,000 global employees working
located factories and offices. Escalating prices for office remotely, recently informed 2,600 remote employees that the
space, combined with drastically reduced prices for com- company would be calling them back to state-of-the art office ste54931_ch01_001-031.indd 2 01/03/19 03:31 PM

puters and communication technologies, are forces work- spaces to inspire collaboration, innovation, and team work.27 286 PART 5 Meeting Other HR Goals
ing to reverse this trend. The broad term for doing one’s Leslie Sarauer, senior vice-president of human
work away from a centrally located office is remote work, resources at Waterloo, Ontario–based OpenText, explains
telework, or telecommuting; however, it was been sug- that “when it comes to tech developers and engineering
gested that remote workers work solely from home,whereas teams, it’s helpful to have those teams working together as Did You KNOW?
telecommuters work from home an average of 1–3 days per opposed to remotely.”28
week.24 Wayne Berger, executive vice-president of Regus
Canada, a flexible workplace provider based in Toronto, Designing Ergonomically Empowerment Associated with Positive Employee Experience
describes remote work/telework being at the highest level
ever with 47 percent of Canadians working “outside the
Correct Jobs In a recent survey, “employees who feel their 34 percent). A similar pattern emerged among
ideas and suggestions matter are more than employees who have the freedom to decide how
office for half the week or more.”25 The way people use their bodies when they work—whether
twice as likely to report a positive employee to do their work (79 percent vs. 42 percent).”
For employers, advantages of remote work include lifting heavy furniture into a moving truck or sitting qui-

DID YOU KNOW?

experience than those who don’t (83 percent vs.
reduced need for office space and the ability to offer etly before a computer screen—
greater flexibility to employees. A recent report by Global affects their physical well-being and When employees agree they
ergonomics
Workforce Analytics and FlexJobs estimates that half- may affect how well and how long When employees agree their have the freedom to decide
The study of the
time telecommuting would reduce real estate costs by they can work. The study of the interface between ideas and suggestions matter: how to do their work:

Shares thought-provoking data and stats related to chapter

25 percent; reduce absenteeism costs by 31 percent, and
increase productivity by 15 percent.26
interface between individuals’ phys-
iology and the characteristics of the
individuals’ phys-
iology and the
Remote work/telework can also support a strategy of physical work environment is called
topics. Examples include “Four in Ten Positions are Filled
characteristics of
the physical work
sustainability because these employees do not produce the ergonomics. The goal of ergonom-
greenhouse gas emissions that result from commuting by ics is to minimize physical strain on
environment. 83% 79%
with Insiders,” “Mental Illness in the Employed is Increas- report a more
positive employee
experience
report a more
positive employee

ing in All Age Groups,” and Millennials and Gen X Prefer

experience
vs. 34% when they
vs. 42% when they
do not agree
do not agree

Praise to Corrective Feedback.”

ste54931_ch03_061-082.indd 76 12/17/18 02:42 PM

Sources: “The Employee Experience Index,” IBM Smarter Workforce Institute, September 2016, p. 8, http://www.globoforce
.com/wp-content/uploads/2016/10/The_Employee_Experience_Index.pdf. Used with permission. Industrial-organizational
psychologists and experts in HR consulting from both the IBM Smarter Workforce Institute and the Globoforce WorkHuman
Analytics and Research Institute undertook a large-scale research project to understand and measure what makes an optimal
working experience for employees. This research resulted in the creation of the Employee Experience Index (EXI) that measures
employees’ personal experiences at work in terms of belonging, purpose, achievement, happiness, and vigor. The IBM and
Globoforce research found that employee experience is positively associated with employee work performance, discretionary
effort, and turnover intention.

for satisfying customers better and operating more effi- be trained to link employees to resources within and out-
ciently and safely. This is empowering when management side the organization, such as customers, and co-workers
listens to the ideas, implements valuable ones, and rewards in other departments, with needed information. Managers
employees for their innovations. must also encourage employees to interact with colleagues
As illustrated in the Did You Know? box, employ- throughout the organization, ensure that employees have
ees are more than twice as likely to report a positive work access to the resources they need, and reward collabora-
experience when they have the “freedom to decide how tion. Employee empowerment shifts the recruiting focus
to do their work” and when “their ideas and suggestions away from technical skills and toward general cognitive
matter.” and interpersonal skills. Employees who have accountabil-
HRM practices such as performance management, ity for a final product or service must be able to listen to
training, work design, and compensation are important customers, adapt to changing needs, and creatively solve a
for ensuring the success of employee empowerment. Jobs variety of problems.
must be designed to give employees the necessary latitude
for making a variety of decisions. Employees must be prop-
erly trained to exert their wider authority and use informa- Teamwork
ste54931_fm_i-xxii.indd xix tion resources and communication tools. Employees also 01/16/19
Modern technology places the information 06:18
that employees PM
need feedback to help evaluate their successes. Pay and need for improving quality and providing customer service
other rewards should reflect employees’ authority and be right at the point of sale or production. As a result, the
 Second Pass

xx Features Third Pass

Chapter 1 Strategies, Trends, and Opportunities for Human Resource Management 27

THINKING ETHICALLY Thinking Ethically

Focused on ethics. The “Thinking Ethically” feature at the Using Data Analytics Responsibly
end of each chapter offers intriguing ethical issues that “There are certain things that, mathematically, to answer questions. For example, employee

require making and validating decisions about people.

may sound right but, ethically, [do] not,” says Arun engagement is a priority at GM and every
Chidambaram, global head of talent analytics at 24 months a comprehensive survey is conducted.
Pfizer. In these instances, the talent analytics team Kelly Kuras, GM’s senior manager of engagement,
Examples include “Should Companies Tell Employees defers to legal, HR and other business analysts.
“Sometimes data science takes a back step when
explains how the data is supplemented with
observational insights, conducted by trained HR

They Have ’High-Potential’?,” “Is the Seniority System it comes to sensitive topics such as employment
law and data privacy rights.”
professionals, to look for patterns in the context
of the work environments that would account

Fair?,” and “Mindsets Shift on Boomerang Employees.”

Pfizer is not the only company advocating for for high vs. moderate employee engagement
taking a balanced approach to the use of data and results. Insights gained from these observations
analytics. At General Motors, the Talent Analytics are used along with the data for action planning.
team is integrating human capital analytics into According to Arena, “observations can unmask
Third Pass organizational decision making and HR practices subtleties that statistics miss.” “Second, there is
to drive performance. However, GM is mindful a contract around data collection. Organizations
that success is dependent upon the trust that have to manage employees’ trust that the data
GM employees have about how the data is are accurate and used responsibly. . . . We don’t
being used. With a global workforce of 212,000 take the statistical data as being 100 percent
employees who work in 23 time zones and absolute.”
speak more than 50 languages, integrating data
collection technologies to optimize workplace
operations is accomplished through a balanced Questions
approach.
Chief Talent Officer Michael Arena explains 1. Do you think it is appropriate for organizations
CHAPTER 1 that “at GM, there are no electronic badges, the to monitor employee behaviour with sensors
company does not track email and calendars; and surveillance that monitor how they work
it it does not fit employees with odometers, and collaborate? Would you trust an employer

Strategies, Trends, and Opportunities heart monitors, and calorie counters.” Data that collected this type of information?
collection is “mostly limited to the tried-and- 2. Why is it important to not rely exclusively on
true,” and qualitative approaches are integrated quantitative data when making decisions

for Human Resource Management with survey and existing data to use analytics about people?
Sources: Rachel Ramosa, “Confused by analytics? Take Pfizer’s prescription,” HR Tech News, May 18, 2018, www.
hrtechnologynews.com, accessed June 20, 2018, “25 Truths about Talent Management: Insights from The 2018 Talent
Management Strategies Conference,” The Conference Board, (2017), pp. 1-21; Patti P. Phillips, and Rebecca L. Ray, “Human
Capital Analytics @ Work Volume 2, The Conference Board,. (2017), pp. 1-56.
WHAT DO I NEED TO KNOW?
After reading this chapter, you should be able to:
LO1 Define human resource management and explain how HRM contributes to and gone wrong and invite you to find better alternatives. “HR
supports an organization’s strategies and performance. How Is This Book Organized? How-To” boxes provide details about how to carry out
This chapter has provided an overview of human resource a practice in each HR area. “Did You Know?” boxes are
LO2 Summarize competencies, careers, professional accreditation, and ethics in management as well as a summary of trends and oppor- snapshots of interesting statistics related to chapter topics.
human resource management. tunities impacting employees, managers and supervisors, “Thinking Ethically” at the end of each chapter demonstrates
HR professionals, and organizations. In this book, the top- ethical issues in managing human resources. “Experiencing
LO3 Explain the role of supervisors and managers in human resource management. ics are organized according to the broad areas of human HR” are experiential exercises that encourage exploration
resource management shown in Table 1.7. The numbers in of real-word HR topics and situations in both individual
LO4 Describe trends in the composition and expectations of the labour force.
the table refer to the part and chapter numbers. and group settings. New to this edition are Evidence-based
LO5 Discuss how technology is impacting human resource management. Along with examples highlighting how HRM helps
a company maintain high performance, the chapters offer
Chapter 1 Strategies, Trends, and Opportunities for Human Re
HRM and HRM Social chapter-ending case studies. These
case studies provide stories that illustrate how evidence-
various other features to help you connect the principles to based HRM and social media is integrated in the context of
real-world situations. “HR Oops!” boxes identify situations human resource management.

Although the human resource department has spaces, communal tables

responsibility for these areas, many of the requirements to have conversations w
are performed by supervisors or others inside or outside are available where emp
ste54931_ch01_001-031.indd 27 01/03/19 03:31 PM

CHAPTER-OPENING
the organization. No two human resource departments projects. HR also encour
have precisely the same roles, because of differences in the communities where A
VIGNETTES
organization size and characteristics of the workforce, four hours a month of
Eachthechapter
industry, andwith
opens management’s values.andInpeople
a look at events some in as by participating in la
organizations, the HR department handles all
real organizations to encourage reflection and application the outreach centre or cook
activities listed in Table 1.1. In others, it may share the families.18
to the chapter content.
roles and duties with managers and supervisors of other Let’s take an overvie
Carlos Osorio/Toronto Star via Getty Images. departments such as finance, operations, or information of the options available
technology. In some companies, the HR department resource management i
“We’re Shopify. Our mission is to make commerce better for everyone—but we’re not the workplace for
everyone. We thrive on change, operate on trust, and leverage the diverse perspectives of people on
our team in everything we do. We solve problems at a rapid pace. In short, we get shit done.” In 2004,
Shopify consisted of two people working from a coffee shop; today, Shopify has more than 3,000 employees
serving 600,000 merchants around the world and has been rated as Canada’s Best Place to Work.1
actively advises top management. In others, the which options to use and
department responds to top-level management decisions mentation. Later chapter
and implements staffing, training, and rewards activities greater detail.
in light of company strategy and policies. And, in a
recent trend, some companies are doing away with their
HR departments altogether, preferring to flatten their Analyzing and
organizational structure and to encourage departmental
ste54931_ch01_001-031.indd 2 01/03/19 03:31 PM
To produce their given p
managers and other employees to handle HR issues as
ucts or services), compan
they arise.15
be performed. The tasks
The structure and responsibil-
employee nations to form jobs. I
ities of HR departments are likely experience tasks should be groupe
KEY TERMS to continue to change in the future
to ensure that they remain strate-
Set of perceptions
that employees
that help the organizatio
Key terms and definitions appear in the text, so terms are ate efficiently and to obt
gic. Many companies, including have about their
highlighted where they are discussed for easy review and experiences with the right qualificat
Airbnb, are beginning to recognize
in order to introduce the language of HRM. at work in the jobs well. This functio
that providing a positive employee response to their the activities of job an
experience is critical for keeping interactions with
job design. Job analysis
employees engaged and committed the organization.
cess of getting detailed i
to the company. Employee expe-
about jobs. Job design
rience refers to the “set of perceptions that employees
cess of defining the way
have about their experiences at work in response to their
be performed and the ta
interactions with the organization.”16 This encompasses
given job requires.
all of the elements that influence an employee’s percep-
tion of the work environment and becomes an import-
ant focus for the employee’s entire “journey”—from
the person’s very first contact with a potential employer
Workforce Pla
through retirement and even beyond. Organizational Workforce planning,
culture is a vital part of the employee experience that the numbers and types of
ste54931_fm_i-xxii.indd xx is evidenced through HR functions and how01/16/19 they 06:18
are PM the organization will requ
carried out.17 to meet its objectives, is a
 Second Pass

Features Third Pass

xxi

146 PART 3 Talent Management

HR HOW-TO HR How-To

Specific steps and methods to implement HRM initiatives. Using Wearable Technology to Support Training
This feature provides the context for understanding typical As soon as wearable technologies like fitness
trackers and smart watches and eyeglasses
valuable information for improving perfor-
mance. They also might feel like an intrusion
responsibilities of managers and/or human resources pro- became available, businesses envisioned ways
to use them. More recent developments include
into the learner’s privacy. Employers should
prepare for these concerns by ensuring

fessionals. Examples include “The Process of Developing electronic sensing badges, which can track
employees’ interaction patterns in the work-
that employees know what data is being
collected and consent to having their data

a Succession Plan,” Making Analytics Useful and Rele-

place, and sensor-equipped desks that measure analyzed. Policies for how the data will be
employee keystrokes and mouse-clicks, so it’s not used (for example, looking only at patterns
surprising that some employers are experiment- at the departmental level, rather than indi-
vant,” and “HR Services Go Mobile.” ing with ways to use these technologies to help
their employees learn to work more efficiently and
viduals’ actions), how to keep private data
from becoming public, and why use of the
safely. Here are some guidelines for using these data could help employees (say, protecting
technologies in support of training goals: their safety or helping them meet goals by
integrating multiple sources of data to gain
Third Pass • Keep the focus on how to support business
insight about what high-performing employ-
and employee objectives, not on how cool a
ees do differently from their colleagues)—are
new device is. For example, employees on the
also essential.
move might benefit from hands-free, instant
access to an online guide. At Ericsson, work- • Protect the company’s data. A company that
ers’ locations are tracked using an app and equips its employees with easily portable
28 PART 1 The Human Resource Environment technology that gathers data might open itself
this information is used to facilitate connec-
tions to the closest subject-matter expert "on up to the employee recording meetings or
duty" when needed. Similarly, motion sensors saving other information that might be private.
TABLE 1.7 can offer helpful feedback for learning to per- Therefore, employers need measures in place
form a job that involves physical motions. to guard against the information falling into the
Topics Covered in This Book • Monitor technology trends, such as augmented
wrong hands.
reality. With augmented reality delivered by a
Part 1: The Human Resource Environment
device such as smart eyeglasses, information Questions
1. Strategies, Trends, and Opportunities for Human Resource Management is projected in the user’s line of sight. Imagine,
2. The Legal Context for HRM and Creating Safe and Healthy Workplaces for example, that trainees learning to service a 1. Identify two possible risks and two possi-
type of equipment can use augmented-reality ble advantages of collecting and analyz-
Part 2: Preparing for and Acquiring Human Resources
displays labelling the parts of the machine ing employee data collected by wearable
3. Analyzing Work and Designing Jobs they are looking at. technologies.
4. Planning for and Recruiting Human Resources
5. Selecting Employees
• Respect privacy concerns. Wearables that 2. How might data collected by wearable tech-
track an employee’s steps, hand motions, or nologies be used to determine employee
Part 3: Managing Talent even interactions with others might provide learning needs?

6. Training, Learning, and Development Sources: Patty Gaul, “Big Data: Using People Analytics to improve Leadership Development,” TD, March 2018, pp. 29-33;
7. Managing Employees’ Performance Alex Moore, “Learning Meets the Internet of Things,” TD, December 2017, pp. 18-20; Lorri Freifeld, “Wearables at Work,”
Training, September/October 2015, pp. 18–21; Christopher Pappas, “Seven Ways Wearable Technology Could Be Used
Part 4: Compensating and Rewarding Human Resources in Corporate Training,” eLearning Industry, August 25, 2015, http://elearningindustry.com; Kate Everson, “Learning Is All in
the Wrist,” Chief Learning Officer, April 2015, pp. 18–21; Bill Barlow, “Wear It Well,” Training, November 14, 2014, https://
8. Total Rewards trainingmag.com.

Part 5: Meeting Other HR Goals

9. Labour Relations
A learning management system (LMS) refers to a popular for several reasons. An LMS can help companies
10. Managing Human Resources Globally
11. Creating and Sustaining High-Performance Organizations technology platform that can be used to automate the reduce travel and other costs related to training, reduce time
administration, development, and delivery of all of a com- for program completion, increase employees’ accessibility
pany’s training programs. An LMS can provide employees, to training across the business, and provide administrative
managers, and instructors with the ability to manage, capabilities to track program completion and course enrol-
deliver, and track learning activities.46 LMSs have become ments. For example, an organization’s LMS can serve as a

SUMMARY Second Pass

LO1 Define human resource management and explain specialized work in fields such as talent acquisition, total
how HRM contributes to and supports an organization’s rewards, or labour relations—or work as generalists, per-
strategies and performance. forming a full range of HR accountabilities. Provincial/
territorial associations
Chaptermanage
9 Labour the Relations
certification process
251 ste54931_ch06_133-167.indd 146 01/11/19 02:49 PM

Human resource management consists of an organization’s and award professional designations. Work is underway
“people practices”—the policies, practices, and systems throughout Canada to move HR from an unregulated to
year-long consultative
that influence process
employees’ that generated
behaviours, attitudes,almost
and aservice: “A world-class
self-regulated public
profession. Human service representative
resources of
profession-
12,000 responses
performance.
forums with more
organization
tions
HRM to aninfluences
and the
are intended tohuman
The organization’s
online survey
thanexperience
whoandworks
500 participants.
employees
provideresources
a criticalhave
step to
22 discussion
The have
for the
recommenda-
at work.
theachieving
potentialthe
to
Canada’s
als
welcoming,
duties
population,
are required
to theinclusive
with Canada’s
individuals
defined
to uphold highbyethical
its diverse
and supportive
public, profession,
evolving
in the
workforce
standards
workplace,
clients
and
including
that aligns
and employers,
human rights context and that is
workplace.
and CHAPTER SUMMARIES
stated Task Force’s
be a source diversity
of sustainable inclusion vision
competitive for theAs
advantage. public
part committed to innovation and achieving results.”53
of its strategic role, HR can demonstrate the impact of
human resource practices on company results by engaging
LO3 Explain the role of supervisors and managers in
human resource management.
Recap the “What Do I Need to Know?” objectives from the
beginning of each chapter with brief summary discussions.
in evidence-based HRM. Sustainability, organizational
agility, and diversity characterize successful organizations. Supervisors and managers must be familiar with their
The organizational context is increasingly globalized and own important role in managing human resources and
SUMMARY
rapidly changing, requiring relevant and agile approaches
to all HR functions and processes.
implementing HR processes. Supervisors and managers
are likely to analyze work, interview job candidates, par-
ticipate in selection decisions, provide training, set goals,
LO1 Define unions and labour relations and their role LO4 Describe
provide coachingthe union organizing
and feedback, process.
provide performance
LO2
in Summarize competencies, careers, professional
organizations.
accreditation, and ethics in human resource management. feedback,
Organizingand recommend
begins when payunionincreases. On a day-to-day
representatives contact
A union is an organization formed for the purpose of repre- basis, supervisors
employees andthem
and invite managers
to signrepresent the company
a membership appli-
Human resources
senting its membersprofessionals require with
in resolving conflicts substantial and
employers. to
cation. When the required numbers of employeesrole
their employees, so they also play an important in
have
varied relations
Labour competencies. Careers in specialty
is the management HRM may involve
emphasizing employee and labourapplications,
signed membership relations. the union will apply to
skills that managers and union leaders can use to minimize the appropriate labour relations board for certification.
costly forms of conflict and to seek win–win solutions to Requirements for certification differ among federal, prov- Second Pass
disagreements. incial, and territorial jurisdictions.

LO2 Identify the labour relations goals of manage- LO5 Explain how management and unions negotiate
ment, unions, and society. and administer collective agreements.
ste54931_ch01_001-031.indd 28 01/03/19 03:31 PM
Management have goals to increase the organization’s Negotiations take place between representatives of the 226 PART 4 Compensating and Rewarding Human Resources
profits and/or productivity. Managers generally expect that union and the management bargaining unit. The process
unions will make these goals harder to achieve. Unions begins with preparation, including research into the other
have the goal of obtaining pay and working conditions
that satisfy their members. Society’s values have included
side’s strengths and demands. If bargaining breaks down,
the impasse may be broken with a strike, lockout, media-
EXPERIENCING HR—HOW TO ASSESS ROI OF A
EXPERIENCING HR
the view that the existence of unions will replace conflict
or violence between workers and employers with fruitful
negotiation.
tion, conciliation, or arbitration.
Collective agreement administration is a daily activity
under the collective agreement. It includes carrying out
WELLNESS PROGRAM
Form groups of four or five. (Alternatively, your instructor
may ask students to complete the research independently
publications (e.g., Benefits Canada) and credible websites
(e.g., the website for the Canadian Centre for Occupa-
the terms of the agreement and resolving conflicts over
LO3 Summarize laws and regulations that affect
These experiential exercises encourage students to explore
and discuss their findings in class.) You have been asked tional Health and Safety. Discuss your findings about how
interpretation or violation of the agreement.
labour relations. by your manager to be part of a workplace task force that to determine the ROI of a corporate wellness program.
LO6 Describe more cooperative and collaborative will examine how to assess the return on investment (ROI) Write a one-page report or make a brief class presentation
real-world
agement, unions,HR topics
achieve theirindividually or in teams.
Laws and regulations affect the degree to which man-
approaches to labour–management relations. of a corporate wellness program. summarizing your findings.
and society varied goals.
Conduct research using recent academic (e.g.,
Canada’s overall labour relations legal framework is decen- In contrast to the traditional view that labour and man- ACSM’s Health & Fitness Journal) and HR practitioner
tralized with responsibility for labour relations shared agement are adversaries, some organizations and unions
among the federal, provincial, and territorial governments. work more cooperatively and collaboratively. This rela-
A common core of labour legislation exists that includes tionship may feature employee involvement in decision
prohibiting unfair labour practices by management and making, self-managing employee teams, joint labour– CASE STUDY: EVIDENCE-BASED HRM
labour. Labour relations boards or similar quasi-judicial management committees, broadly defined jobs, and
tribunals exist within each jurisdiction to administer and sharing of financial gains and business information with
Improving the Quality and Reducing the Cost of Employee Health Benefits
enforce labour laws. employees. The new Health Transformation Alliance, a collabo- for caution as most pain medication is legally prescribed
ration of 38 companies employing 6 million workers and control of pain is critical. At the same time, use of

CRITICAL THINKING QUESTIONS

CRITICAL THINKING
(including American Express and Johnson & Johnson)
will use data and technology to improve the quality and
reduce the cost of health benefits for its employees. The
such medication raises safety issues on the job and also
can imperil employees’ long-term health. According to
one estimate, annual medical expenses for opioid abus-

1. Why do employees join unions? Have you ever

belonged to a union? If you did, do you think union
membership benefited you? If you did not, do you
2. Why do managers at most companies prefer that
unions not represent their employees? Can unions
provide benefits to an employer? Explain.
QUESTIONS
Alliance hopes to save as much as $600 million on drug
spending, representing a reduction of approximately
15 percent. Part of the savings comes from the Alli-
ers are about twice as high as the employer cost for other
employees. Cummins relies on programs that use drug-
test data and works with a pharmacy-benefits manager to
ance’s bargaining power. However, another part of the track data on opioid prescriptions and attempts to detect
think a union would have benefited you? Why or
why not?
3. Can highly effective human resource management
practices make unions unnecessary? Explain. Serve to open conversations and dialogue about chapter
plan is to change how care is delivered for conditions
like diabetes, hip and knee replacements, and lower
pill shopping. The company recently opened a new facility
at its headquarters that provides services such as massage,
back pain. acupuncture, physical therapy, and a full-time pharmacist,
concepts.
IBM’s Watson software will be used to “help” select
drugs that provide the best value for the money and to
all in the interest of finding better and safer ways to con-
trol pain. Cummins has also trained supervisors on how
predict which employees are most likely to develop con- to identify employees who may be having problems with
ditions such as diabetes so as to take preventive action painkillers and has trained plant managers on how to tri-
sooner. To perform these analyses, the goal is to use four age employees having an overdose.
ste54931_ch09_229-253.indd 251 01/09/19 06:39 PM years of data on pharmacy and insurance claims and elec-
tronic employee health records from each company. Questions
Other companies are taking similar steps, sometimes
focusing on particular issues that are most critical to them. 1. As an employee, what would your reaction be to
For example, engine maker Cummins, Inc. is devoting these initiatives? Explain.
considerable attention to the misuse of prescription opi- 2. Do you have ideas for other ways to use data to
oid painkillers and is working to find alternative pain improve the cost effectiveness and quality of
control methods for employees. Cummins notes the need health-related employee benefits?
Sources: J. Walker, “Alliance of Companies Unveil First Steps Aimed at Cutting Health-Care Costs,” Wall Street Journal, March 7, 2017;
R. E. Silverman, “One Employer Fights against Prescription-Drug Abuse,” Wall Street Journal, November 15, 2016.

CASE STUDY: HRM SOCIAL

Bell Gets Social to Get Healthy
One of the big challenges with a wellness program is improve the health issues identified in the assessment. An
motivation—especially motivating the employees who important consideration is that wellness programs work
ste54931_fm_i-xxii.indd xxi would benefit the most. Typically, many employees never best when they are part of an integrated01/16/19 06:18
strategy that com- PM
complete the health assessment used for entering these pro- bines realistic goals with incentives, clear communication,
grams and then even fewer sign up for activities that would and a supportive culture.
Random documents with unrelated
content Scribd suggests to you:
 Other ex-college men who had accomplished things on the track
and the cinder path and later joined Ashport were Clifford Clyde, of
Yale, and Hugh Sheldon, Michigan’s remarkable hurdler and
steeplechaser.
Mr. Ashley had a theory that distance running was neglected in
America, and he sought to arouse interest in it. For this purpose he
had offered a prize to be contested for at Ashport on a certain date,
by any and all legitimate amateurs of America who wished to enter
the cross-country running contest.
The sporting columns of the newspapers had thoroughly
advertised the coming event, and had commented much on the
beauty and costliness of the trophy. Having seen these articles in the
papers, Frank Merriwell planned to reach Ashport on the trip East
with his athletic team in time to witness the contest.
It happened, however, that Paul Proctor, the president of the
Ashport A. A., a Harvard grad, knew Merry well and took pains to
extend him an invitation to participate in the contest.
Although Frank had not given any thought to a participation in the
events, he had gladly accepted Proctor’s invitation, and on the day
of the tryouts he watched them from the observatory of the
clubhouse which was located at the shoulder of an oval mile track
that had been constructed for all sorts of foot races. From this
observatory could be obtained a clear and complete view of the
track and grounds of the Ashport Athletic Association.
Back of the clubhouse and to the east lay Ashport, a thriving, up-
to-date village. The river swept in a horseshoe-like curve to the
south. To the north was the estate of Robert Ashley, comprising
hundreds of acres of green fields, broad meadows, hills, valleys, and
wild woodland. On one of the hillsides, surrounded by splendid old
trees, stood Ash Hall. In order to build a home to suit himself, Mr.
Ashley had razed a house that formerly stood on the same spot.
“Who is the pacemaker?” asked Merry, as he watched the runners
through a pair of field glasses.
 “That is Carl Prince, of Batavia,” answered Paul Proctor.
“Not Prince, the Georgetown Wonder?”
“The same fellow. He’s just as fast to-day as he was at college,
when he became known as the Georgetown Wonder.”
“He was a great quarter-miler,” nodded Frank, having lowered the
glasses for a moment; “but I don’t recall that he ever made a
reputation as a long-distance man.”
“Not at college,” admitted Proctor. “He didn’t go in for long-
distance work then. He has since becoming a member of the
Ashport A. A.”
“I am inclined to fancy he has not changed his methods to any
great extent, and you know long-distance work is much different
from sprinting and dashes. True it is running, but runners are divided
into three classes—the sprinters, the middle-distance men, and the
long-distance or cross-country men. Those adapted for the second
class named, or who have won records or events in that class, find it
more easy to become cross-country men than do those of the first
class.”
“What makes you think Prince has not changed his methods?”
“His stride, his carriage, and his tenseness. Sprinters are under
strain from start to finish in a race, and their muscles are taut. They
are liable to tie up in long runs. They forget to relax, and their
muscles become overstrained. When a man ties up in a long run he’s
liable not to finish at all. He finds himself run out at a time and point
when he should be at his very best.”
“Hollingsworth has considerable confidence in Prince.”
“Who is Hollingsworth?”
“Our trainer. He’s an Englishman, and he knows his business. He
was formerly the champion of the Middlesex Cross Country Club, in
England. We were lucky to get hold of him here.”
 “Long-distance and cross-country running seems to be a fad with
your club, Proctor.”
“Naturally,” smiled the president of the club. “Mr. Robert Ashley,
who founded the club, gave us our field and track and built this
handsome clubhouse for us, is a crank on that sort of sport. In his
day, he was the greatest cross-country and hare-and-hounds man in
Oxford.”
“He is an Englishman?”
“Yes. That is, he was. He’s a naturalized American now. Made a
fortune in mining and settled here. That splendid house you can see
on the hill yonder is where he lives. It is modeled after the old
English country mansion, and he calls it Ash Hall. Mr. Ashley claims
that cross-country running is the finest sport in the world to develop
staying power and endurance in a young man, and he says staying
power is what the modern young man needs to make him successful
in business. He thinks there are too many sprinters in business, who
make a hot dash for a while, but are unable to keep up the pace
until successful.”
Frank smiled and nodded.
“It is my opinion that Mr. Ashley is a man of wisdom and
generosity,” he said. “The runners are coming down the straight
course to the stand. We can get a better view of them now.”
He again lifted the glasses to his eyes, an example followed by
several other persons.
 CHAPTER XIX

CONFIDENTIAL CRITICISM.

As the runners came nearer, Frank lowered the glasses and

watched them with the naked eye.
“Yes,” he murmured, “I’m afraid Prince will tie up in a long run. He
is inclined to carry his chin a bit too high.”
“We are placing a great deal of reliance in him,” said Proctor, as if
a bit vexed by Merry’s criticism. “Hollingsworth has chosen him as a
leader to work out the bunch.”
“Who is that second fellow—the one with the mop of light hair?”
“That’s Tom Bramwell.”
“His form is better than that of Prince; but he hasn’t the range,
and I’m afraid he’s a bit too heavy.”
“Oh, Bramwell never did anything brilliant in his life. Nobody
counts on him.”
“He’s just the man who’s liable to surprise everybody in a match of
this sort. There is a pretty runner to the left of him—the slender little
chap.”
“That’s Clifford Clyde, a Yale man.”
“Grad?”
“No; he was suspended in his sophomore year and never tried to
get back.”
 “He runs easy, but lifts his feet just a little too high. The man
behind him is the best runner in the lot, if he didn’t have one bad
fault.”
“That’s Hugh Sheldon, the University of Michigan hurdler. What’s
the fault?”
“The way he carries his arms. He swings them across his body,
and thus fails to get the proper lift of a direct forward swing. There
is lost motion in that swing.”
“There seems to be something the matter with them all,” muttered
Proctor, with a disappointed air.
“It is seldom you see a runner without faults,” smiled Frank. “And
some mighty good men have bad habits in running. Many
wonderfully good English long-distance runners have the fault of
swinging their arms across their bodies, yet, for all of this, they
generally defeat Americans in cross-country running and in other
things which demand endurance.”
“That’s what Mr. Ashley says, except he has made no mention of
the bad arm action of the English. If Americans run in better form,
why don’t they defeat the English?”
“Because they have not the stamina—the stay. They have not
been properly trained.”
“Oh, do you believe in a rigid form of training for all men?”
“Not at all. I have arrived at a point in life when I firmly believe
the old saw: ‘What’s one man’s meat is another man’s poison.’ You
can’t put a bunch of men in training and force them all to conform to
set and rigid rules with the best result. Above everything else, a
runner must have some love for his work and a great ambition to
excel. Then he should study himself and find out just the sort of
work that agrees with him in training. He should not shirk. He should
take all he can stand without injury. He should consult with his
trainer, and the trainer must have discernment and sense enough
not to underwork or overwork that man. It requires a trainer of
mighty keen discernment to determine just what is best for a bunch
of five or six men with different natures, different habits, and varying
ability. It’s likely you have done well in engaging an English trainer,
as the English excel in this style of running. How often has he sent
the men cross country?”
“Only twice thus far. He says he can get the best out of them by
working them on the track where he can watch them. He’s a good
runner himself, but in going cross country he cannot watch all the
men, you know.”
Merriwell looked mildly surprised, opened his mouth to speak,
then closed his lips and remained silent.
Hodge also betrayed surprise, but maintained the silent demeanor
that had made him non-conspicuous since entering the observatory.
Proctor was too shrewd not to note Frank’s action.
“What were you thinking of saying, Merriwell?” he asked.
“Oh, not much,” answered Frank.
The runners had now turned the shoulder near the clubhouse, and
all leaned over the rail to watch them as they passed the long, low
bathhouse, which was also the residence of the track master.
After a moment, Proctor said:
“I wish you would tell me what you started to say a bit ago,
Merriwell.”
“I don’t think I had better.”
“Why not?”
“It’s not the thing for me to come here and criticise the methods
of your trainer.”
“You may do so privately to me.”
Still Frank was disinclined, seeking to divert Proctor from this
inquiry by calling his attention to the fact that Bramwell had a
beautiful stride and no lost motion.
 “If he had more range,” said Merry, “he would be the man of that
lot to back.”
“It’s strange Hollingsworth doesn’t think so—or, at least, hasn’t
said anything about it,” said Proctor.
“Perhaps Hollingsworth understands Bramwell’s disposition and
doesn’t wish the fellow to get too good an opinion of himself. You
know that spoils a runner occasionally.”
Proctor slipped over close to Frank. The two men were now at the
western side of the observatory, still watching the runners and
talking in low tones. Hodge leaned on the southern rail and seemed
absorbed in thought.
“What were you going to say about Hollingsworth’s methods a
short time ago, Merriwell?” persisted the president of the club.
“It is now three days before the great match?”
“Yes.”
“Already contestants are coming in. If you will take the pains to
look yonder and watch the woods on the side of that hill away there,
using the glass, you will soon see three runners emerge and
descend the hill. They are some of the men who are going to
compete, and they are getting practical cross-country work.”
Proctor seized the glass and leveled it as directed. After fifteen or
twenty seconds, he muttered:
“You’re right! There comes one of them—yes, and there is
another! Now I can see all three of them. How in the world did you
discover them?”
“Oh, I often look around. I surveyed the country, with the aid of
that glass, when we first came up here. There are two more chaps
hidden in that valley yonder, while still a third, a solitary fellow, is
skirting the bend of the river down yonder. It’s likely I have not seen
all the men who are out getting practical cross-country work to-day,
for we know that at least a dozen are stopping in Ashport.”
 “Well?”
“Well, here are your men hammering round a fine, smooth track.
Why, they should have quit track running long ago. For the past two
weeks they should have run cross country at least five times a week,
directed by the trainer. One day out of every six in the last two
weeks could have been given to work here on the track, where
Hollingsworth would be able to watch the men and note their
peculiarities and progress. Has Mr. Ashley taken special note of
Hollingsworth’s methods?”
“No; but he has confidence in Hollingsworth.”
“Well, I’m not infallible,” laughed Frank. “I’m only giving my ideas;
but I have received those ideas from experience and from the
suggestion of men of experience. I don’t wish to set myself up as
authority, Proctor, for I——”
“You might,” interrupted Proctor quickly. “You are recognized in
this country as authority on most amateur sports.”
“But I have never tried for a record in cross-country running.”
“Why don’t you try in this contest? The champions of the United
States will take part. Look at these entries: Harvey Neil, New York
Athletic Club; Philip Pope, Bay State A. A., Boston; Arthur Huntley,
Bison A. A., Buffalo; Farwell Lyons, of the Chicago Clippers, and
many others, among whom are several college grads and ex-
collegians of note. It would be a great thing for us to have Frank
Merriwell in the contest. Come on, old man! The course has been
laid off and will be announced to-morrow. You’re in time to go over it
with the men before the race.”
“But, my dear fellow,” smiled Merry, “you seem to forget that I
ought to put in two or three weeks of consistent training for such a
contest if I meant to enter.”
Unheard and unobserved, a red-faced chap in a sweater had
mounted the steps to the observatory. He had a Scotch cap pushed
back on his head, and he paused with his hands on his hips,
surveying Merriwell’s back with a look of disapproval, while he
listened to the words of Frank and Paul.
“But I have heard it claimed that you keep yourself constantly in
training, and you are now finishing a tour with your own athletic
team. If you remain here and do not enter, it will be fancied that you
were afraid. People will ask why you were present and failed to
compete for the splendid Ashley trophy.”
“There is another reason why I should not enter,” said Merry.
“That trophy ought to be won by a member of this club. If I did
enter, I’d go after it in earnest as it is my rule never to do a thing
unless I do my level best.”
“But, according to your criticism, Carl Prince has no chance of
winning, our men are being coached wrong, and all of them have
faults. We have no real chance of winning, it seems.”
“You appear to forget what I have said about Bramwell.”
“Even he lacks the range, you have said.”
“But I think he has the courage and endurance. It is endurance
and heart that count in a contest of this sort, providing the runner
has had something like correct training. You pressed me for my idea
of your trainer’s methods, and what I said was spoken in confidence.
I have no desire to injure Hollingsworth, who may be sincere and a
very good fellow.”
The chap in the sweater smiled disdainfully, continuing to listen,
an expression of mingled anger and craft on his unpleasant face.
“Of course if you will not enter that settles it,” said Proctor; “but I
don’t believe Bramwell can defeat Pope, of Boston, or Huntley, of
Buffalo.”
“How about Neil?”
“He is not the best man from his club.”
“Well, I’d like to see one of your men take that trophy, Proctor. I
don’t want it.”
 The fellow in the sweater laughed rather harshly and sarcastically,
causing every one in the observatory to turn quickly and look at him.
“Hollingsworth!” exclaimed Proctor.
“Mr. Merriwell is very generous,” observed the laughing man
cuttingly. “It’s an easy thing for ’im to be generous in such a manner,
and no one will hever suspect ’im of timidness. He can travel on his
record. I think he is hextremely wise in keeping hout of this race.”
It was Hollingsworth, the English trainer, who betrayed his origin
whenever excited in the least by the misuse of the letter “h” in his
speech. In ordinary conversation he seldom did this.
Proctor knew at once that the trainer had overheard some of their
talk, which threw him into confusion.
Merriwell did not seem disturbed. He surveyed Hollingsworth with
quiet interest.
Proctor hastened to introduce them.
Hollingsworth did not remove his hands from his hips, but gave a
little jerk of his bullet head in acknowledgment of the introduction.
“I knew it was Mr. Merriwell,” he said. “No one helse would think
of being so hextremely generous.”
These words were meant to be very cutting.
“Besides,” continued the Englishman, as Frank did not speak at
once, “no one helse is so wonderfully wise.”
Bart Hodge was frowning blackly. He had taken an instant dislike
to Hollingsworth. He afterward confessed a desire to punch the
fellow on sight.
Proctor sought to mediate and pour oil on the waters.
“Mr. Merriwell was speaking in strict confidence to me,” he
declared. “He did not intend that any one should overhear.”
“And,” said Frank, “I had no thought that any one would come up
behind us with such pantherish steps that we could not know he was
listening to conversation not intended for his ears.”
The red face of Hollingsworth took on a deeper tinge.
“I ’ave seen these gents who go round offering secret criticisms!”
he exclaimed warmly. “They think to do more ’arm that way than by
speaking hout with courage; but hoften it is the case that they
hinjure no one, as they seldom know what they are talking habout.”
This was meant as another deep thrust at Merry.
“You’ll get what’s coming to you if you keep it up!” thought Hodge.
“If Merry doesn’t deliver the goods, I will!”
Frank knew Bart would smart under such conditions, and he gave
the quick-tempered fellow a glance of warning.
Merriwell was the guest of the Ashport A. A., and he wished no
encounter with the trainer.
“I have not the least desire to say anything to injure you, Mr.
Hollingsworth,” he declared calmly. “On the contrary, I am inclined to
give you Englishmen all the credit you deserve in long-distance and
cross-country work, and that is a great deal, for you stand at the
head.”
This seemed to quiet the trainer a little, although it did not wholly
satisfy him.
“But you have no call to come here and discuss me with the
president of the club,” he asserted. “I know my business, sir. If you
don’t think so, look into the records of Overby and Hare, of the
Middlesex Cross Country Club, England. I trained both of those
men.”
“I know about them. Hare could not defeat Orton, the American,
at the steeplechase in your own country. Orton won the
championship of England. Already he held the championship of
America, and later, at Paris, he became champion of the world.”
Hollingsworth flushed again.
 “Horton was an accident!” he cried. “You never produced a man
like ’im before, and you never will hagain!”
“Oh, I don’t know about that,” returned Frank, with slightly
uplifted eyebrows. “We’re just getting into such work in earnest over
here. You have been training men for it a long, long time.
Generation after generation of long-distance men have followed
each other at your colleges. We’re beginning to press you hard.
Twenty or thirty years from now you’ll find yourselves following in
our lead.”
“Never!” snapped the Englishman. “You Hamericans are conceited,
that’s what’s the matter with you! Heven in this race I wouldn’t be
surprised to see an Englishman take the trophy.”
“But you have no English runner in this club who is formidable.”
“No.”
“Then it seems you do not expect one of your own runners to
win.”
“I ’ope one of them will,” said Hollingsworth hastily. “I ’ave done
my best, but a man can’t make champions hout of poor material.”
“Occasionally he can,” denied Frank.
“Oh, I suppose you might, you ’ave a way of haccomplishing such
wonders! Better get hup your courage and henter. I don’t think it
would be so ’ard for one or two of our members to defeat you.”
“You tempt me—really you do,” smiled Merriwell.
“You ’aven’t the nerve.”
“Haven’t I?”
“’Ardly. If you did, as sure as my name is ’Erbert ’Ollingsworth, I’d
wager you wouldn’t finish better than third.”
“Just to show you I can finish second, at least,” Frank laughed, “I
may reconsider my determination and enter for the run. In fact, I
think I will.”
 “I ’ope you don’t back hout,” sneered Hollingsworth; “but,
considering who is hentered already, I fear you will.”
Frank had settled his mind.
“Put your fears at rest,” he advised.
“Well, if you get shown up after being so critical,” said the
Englishman, “I shall not shed tears. Mr. Proctor, I wish to see you
after training is over. Will you wait for me here, or come over to the
baths?”
“I’ll see you downstairs, Hollingsworth.”
The Englishman nodded to Proctor and the two gentlemen at the
west side of the observatory, who had listened to the talk, but had
offered to take no part in it, descended the steps, disappearing from
view.
“I give you my word, Frank,” said Hodge hotly, “that I’d rather
punch that fellow than any man I’ve encountered in a whole year! I
simply ached to hit him, but, of course, I wouldn’t pick up a quarrel
with him here.”
“I hope you refrain from picking a quarrel with him anywhere as
long as we remain in Ashport.”
“But he was so confounded insolent!”
“Which is the manner of some Englishmen of a certain grade.
They entertain a contempt for Americans and are unable to conceal
it. The better class, like Mr. Ashley, for instance, have come to
understand and respect us.”
“You seem to be a rather broad-minded young man,” said one of
the gentlemen. “I observed that you held yourself in perfect restraint
throughout that talk with Hollingsworth just now.”
“Too much restraint is as bad as none,” muttered Hodge.
“That depends on what you consider too much,” said Frank, who
had caught the words.
 “I tell you,” said Proctor, speaking to Merry and Bart, “I’m inclined
to believe Hollingsworth has not worked our men out properly. He’ll
have to give them some cross-country work now.”
“But it’s pretty late,” reminded Merriwell. “They must not be
overworked. There is danger of overworking them at this stage.
Don’t let him push them until they go stale on the eve of the
contest.”
“If one of our men does not win,” said Paul, “I hope you get that
trophy, Merriwell.”
“Thank you. I have decided to try for it, but I still think it should
go to a member of this club. Who is the Englishman entered, and
where is he from? Hollingsworth said he’d not be a bit surprised to
see an Englishman walk off with the trophy.”
“He must have been thinking of Arthur Huntley, of Buffalo.”
“Is he English?”
“I believe so. I think, though, he is now a naturalized American.”
“We’ll have to take a little interest in Huntley, Bart,” said Frank. “I
wish to know why Hollingsworth fancies he may win the trophy.”
“Simply because the fellow is an Englishman,” said Hodge.
But Merry shook his head.
“Hollingsworth is not a fool, and he knows there will be other
good cross-country men in the race. No doubt he sympathizes with
Huntley, but Huntley must be unusual in order to lead this man to
believe he will win.”
At this moment one of the gentlemen called attention to a carriage
that was approaching the clubhouse. Immediately Proctor
announced that Mr. Ashley was one of the two gentlemen in the
carriage.
“He is bringing the trophy!” cried the president of the club, in
great eagerness. “He stated he would show it here this afternoon.
Come down, gentlemen—come down and see it!”
 They descended from the observatory and went down to the
parlor, where they found Mr. Ashley had already arrived, the carriage
being outside the door.
The gentleman who accompanied Mr. Ashley carried in his hand a
leather bag, which seemed quite heavy.
“That bag contains the trophy, I think,” said Frank to Bart, as
Proctor hastened to speak to Ashley.
The founder of the club was a man of slender, wiry build, an
Englishman of the higher grade, who had not acquired that
ponderous solemnity most Americans expect to see in Britishers of
middle age and of his standing. In many respects he was more like
an American than a typical Englishman. His hair and mustache
contained a liberal sprinkling of gray. He was plainly dressed in
brown.
Mr. Ashley had been expected, and there was a large gathering of
members in the parlor. He greeted them in a pleasant manner, yet
without elaborate politeness.
“Put the bag on the table in the centre of the room, Mr. Graham,”
he said, and his companion did as directed.
Herbert Hollingsworth entered and hurried to Mr. Ashley.
“The men have just finished work for the day,” he said. “They are
in the bathhouse. It will be thirty or forty minutes before they can be
here.”
“We will wait until they can come before showing the trophy,” said
Ashley. “How are our boys showing up?”
“Splendidly, sir. Prince and Clyde are in the pink of condition.”
“That is good. How about Sheldon and Bramwell?”
“Oh, they will be pretty sure to make a good showing, especially
Sheldon. Bramwell is persistent.”
Proctor gave Frank and Bart a nod, upon which they approached
and were introduced to Mr. Ashley, who shook hands warmly with
both of them.
“Mr. Merriwell,” he said, “I am particularly glad to meet you. Are
you going to enter?”
“Well,” smiled Frank, giving Hollingsworth a glance, “I have been
persuaded to do so, although I did not contemplate it when I came
here.”
“I persuaded him, sir,” the trainer hastened to declare. “To me it
seemed an opportune time to demonstrate that Mr. Merriwell is not
the only one in his class.”
Ashley was quick to catch something amiss in the manner of
Hollingsworth.
“This contest has been advertised as open for all registered
amateurs in this country,” he said, at once. “Every one is welcome to
compete, and may the best man win.”
 CHAPTER XX

THE GOLDEN TROPHY.

The parlor of the clubhouse was well filled when Robert Ashley
exposed the trophy, which had been placed on the table in the
centre of the room and covered with a flag.
First Mr. Ashley made a short speech, in which he explained his
object in offering such an award. In substance it was for the purpose
of arousing greater interest in cross-country races and thus to
develop in American athletes that stamina and endurance essential
in the modern man of business.
“American runners are better known for flashing brilliancy than for
dogged determination,” he said. “In the great race of life, endurance
wins far more often than brilliancy, which is not infrequently allied
with weakness. But the runner must have a strong heart, else he
may become discouraged by the apparent success of some
competitor who flashes past him at the start. If he persists doggedly,
determinedly, gauging himself properly and making the best of his
powers, he may have the satisfaction of passing the brilliant starter,
leaving him winded and spent and floundering helplessly in some
morass of business or thicket of commerce.”
There was a breathless hush when Ashley had finished. Then a
signal was given and the flag lifted.
All leaned forward and stared.
Then followed a murmur of admiration and a burst of applause.
 It was a statue, the lifelike and natural representation of a
diminutive, lithe-limbed runner, being about eight inches in height
and molded from a fine quality of gold. The base on which it stood
was also of gold.
But the admiration of the beholders was aroused not merely on
account of the material from which the trophy had been made and
its evident great value; the figure was splendidly and scientifically
molded, being so natural in its every pose, resting on the toes of the
right foot, with the left leg thrown forward in a fine stride, the knee
bent, the naked left arm swung backward on a line and the right
arm forward, the hands closed, the head setting perfectly on a
slender yet full neck, the face firm and determined, every line from
toe to topknot denoting vigorous and easy action—so natural was it
that it must have created a sensation even though formed of lead.
Those present crowded about the table. After a little they began
to comment wonderingly, not so much on the costliness of the
trophy, as on its value as a work of art. There was no one present
who did not realize that it must have cost a great sum of money, and
was something that the fortunate winner could display throughout
the remainder of his life with the utmost pride.
After they had discussed it for a time, Mr. Ashley spoke:
“Gentlemen,” he said, “it may seem strange to you that I have not
up to the present time made known the exact nature of the trophy I
intended to offer. I will explain. It is my belief that the cleanest and
most commendable sports are those in which the contestants
participate without covetousness or hope of reward other than the
glory that comes to the victor. In the glorious days of Greece the
victor was rewarded with a wreath of laurel. I believed it was
possible to bring together for this event the leading long-distance
runners of this country, without arousing their greed by advertising
the real worth of the trophy, and the result has justified my
judgment. Only those who have already entered or to-day announce
their intention to enter and make proper application will be
accepted. Already the leading amateurs of the United States, with
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