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Professional certificate in Human Resources
COURSE: PHR
Located near the central business district, Mika's Pizza Parlour is a popular eating house. It opens for lunch daily at noon and closes in the early hours of the morning. The restaurant is owned by Mika Tagaroa. Family members make up the core of the full-time employees, with students and 'second jobbers' taking up the casual and part-time positions. In all, there are 23 workers. The staff are all non-union. Turnover among the non-family members is extremely high, with 90 per cent of part-time and casual employees having less than six months of service.
Business is always hectic, but particularly so on Friday and Saturday nights. On these nights the restaurant is filled to capacity and does not close until 3.00 a.m. Individual waiters are responsible for four tables, each seating four to six people. On a busy night each table can turn over as often as 12 times. As a result, the staff work extremely hard.
Evening, part-time and casual staff are given a free meal before they start at 6.00pm. They are not able to take another scheduled break until the restaurant closes. At that time, they are provided with coffee, wine and a pizza. Non-family members are paid award rates of pay. All tips have to be placed in a box and are split 50/50 between Mika and the staff.
Given the pressure of work, tempers are often frayed. Consequently, the atmosphere is regarded as stressful and many employees quit after just one or two nights. In addition, Mika publicly disciplines employees when he is in a bad mood or if he does not like an individual waiter. Employees are expected to do as they are told and not to question Mika (or any orders given by a family member). This often creates confusion when a family member instructs an employee to do something which Mika later does not agree with. One thing that particularly upsets employees is Mika's practice of openly counting the night's takings and boasting of how much money he has made. As each waiter serves in excess of 200 customers on a really busy night and average expenditure is $30 per head, the waiters quickly become dissatisfied with their pay. After one very hectic night, Tuilagi Maui, a Western University business administration student, tried to discuss his pay with Mika. Mika, furious at the insubordination, fired Tuilagi on the spot.
Discussion questions
1. What employee needs are not being satisfied? If you were Tuilagi, what would you do now?
2. As a union organiser, what would you do? How would you approach Tuilagi? What would you say to the casual and part-time staff?
3. As a PHR specialist, what recommendations would you make to Mika? How would you convince Mika to adopt your recommendations?
SECTION B:
1. Identify the different approaches to industrial relations and consider how the focus of each approach impacts upon union activities.
2. Downsizing aims to achieve greater organisational efficiency by job elimination. Examine the negative impact of a poorly designed downsizing strategy and the effect that this could have on an organisation.
3. What tactics would you use if your choice of strategy was
(a) win–win
(b) win–lose?
Give examples.
4. Explain the difference between high- and low-context cultures and how this impacts upon cross-cultural communication.
5. What is labour turnover? How is it measured? Is there an optimal turnover level?
6. Explain the relationship between the HR function and the organisation’s business strategy, and why it is essential to see how HR contributes to the achievement of that strategy.
7. List three reasons for doing a job analysis. For each of these reasons, give examples to illustrate why it is useful to do job analyses.
8. Describe two methodologies used to do Job Analyses. Compare and contrast these methods ?
9. Explain the importance of Job Analyses to the practice of Human Resource Management.
10. Give 2 examples of internal recruitment. What are the advantages and disadvantages of internal recruitment?
11. Give 2 examples of external recruitment . What are the advantages and disadvantages of external recruitment?
12. List and describe three steps or procedures that can be implemented to help reduce errors in the selection process.
13. What is meant by the term "bona fide occupational requirement"?
14. Why is it useful to have a supervisory interview?
15. What role does the "realistic job preview" play in the selection process?
16. What role does validity play in the determination of the efficacy of a selection (screening) process. Give an example to illustrate your point.
17. What role does reliability play in the determination of the efficacy of a selection (screening) process. Give an example to illustrate your point.
18. The purpose of performance appraisal may be either evaluative or developmental; define these terms. Give examples of each type of appraisal to illustrate your definition.
19. Discuss the advantages and disadvantages of using rating scales as a performance appraisal tool. Give examples.
20. Given some of their disadvantages as appraisal tools, what could be done to improve rating scales?
21. Discuss the advantages and disadvantages of the narrative essay and the critical incident technique as performance appraisal instruments.
22. . Describe the key steps in Management by Objectives (MBO). Explain why MBO is considered a form of performance appraisal.
23. What are some common faults of performance appraisal systems? How can these faults be rectified?
24. . What are the objectives of a firm's compensation policies? Give two examples to illustrate your points.
25. List and give examples of two internal and two external factors that affect a firm's compensation policies.
26. Define internal and external equity as it relates to compensation. Explain why these concepts are important. (What might happen if questions of equity are ignored?)
27. List and describe the steps used in the Factor Comparison Method as a means of determining pay rates.
28. List and describe the steps used in the Factor Comparison Method as a means of determining pay rates.
29. Distinguish between the concepts of "equal pay for equal work" and "equal pay for work of equal value".
30. When discussing concepts of pay equity, we encounter the fact that there is a wage gap between men and women. What are some of the reasons why this wage gap exists?
31. When we speak of "equal pay for work of equal value", how is "equal value" determined?
32. List and describe two types of performance appraisal biases. Give examples illustrating these biases. ؟
33. Proponents of Total Quality Management (TQM) essentially reject traditional performance appraisal methodologies. What is the essence of this position? Do you agree or disagree? Why?
34. . Discuss the advantages (and disadvantages), of the British Employment Standards Act, from the perspective of:
* Employees
* Employers
* The general public
* Discuss the advantages (and disadvantages) of a unionized workforce from the perspective of:
o workers
o employers
o the general public
o Are employees entitled to a paid lunch break?
o How many weeks of vacation is an employee entitled to after 4 years of consecutive employment?
o Is an employee entitled to be paid during his/her vacation?
o Is an employee who works 12 consecutive hours entitled to overtime pay calculated at double time?
o Can an employer require employees to maintain their company uniforms?
o What is the minimum wage?
o Does the Act require an employer to give coffee breaks?
o Is an employer required to pay for job orientation, training, or meetings?
o May an employer require an employee to work overtime?
o Is an employer required to pay overtime for work performed on a weekend?
o Does the Act permit an employee to work through an annual vacation and be paid for this time as well as receive vacation pay?
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