1. 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.
2. Describe two methodologies used to do Job Analyses. Compare and contrast these methods and explain the pros and cons of each.
3. Explain the importance of Job Analyses to the practice of Human Resource Management.
4. Give 2 examples of internal recruitment. What are the advantages and disadvantages of internal recruitment?
5. Give 2 examples of external recruitment . What are the advantages and disadvantages of external recruitment?
6. List and describe three steps or procedures that can be implemented to help reduce errors in the selection process.
7. What is meant by the term "bona fide occupational requirement"?
8. Why is it useful to have a supervisory interview?
9. What role does the "realistic job preview" play in the selection process?
10. What role does validity play in the determination of the efficacy of a selection (screening) process. Give an example to illustrate your point.
11. What role does reliability play in the determination of the efficacy of a selection (screening) process. Give an example to illustrate your point.
12. A firm that relies primarily on internal recruitment may encounter the "Peter Principle". Define the "Peter Principle" and describe how this phenomenon may be avoided.
13. 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.
14. Discuss the advantages and disadvantages of using rating scales as a performance appraisal tool. Give examples.
15. Given some of their disadvantages as appraisal tools, what could be done to improve rating scales?
16. Discuss the advantages and disadvantages of the narrative essay and the critical incident technique as performance appraisal instruments.
17. Describe the key steps in Management by Objectives (MBO). Explain why MBO is considered a form of performance appraisal.
18. What are some common faults of performance appraisal systems? How can these faults be rectified?
19. What are the objectives of a firm's compensation policies? Give two examples to illustrate your points.
20. List and give examples of two internal and two external factors that affect a firm's compensation policies.
21. 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?)
22. List and describe the steps used in the Factor Comparison Method as a means of determining pay rates.
23. Distinguish between the concepts of "equal pay for equal work" and "equal pay for work of equal value".
24. 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?
25. When we speak of "equal pay for work of equal value", how is "equal value" determined?
26. List and describe two types of performance appraisal biases. Give examples illustrating these biases.
27. Describe the steps necessary in the development of Behaviorally Anchored Rating Scales (BARS). Explain how you would utilize these steps in the development of BARS for the evaluation of BCIT instructors. (see also...)
28. 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?
29. Discuss the advantages (and disadvantages), of the British Columbia Employment Standards Act, from the perspective of:

• employees
• employers
• the general public

30. Discuss the advantages (and disadvantages) of a unionized workforce from the perspective of:
    • workers
    • employers
    • the general public
31. Employment Standards Act questions (as a study guide, please refer to the or ALTERNATE SITE )

    http://www.oocities.org/Athens/Forum/3126/htmlhrmtoc.html):

    1. Are employees entitled to a paid lunch break?
    2. How many weeks of vacation is an employee entitled to after 4 years of consecutive employment?
    3. Is an employee entitled to be paid during his/her vacation?
    4. Is an employee who works 12 consecutive hours entitled to overtime pay calculated at double time?
    5. Can an employer require employees to maintain their company uniforms?
    6. What is the minimum wage?
    7. Does the Act require an employer to give coffee breaks?
    8. Is an employer required to pay for job orientation, training, or meetings?
    9. May an employer require an employee to work overtime?
    10. Is an employer required to pay overtime for work performed on a weekend?
    11. Does the Act permit an employee to work through an annual vacation and be paid for this time as well as receive vacation pay?
32. The British Columbia Labour Relations Code does not permit employers to use "replacement workers" (replacing the workers out on the picket line) during a legal strike? Do you agree or disagree? Explain your position. Explain why the other position (opposed to yours) might also have some merit.
33. As described in the video Final Offer, unions play a significant role in the operations of Canadian General Motors plants. Clearly, unions do not play a role in the Chinese factories described in the article BOOT CAMP AT A SHOE FACTORY: REGIMENTED WORKERS IN CHINA'S FREE LABOUR MARKET. As students of business, what lessons can you draw from these very different scenarios?
    • Compare and contrast the working conditions in the General Motors plant in Oshawa circa 1984 (as you witnessed in the video Final Offer) with those described in the article. As you answer this, do so from the perspective of workers' rights, employers' rights, worker organizations (unions), societal concerns, economic issues, and international trade. What role does (should) legislation play in the governance of the relationship between workers and workers' organizations, and employers? Put another way, to what extent should these parties be free to sort out their differences as opposed to being regulated by government? Finally, in your opinion, should the market for labor be governed by the same economic conditions that govern the trade in other commodities? Defend your position.
34. Define and discuss the concepts of "duty to accommodate", "bona fide occupational requirement", "undue hardship", "direct discrimination", "adverse effects discrimination" and "contracting out of Human Rights legislation", as these concepts relate to Human Resource Management and the Canadian Human Rights Act. Cite examples from O'Malley, Bhinder, Alberta Dairy Pool, Renaud, and BC Female Forest Firefighter (British Columbia (Public Service Employee Relations Commission) v. BCGSEU) where applicable. - NEW!
35. In cases involving a "duty to accommodate", how is "undue hardship" determined? Give examples of what might be construed as "undue hardship"?- NEW!
36. Describe the union certification process in British Columbia (refer to Peter Seidl's lecture). An element of this process is the subject of considerable discussion during the current provincial election campaign. What is this element, and what are the two major contending positions. What is your opinion about this issue? - NEW!
37. In the video Final Offer, the employees at the Oshawa plant twice engaged in "wildcat" strikes. What is a "wildcat strike"? Are wildcat strikes legal in British Columbia? What arguments can be made for and against permitting "wildcat strikes"?- NEW!