Last option to increase motivation would be job rotation. With this the workers would be rotated between similar jobs to avoid repetitiveness. This would be a viable option if future for Cape Breton wall coverings, as it would potentially increase the motivation for workers, and it would give the workers more diversity in their skills and experiences. This would be potentially very valuable option, as the Batch type manufacturing process needs workers with high skills. Also group based job designs and human factors in the job design could be worth investing in a future when the workforce has learned their trade.
Job Analysis
To get specific data on what the job actually is, a job analysis needs to be conducted. This would have required objective research on the jobs to be made and with this data the job design could have been adjusted to be more realistic. A good job design would have covered the tasks to be done, how the job would be done, under what conditions it would be done, and the required KSA’s.
The case study suggests that Cape Breton Wall covering hadn’t done any formal job analysis before designing the jobs. If the formal job analysis would have been done a multiple issues could have been avoided. For instance a formal job analysis would have shown that the local labor force was very unskilled in wall covering technology and processes, and couldn’t possibly learn the new trade fast enough for the plant to be productive during its early years. After all, the standard gravure printer took 6 years apprenticeship to be skilled at his work; Cape Breton workers got only 6-months on the job training. This knowledge could have affected the decision on whether to build the plant at all to Cape Breton.
Secondly good job analysis could have brought forth the need to have HR knowledge or experience for the supervisors to avoid many legal and HR issues.
Recruitment
Workers
One of the reason why the plant was set up in Cape Breton was availability of workforce, as the unemployment rate in Nova Scotia was 20.7%. However, even though there was availability of plentiful cheap labour force, people were not qualified enough to work for Cape Breton Wall coverings.
To conduct the job successfully and according to job design, the employees had to operate the latest technology machinery, which required high technical knowledge; something the cheap labour force did not possess. Since Cape Breton Wall coverings was the first ever wall covering plant to be established in the Atlantic Provinces, the labour available also had no previous wall covering experience.
Even the recruitment phase in the plant’s start up was conducted so fast that the purpose of it was not solved at all, and the company ended up in hiring the completely unskilled and inexperienced workers.
Supervisors
To supervise the entry level workers in production department, the Breton Wall covering hired 5 supervisors. These were brought to company from outside of Cape Breton and they were highly experienced in the job. These supervisors were to be models or couches for the workers. Because it is expensive to transfer qualified workforce for the area, the Cape Breton wall covering opted to transfer only 5.
However there are several issues in this. Firstly even the supervisors had no knowledge on how to use the new machinery the company had provided the plant with. Secondly the supervisors had no HR training or experience. Thirdly bringing outsiders to supervise the low skilled workforce is practically ideal for creating negative “us versus them” mentality among the workers. This can lead to resentment, or causing difficulty in communication. For instance the workers might feel that “the outsiders are getting the best opportunities and resent them for it. Or they feel that they cannot trust their supervisors and will not communicate their issues or even the issues in work for the supervisors.
Also there is an issue for having only 5 skilled and experienced supervisors to teach the 70 or so workers to do something they have never done before. The skilled worker / unskilled worker ration is very low, which can cause the supervisors to overextend themselves or give way too little attention to the workers that need it. This leads to low learning, and thus to mistakes and low productivity.
Selection:
The main motive of selection is to find the best fit candidate for the job. This deserving candidate is someone who possesses the right knowledge, skills and abilities to perform as expected and work towards efficiency of the organization by working to achieve the strategic goals of the organization. As Cape Breton Wallcoverings was the first wall covering to be located in the area, it was essential for them to implement effective hiring system in order to hire the best fit candidates. The case didn’t specify how the selection was done, but a proper selection process includes initial screening, testing, and reference checking. As Only 60 out of 550 applicants were selected for the job, it suggests that such methods were in place. However there are two concerns for the selection process.
Firstly, the fact that all the hired employees very young, between the ages of 20 to 30 years old, suggest that there was indirect discrimination happening in the selection process. It seems that the company noticed that it couldn’t find enough of qualified labour, so it decided to get the best candidates for fast learning and thus decided to hire only young workers with potentially high learning curve. As this is human rights violation again protected group, the company could be in trouble. Especially in no formal documentation has been made over the selection process.
Secondly, even after the selection process was done, the candidates selected were not familiar with the printing craft. This clearly points the poor location planning decisions. Because of the lack of qualified labour, the company had to implement costly intensive training to almost every employee.
Orientation
After the employees were selected and recruited, they should have been subjected to an orientation. Unfortunately, as in many organisations, there was no formal orientation provided to the employees of Cape Breton Wallcoverings. If provided, it would have given the employees information industry and the job for which they were hired. It would have given them a chance to familiarize with fellow employees, rules, policies and practices so that they would have been working right from the start according to the organizational expectations. By understanding the strategic values of their job employees would have developed task identity, which would have increased their motivation to perform better resulting in increased productivity and lower training costs.
Training
As the employees hired lacked the required KSA’s, training needed to be provided to them in order to equip them with the knowledge, skills, and abilities required to perform the job according to the standards of the organization. That is, employee’s ability to perform the task as described in the job description was to be developed. Training was also required in order to reduce the risk of injury on the job. As the machinery used was highly technical and the employees had no idea of how to operate it, there was a risk of accidental injury caused to the employee due to unfamiliarity with the machines. Moreover, training was also essential in order to reduce the negligent behaviour of the employees by providing them detailed explanation about the serious concerns such as possible injuries and hazards.
Although proper training was provided to the employees, the training process was largely unplanned. This was mainly due to the lack HR knowledge in the management and middle management. A proper training program would have required much planning and actions before hand to maximize the results of training. To conduct a proper planning for the training program, an analysis of the job should be done. This would have provided information on what are the actual training and development needs of the organization. Then instructional design would have been done to specify, what an employee could be capable of doing after successful completion of his training. After learning objectives and training methods had been made clear, the trainers should have designed the agenda for delivering the training. Last step of training should have been to check the transfer of learning.
In actual, employees received on the job training under the supervision of five employees experienced in manufacturing wallpapers. These employees supervised 70 unskilled employees in the printing area. As an informal apprenticeship program, these supervisors also monitored and evaluated the trainees.
Critique of training
Though one needs to question on how realistic the training plan was, as the standard gravure printer in England spent 6 years as an apprentice and Cape Breton Wall coverings expected their employees to fill this position after 6 months of on the job training. This suggests that the management was overly optimistic in the effectiveness of the training plan. Also the fact that 5 experiences workers needed to educate 70 completely unskilled workers in totally new trade seems very unrealistic as the student / teacher ratio is very small and the employees were very not capable of independent action during the first few months, rather they needed to be constantly supervised and instructed on the job.
A rather large issue is also the fact that the supervisors themselves were not able to use the latest cutting edge machinery and had no knowledge or experience on how to conduct effective training. Rather they provided an example and showed “on-the-job” how to do things for employers, which incidentally lowers the effectiveness of training provided.
Experts
To teach the supervisors how to use the latest machinery and processes, the company planned to invite a expert from England, who would have act as a consultant to management and production department. He would stay for 2 years and also make recommendations and implement changes to the system. Another expert, a German chemist, was also planned to be invited, who would assist in the production technologies with vinyl base formulas.
However there are a few issues in hiring foreign experts to educate the supervisors. First there are cultural issues. England, Germany and Canada all have very different cultural views on for instance the timeliness, the work ethics and even the language barrier could have made things bit challenging. Then there is also an issue of transfer of learning. A leading expert on technology is not very suited to teach low educated workforce, as the lingo and way of understanding are on different levels. As such, the learning process is potentially very slow and ineffective.
Performance management
Situation
Employees receive feedback from Chris Woof and his team of 5 supervisors. The case didn’t specify how the feedback was given, but it seems that the feedback is given on site when needed, without a formal appraisal system. Also it seems that employees aren’t given a clear personal goals to work towards, rather they are given general statements such as “company is not doing well, our waste amount is huge, quality is not up to par, the productivity is lacking.
Issues
The situation had multiple issues. Firstly if the employees haven’t been given personal goals, targets or action plans that they could works towards, they cannot know whether the work they are doing is good or bad. This can result in low motivation as the personal success and feedback is critical in creating motivation and inspiring employees. The group targets are not a bad approach by itself, but they can result in general depression as a single worker may feel that “his work doesn’t make a difference in failure of the whole plant” and “whatever he is doing, he cannot affect the whole outcome.” These sentiments can easily lead to low work moral and thus low productivity.
Second issue is that the feedback is probably given on the job. If the feedback is given so that the other workers on the line hear it can cause issues in the group mechanics. For instance good feedback may lead to envy and resentment of the worker who has been praised, especially if the worker in question is excelling. However the negative feedback can prove out to be just as harmful, as it can lead to workplace harassment and bullying.
This danger is multiplied by the “small town” mentality of the workers in plant. All the workers are aware of company success because of “team approach” John Hooker employs. As the success of the Cape Breton Wall covering is very important for the area (suggested by very low turnover and absenteeism), and such consistent failure to meet the targets may cause fear among the employees that the company fails and the employees could lose their job. Thus the workers can become very protective of their jobs, can act out in a very negative way to their colleagues whose work isn’t up to par. However these sentiments can rise even if the feedback is given privately, because in closed work environment the group is quick to notice the performance of others.
Also the “open Door policy” Hooker encourages is probably quite ineffective as the workers may feel that giving only good news to the management is rewarded, and thus giving bad news is avoided. Also the “Us versus them” thinking may cause the Cape Breton employees to withhold their ideas, feedback and comments as they may feel that the management wouldn’t listen to them.
Supervisors’ skill
There also an issue of the expertise of the supervisors. The appraisals of the workers is the most important duty for the line managers but neither Chris Wood nor his team of 5 supervisors have any sort of HR training, background or expertise. As such the feedback given by them is subject to “rater errors.” These include lack of visibility, lack of detailed information of the worker / work in question and different biases. Also issue is that without formal appraisal process or proper knowledge and experience in giving appraisals, the feedback given to employees is not consistent, it could be irrelevant, or include unrealistic standards. This could lead to unfair feedback and thus not all employees necessarily get the same amount of attention. Also there is a question if Chris wood and his team of supervisors ever documented any of the feedback or appraisals given and was the information used for anything. Without proper documentation the company may be in trouble in any of legal cases when a documented proof is needed.
Career development
According to the current system of the plant the career development path is very clear and linear. Thus the work is tied to clear rewards / recognition of gaining a promotion. This is especially true in production department where the workers start with barely any skills and knowledge in training position as a trainee. When he has learned enough of the process, the promotion to printer’s assistant in possible. When the person knows the work, has experience and has gained enough training on the job he may be promoted to printer. The career development possibilities are straight linked to experience, knowledge and success. The promotion is decided by Chris Woods and his team of supervisors.
While this linear career development is technically a good thing, there is multitude of subtle issues. Firstly if there are no higher positions free, the workers may feel oppressed in their position and this may lead to low work moral. The case may be that already very qualified assistant can feel that the job is not challenging enough, and in hopes of more pay or more challenges, may decide to leave the company. After all a gravure printer skills that he has learned can be very valuable.
Secondly because the promotion is based on the decision of the supervisors, the workers may feel resentment if they have been denied promotion multiple times. Also because the lack of HR expertise in supervisors the employees may feel that they are discriminated against, especially if many equally qualified workers are considered internally for the promotion. This can cause legal trouble especially if none of the appraisal process is documented. The resentment may also be amplified by the fact that the Chris woods and all the supervisors are outsiders to the area, and bring forth “us versus them” mentality. It can lead to “they came here for cheap labour, but we are not so cheap anymore” thinking, and can cause employee unrest and demands for higher wages and / or benefits.
Compensation and benefits
Wages
The cape Breton workers receive in the production department the following hourly wages: trainee 7 dollars / hour, assistant 9 dollars / hour and printer 11dollars / hour. Yearly increases are calculated based on the cost of living formula. According to the case info these wages are considered fair and even competitive against the wages of similar jobs in the area. The salary increases are based on linear career development.
While it was not mentioned in the case study how much the senior management team, supervisors or experts earned, it can be assumed that there is a significant difference. This can lead to problems as the local workers may feel resentment especially towards the middle management, the supervisors as they are in the closes contact with the employees. This can be amplified by the fact that even though the supervisors were experienced in the job, even they didn’t know how to use the new machinery and thus they too had to receive training. Also the supervisors were new to the company, so they may have had difficulties in the beginning. This can lead to negative situation where employees feel that the supervisors are unfairly compensated for their previous work experience. Also “us versus them” mentality can cause issues.
However the company has no real need to increase the wages to become a leader in pay externally. This is because even with the current wages the company is easily able to attract workers to work in the plant, the area’s high unemployment numbers is a bonus the company in this. Also the need for qualified workers is not as critical in the future if the company is not going to expand. However if they are going to expand the plant, the higher wages could help to attract more and better qualified workers from outside the area to answer the expansion needs.
Benefits
At the moment there are no benefits packages for the workers in Cape Breton Wall coverings. This has not been an issue during the start of the plant, as the company was able to attract large pool of candidates during the first recruitment phase. As the benefits package is mainly used to instill loyalty to the employees, it is understandable that the company didn’t feel need to create such expenses. However, the creation of benefits package could become necessary in the near future.
The company has used significant amount of resources to train the workers, and now when they are getting to the point where the workers are finally able to achieve the productivity numbers the company wish for, it will become important to create a significant tie to bind those skilled worker to the company. After all, even though the area has lots of available workers, training non skilled workers Is significantly more expensive than retaining the workers the company already has trained. Examples of possible benefits packages the company may wish to consider are health care packages and pension packages, as these would achieve the employee loyalty and could be given to all workers.
Incentives
The Cape Breton Wall coverings don’t offer any significant incentives at the moment for workers. The only straight reward for doing the job well is a distant possibility of gaining a promotion. Also there is a small group incentive in a place, the “team approach” that John Hooker employs. With this the company tells the financial situation of the company for the workers and according to the case, the workers work proudly to lessen the inefficiencies. However as the company faces issues such as slow learning curve, low productivity, inefficiencies in production and questionable quality in the final products, there is a real need for incentive planning.
The company should consider is to offer some sort of personal and group incentive plans to workers so that they would be encourages to produce more, lessen the amount of mistakes, produce higher quality products and that the employees would be interested to use their private time to study the trade to fasten the learning curve. Possibilities that could be considered are: a group incentive planning such as gain sharing plan to reduce the overall waste, inefficiencies and costs, personal incentive plan that ties the work partly to productivity to increase the productivity and best worker prices to increase the learning curve and quality of products.
Employee relations
The case doesn’t specify the discipline methods used at the Cape Breton Wall coverings, but it can be assumed that most common form of discipline is critique on the production line, where the supervisor inspects the work done and gives straight feedback / critique. This is effective way of disciplines the workers colleagues and friends hear the critique, and the group pressures the worker to match the standards. However the issues with this are possible bullying and harassment by the group, and this may cause the company legal issues such as discrimination and human rights violations. Other forms of discipline that case suggests are dismissal for repetitive failures to meet the standards, or inability to fit into the group / company.
The case suggests that the employees may not have enough information on the company’s expectations, rules and policies. After all, even their closes supervisors are new to the company and they have not been taught to deal with HR issues, so it is entirely possible that they have not conveyed the necessary information to the employees, instead deciding to focus on training the employees on the trade. Because of the lack of HR training in the middle management it is also very possible that there are no set disciplinary procedures in place and thus the disciplinary actions may differ greatly between the supervisors, resulting in lack of consistency and fairness of treatment.
The case doesn’t give any insight into how the dismissals are handled, but it suggests that the employee turnover is very low. So it is possible that there are no set procedures for the situation. It there is not procedure how to handle these cases, the company may have issues in legal forth, such as lack of documentation, discrimination, human rights violations. For instance if the dismissed employee sues the company, how can they prove that the dismissal was fair and necessary without documentation? Or if there are no consistent disciplinary procedures, the employee can say that the dismissal was because of discrimination, and how could the company answer to the charges?
Legal issues
ESA wages
The wages in the Cape Breton wall coverings were well within the ESA minimum wages and industry standards. According to the research the ANC consulting made, the standard wages for gravure printer is between 14-16 dollars / hours in year 2011. ( Salary expert, Gravure printer salaries. Available at: http://www.salaryexpert.com/index.cfm?fuseaction=Browse.Etcher-Gravure-Printing-salary-data-details&PositionId=19296) If we consider the inflation, we can say that the wages in Cape Breton plant in year 1989 were well within the standards and even competitive. Also the salary increases that were based on cost of living formula were within ESA standards.
ESA hours
The hours of work however are an issue for the Cape Breton Wall coverings. During the first year of operations the hours were 8hours shift / worker, 5 days a week resulting in 40 hours of work / week for a worker. This is completely legal and well in acceptable limits. However problems arise with the increased demand the plant is facing. The production needed to rise so the management planned to increase the work for each worker starting January 1990. The planned increase is to have the work shifts to increase to 12 hours / worker in day and to have workers work 4 of such shifts in a week, resulting in weekly work of 48 hours.
When we untangle this issue, the first thing is to note that every hour worker over the limit of 8 hours / day is in overtime pay to meet the ESA standards. For work over 8 hours this is overtime pay is 1,5 increase. Meaning that for instance the gravure printer having 11 dollars / hours on regular pay, would get for those 4 extra hours 16,5 dollars / hour. Secondly according to ESA, it is legal to have the workers work 48 hours / week if the overtime pay is paid. If there is no averaging agreement made, the company must pay 1,5 times the normal pay for every hour that exceeds the limit of 40 hours. (ESA, part 4, subsection 40).
Also ESA part 4, subsection 39 must be considered. In this piece of legislation it is said that: “employer must not require indirectly or directly employee to work excessive hours or hours detrimental to the employee's health or safety.” This makes the hours the management is considering illegal if they will continue for a longer period. So, the Cape Breton Wall coverings cannot continue such shift arrangements for a long period or they may be facing legal issues for violating the employment standards act.
Lack of Hr Knowledge and documentation
The lack of HR department of knowledge in management and middle management is resulting in many potential legal issues. These include the multiple human rights violations in discrimination and harassment. Secondly the lack of documentation can cause legal issues if the company needs to defend its actions in court. To recap few examples: the hiring of only young workers, from ages of 20-30 years old suggest that indirect discrimination occurred during the recruitment and selection phases. Potential discrimination can also occur during the disciplinary actions, as there were no fair and consistent procedures in place and supervisors had their own style of handling the cases with no training or experience in such situations.
It can be also noted that the company is not working towards pay equity of employment equity standards.
Occupational Health and Safety
The cape Breton wall covering has issues in occupational health and safety of the workers. At the moment most the workers are young and still relatively inexperienced and they are working with new machinery with little training and minimal supervision.
According to OHS (Occupational health and safety) legislation young and / or new workers must receive additional with health and safety orientation and training. And according to the case study, nothing or such was arranged. This suggests that the company is in serious violation of OHS legislation. However the legislation may have changed during the years, so it is possible that in the 1990 the company didn’t violate any laws. However, even if the company was not in legal violations it can be considered unsafe workplace. Also the lack of orientation, training and regulations suggest that the safety of the workers was not a priority for the company.
Labor relations
The cape Breton wall coverings didn’t employ any unionized workers; however there had been two attempts to unionize the plan by external influences. In both cases the attempt to unionize the workers had been voted down by the workers. Also relevant to the case was the managements dislike of unions. However, even though the management disliked the unions they were planning to encourage the workers to have an association. This was to give employees sense of security, consistency and ground rules. The draft for the association was in process of being drawn by the company lawyer.
However there are multiple issues in this. If they management was very open about their dislike of unions, it may be possible that the workers voted no to unions on fear of losing their jobs. And as it has already been mentioned, the jobs in the plant were very important for the Cape Bretoners. They are in very dependant relationship with the company.
Thus the negative vote to unionize doesn’t tell accurately how strong the pro union sentiments among the workers are. Also it is possible that there is threat of labor unrest brewing in the Cape Breton Wall coverings, as there are multiple issues such as coming increased work hours, no comments about overtime pay to compensation, OHS violations etc.
Secondly “worker’s association” seems like surface attempt to calm down most vocal workers without offering much power for the workers. What can do one association against the important employer of the area? To give suggestions. The association would have probably very little real power to enforce its decisions. Also association couldn’t do legally strikes, which only unions are able to legally organize, to enforce the workers demands.
Also the fact that the company lawyer was responsible to draw draft for the association is in suspect, it is very possible that there was no one knowledgeable enough in the legal sense in the work force to argue against the legal text and lingo used. So basically the company could add to the draft whatever stipulations would be useful for the company while making it seems relevant to the low educated workers. This is strongly suggest that the workers had little to none power to affect their situation in Cape Breton wall covering and the company wanted to keep the situation like that to strengthen them against labor unrest.
Recommendations
AN consulting group has a few recommendations on how to solve the critical issues the Cape Breton Wall Covering is facing on the future.
Unskilled labor
Firstly to answer the issue of unskilled labor AN Consulting recommends that the company provides the workers better qualified training. This can be done by training the supervisors in training techniques, so that they can in turn more effectively train the workers. Secondly as the trainer / trainee ratio is only 6.7%, we recommend the company to consider hiring at least 3 more qualified supervisors to increase the ratio to 10,7%. Thirdly we recommend the company to consider providing the new workers a self study material to increase the transfer of knowledge and the learning curve. In this self study material also company expectations, policies and protocols could be added, so that the workers would have consistent and reliable source of knowledge.
Also to reduce the need for new hires, and in return their expensive training we recommend the company to consider setting up a benefits package to instill loyalty to workers. Large scale packages such as health care or even pension packages should be considered. This has also bonus of reducing the threat of labor unrest.
Inefficient production
To answer second issue of inefficient production, the AN consulting suggest the company to consider implementing 3 incentive plans to answer different needs. Firstly to answer the low productivity, we recommend tying 30% of the pay to performance. This is significant enough number that the workers feel need to achieve higher productivity, but not too high to cause stress and significant mistakes.
Secondly we recommend the company to consider setting up an group incentive plan called “gain sharing” where the workers would have a chance to get monetary bonus on basis how much they have managed to reduce waste and inefficiencies in the work.
Thirdly we recommend and incentive plan as “best worker” to be implemented. This would reward the best performer quarterly or even annually on basis how good quality their work was and how much they have managed to learn to do the things better. This would encourage the workers to use the self study materials to do fewer mistakes and does higher quality work.
Lack of HR knowledge
To answer very serious issues that the lack of HR knowledge is cause the company such as legal issues, lack of documentation, low employee motivation, inefficiencies in company procedures the AN consulting highly recommends the Cape Breton Wall coverings to increase their HR knowledge. The most effective solution would be to set up an HR department. This would be the most expensive, but in the long run it would give a chance for company to solve all their issues that are coming from their lack of HR knowledge.
However if this option is considered too expensive, the AN consulting recommends an option of Hiring HR specialist for the company. This would be cheaper option, but also the benefits of this would become in longer period and there is a chance of the HR specialist being fast overworked.
Third option would be to get HR training for the line managers. This would solve the most immediate issues regarding performance management and training, but wouldn’t answer the need of lack of documentation very well or the legal concerns.
Expansion
To answer the high demand some accord must be reached in Cape Breton Wall coverings. AN consulting recommends of no doing the expansion at this time, as the plant is just reaching acceptable quality work. Also AN consulting feels that if the other recommendations would be followed, there is a possibility of reaching the industry norms in productivity. The machinery after all is capable of producing much more efficient bathes of products, and the workforce is just learning to use the machinery to its capabilities. This would allow the production get closer to the demand, and even though some deals would need to be turned down, the overhead of investment could be matched. Also keeping the issues small would allow the company to solve them and improve its efficiencies.
However, if the expansion is truly the only way to match the investment cots, AN consulting recommends doing the immediate expansion with extreme caution. AN Consulting feels that it would be very risky endeavor, as the investment required for that would increase the over head to over 20 million dollars. Also the expansion would multiply the problems the company is facing, making the few relatively small issues a huge concern. Also the already low productivity of 75% of industry standards can be estimated to drop to 50% or even less, while the amount of waste would increase. To reduce the productivity issue, AN consulting suggest that is the expansion is truly the only option, the Cape Breton Wall coverings would hire more skilled and experienced workers from outside the area, transfer already skilled workers inside the company to more demanding positions and hire new workers only to entry level positions.
Implementation plan
Predictions of impact
AN consulting group fully believes that if the Cape Breton Wall coverings implements the recommended changes the need for expansion is not needed at the time, and the company will be able to fix most of its issues during the second year of operating and will be able to match the industry standards in productivity, and skilled workforce and quality of products by the third operating year. If the expansion is implemented at this time with AN consulting recommendations and cautions, AV consulting group estimates that the productivity will drop to 65% of industry standards, and waste will increase, but the company will be able to meet the demand. However this will amplify the current issues and cause long term costs.
References
Salary expert, Gravure printer salaries. Available at: http://www.salaryexpert.com/index.cfm?fuseaction=Browse.Etcher-Gravure-Printing-salary-data-details&PositionId=19296
ESA - Employment Standards Act. Part 4. Available at: http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/00_96113_01#section34
OHS – Occupational Health and Safety. Available at: http://www2.worksafebc.com/Publications/OHSRegulation/Home.asp
Case Study – Cape Breton Wallcoverings, by Arcadia University.
Teachers slides and material provided by the teacher. Available at the moodle.
All chapters - Management of Human Resources, Third Canadian Edition, In-Class Edition, with MyHRLab, 3rd Edition, By Gary Dessler , Carolin Rekar Munro , Nina D. Cole, Published by Pearson Education Canada – 2011.
Prepared for: Shari Ann Herman
AN consulting Group
Navjot Kaur Chahal
Annaelisa Huhtala
BUSI 1250
November 21, 2011
Arcadia University
Case study
Academic Honesty Verification
The author(s) verify this document was prepared in accordance with my signed Academic Honesty Statement. This document was prepared by me specifically for this course. The thoughts, ideas and writing in this report reflect our work and our work only unless we have properly attributed credit to other sources.
HRM Analysis - Case: Cape Breton Wallcoverings
by
navsukh (student)
