Strategic Compensation in Canada, 7th Edition
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Features
- Expanded coverage and numerous examples added throughout captures new research in the field – key strength of this edition
- Majority of chapter opening vignettes have been expanded with updated coverage
- Statistics and information updated throughout
- Majority of chapter photos have been replaced
- End-of-chapter applications, Using the Internet and Exercises, combined under one heading and
updated - Eight Discussion Questions added and seven replaced
- One new Appendix case, Patriot Holdings Inc., replaces Achtymichuk Machine Works
- New (exclusively online) ABC case (similar to Duplox and Zenith); provides students with the opportunity
to design a compensation system, from formulation of compensation strategy to implementation of the new
compensation system
Table of Contents
Chapter 1: A Road Map to Effective Compensation
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Updated and expanded the opening vignette, “A Whopping Salary Increase for Everyone! Does It Work?”
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New examples added throughout chapter include Wells Fargo, Edward Jones, and TTC
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Updated “Compensation Today, Internships: Paid or Unpaid?” discusses proposed federal laws
Chapter 2: A Strategic Framework for Compensation
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New example, ArcelorMittal Dofasco, highlighted in the opening vignette
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Added discussion of Fujifilm successfully responding to external changes in “Compensation Today, Did Human Relations Sink Kodak?”
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Updated “Compensation Today, Involvement Flies High at WestJet” includes coverage of some of the recent challenges faced by the company
Chapter 3: A Behavioural Framework for Compensation
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New opening vignette, “Fair Processes? Don’t Bank On It,” discusses how a culture of pressure, fear, and unrealistic sales expectations at Wells Fargo demanded employees to defraud customers
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New and updated coverage in “Compensation Today, Violating the Psychological Contract at CAMI” describes how the company violated the trust of its employees who wanted job security
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Expanded coverage in “Causes of Membership Behaviour” section includes a recent HRM study on continuance commitment and its subcomponents
Chapter 4: Components of Compensation Strategy
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New coverage of merit budgets and compensation planning statistics in the opening vignette, “Pay Systems Are Changing”
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Expanded coverage includes new research in “Disadvantages of Performance Pay and Indirect Pay”
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New coverage of compensable factors in job evaluations in “Disadvantages of Job Evaluation”
Chapter 5: Performance Pay Choices
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Added coverage of a recent study comparing sales professional quota-bonus compensation plans to quota-commission sales plans in “Applicability of Commissions”
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Expanded coverage of performance ratings and merit pay for teachers in “Compensation Today, Grade the Teachers?”
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New “Compensation Today, A Slice of The Business” illustrates a gain-sharing plan in a Parisian restaurant
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Added coverage of unions and gain-sharing plans
Chapter 6: Formulating the Reward and Compensation Strategy
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Updated opening vignette, “Compensation Strategy at WestJet Airlines,” highlights how volatile economic conditions affect the culture at the company
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Expanded coverage to reflect current conditions related to contingent workers
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New “Compensation Today, Walking Away with $62 million” highlights fired CEO compensation at Boeing
Chapter 7: Evaluating Jobs: The Job Evaluation Process
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Expanded coverage in “Compensation Today, Would I Be Treated This Way If I Were A Man?” discusses a recent study on the earnings of transsexuals
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Added coverage of a recent case about independent contractors who work for Uber Technologies Inc.
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New section, “Pay Equity in the Federal Jurisdiction,” provides comprehensive coverage of pay equity legislation
Chapter 8: Evaluating Jobs: The Point Method of Job Evaluation
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New “Compensation Today, Strike Two for Job Evaluations” covers job evaluation and pay for city workers in Cambridge
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Expanded coverage of living wages and includes discussion of a newly-released report
Chapter 9: Evaluating the Market
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New “Compensation Today, The Dirt on Compensation” discusses sanitation workers and compensating differentials
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New “Compensation Today, Nursing Homes Need More than Market” discusses the proxy method and pay-equity in female-dominated workplaces
Chapter 10: Evaluating Individuals
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New section, “Continuous Performance Management,” covers a new approach to traditional employee reviews
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New coverage of “720-degree Feedback” added
Chapter 11: Designing Performance Pay Plans
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New “Compensation Today, A Gain Sharing Plan for Neurosurgeons”
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Expanded coverage in “Compensation Today, Profit Sharing at Two Prominent Canadian Companies” includes CPSP, DCPP, and SRIP at ArcelorMittal and Canadian Tire
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New “Compensation Today, Not Only Money at Google” covers employee rewards and recognition programs
Chapter 12: Designing Indirect Pay Plans
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Expanded coverage of hybrid plans, pension plans, and disability insurance
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Updated discussion of child and elder care services
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New “Compensation Today, Flexible Benefits at KPMG Canada”
Chapter 13: Activating and Maintaining an Effective Compensation System
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Updated opening vignette, “Thousands of Federal Employees Plagued by Problems,” includes a recent report on Phoenix pay problems
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New “Compensation Today, Ontario Energy Board Declared Reductions to the Nuclear Budget” covers the impact of compensation costs
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New “Compensation Today, Media Companies Cut Costs Amid COVID-19” discusses the impact of coronavirus on advertising
Instructor Resources
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The Nelson Education Teaching Advantage (NETA) program delivers research-based instructor resources that promote student engagement and higher-order thinking to enable the success of Canadian students and educators.
The following instructor resources have been created for Strategic Compensation in Canada, Seventh Edition. Access these ultimate tools for customizing lectures and presentations at nelson.com/instructor.
NETA Test Bank
This resource was written by xx of xx. It includes over xx multiple-choice questions written according to NETA guidelines for effective construction and development of higher-order questions. Also included are xx true/false and over xx short-answer questions.
NETA Powerpoint
Microsoft® PowerPoint® lecture slides for every chapter have been created by xx of xx. There is an average of xx slides per chapter, many featuring key figures, tables, and photographs from Strategic Compensation in Canada, Seventh Edition. NETA principles of clear design and engaging content have been incorporated throughout, making it simple for instructors to customize the deck for their courses.
NETA Instructor Guide
This resource was written by xx of xx. It is organized according to the textbook chapters and addresses key educational concerns, such as typical stumbling blocks students face and how to address them. Other features include notes for End-of-Chapter Discussion Questions, Exercises and Case Questions, and Sources of Lecture Enrichment.
Image Library
This resource consists of digital copies of figures, short tables, and photographs used in the book. Instructors may use these images to customize the NETA PowerPoint or create their own PowerPoint presentations.
Student Ancillaries
Strategic Compensation: A Simulation Workbook
Strategic Compensation: A Simulation, Seventh Edition, offers students the opportunity to design a comprehensive system from beginning to end—from strategy to implementation. The result is a complete compensation system with pay grades and pay ranges, performance pay, and benefits—expressed in actual dollar values—for employees at a Canadian firm. By giving students an opportunity to apply the conceptual knowledge of compensation they have gained from their text and classes, this simulation offers a richer understanding of both the concepts and the practical realities of compensation. Students also gain practical skills that employers value. Instructors have a choice of two firms for which student teams can design a compensation system.
The simulation has been designed by Richard Long and Henry S. Ravichander to accompany the seventh edition of Strategic Compensation in Canada.
Contact the Author
The objectives for this book are ambitious, and it is up to readers to judge how effectively they have been achieved. The first author would welcome any suggestions, comments, or other feedback from you, the reader. You can use email (singhp@yorku.ca), telephone (416-736-2100, ext. 30100), or postal mail (Parbudyal Singh, School of Human Resource Management, York University, Toronto, M3J 1P3). I look forward to hearing from you!
Parbudyal Singh, Ph.D.
School of Human Resource Management
York University
About the Authors
Parbudyal Singh
Parbudyal Singh is a Professor of Human Resource Management at York University, Toronto. He completed his PhD from McMaster University. Prior to York University, he was the Associate Dean of the School of Business at the University of New Haven, Connecticut. Dr. Singh has more than 100 refereed publications, many of which are in top-tier journals such as Industrial Relations, Journal of Business Ethics, The Leadership Quarterly, Human Resource Management, International Journal of Human Resource Management, and Human Resource Management Review. He is a co-author of one of the leading human resource management textbooks in Canada (Managing Human Resources, Ninth Canadian Edition, Nelson Canada). Over his career, Dr. Singh has won numerous scholastic awards, several national research grants, and teaching and research awards.
Dr. Singh was a member of the committee appointed by the Ontario government in 2015 to study, consult, and make recommendations on closing the gender wage gap in Ontario. In 2018, he was awarded the first Distinguished Human Resource Professional designation by the Human Resource Professional Association of Ontario for his achievements in the field. He has also served as an advisor/consultant for many leading Canadian firms, as well as public sector organizations, on their compensation systems. Prior to being a university professor, Dr. Singh was a personnel manager at a large manufacturing firm.
Richard J. Long
Richard J. Long was Professor of Human Resources and Organizational Behaviour at the Edwards School of Business at the University of Saskatchewan. He held B.Com. and MBA degrees from the University of Alberta and a PhD from Cornell University and was a Certified Human Resources Professional (CHRP).
Dr. Long taught, conducted research, and consulted in human resources management for more than 35 years and produced over 100 publications based on his research and experience. He was the author of two books, New Office Information Technology: Human and Managerial Implications and the textbook Strategic Compensation in Canada. He served on the editorial boards of International Journal of Human Resource Management and Relations Industrielles/Industrial Relations. He received the University of Saskatchewan’s coveted Master Teacher award in 2014.
Acknowledgments
Many people have contributed to this book in a variety of ways. A project such as this draws on the knowledge, experience, and insights of a large number of researchers, scholars, and practitioners, each of whom has played a role in developing the body of knowledge reflected in this book.
I am very grateful for the excellent research assistance provided by Marlee Mercer, a graduate student at York University. Over the years, I have learned with my students at York University and elsewhere. I thank them for their insights.
I would also like to acknowledge those reviewers who assisted in reviewing earlier editions of this textbook: Stan Arnold of Humber College, Bob Barnetson of Athabasca University, Judy Benevides of Kwantlen Polytechnic University, Julie Bulmash of George Brown College, Roger Gunn of NAIT, Sean MacDonald of the University of Manitoba, Ted Mock of Seneca College, John Pucic of Humber College, Stephen Risavy of Wilfrid Laurier University, Kristen Rosen of Seneca College, and Carol Ann Samhaber of Algonquin College. And for their useful suggestions and thoughtful comments on this edition, I am grateful to the following reviewers: Rupinder Gill of Fanshawe Colle, Ann Hrabok of NAIT, Patricia Hull of Mount Royal University, Gary Mearns of University of Saskatchewan, John Pucic of Humber College, and Wayne Rawcliffe of University of British Columbia.
I would like to express my gratitude to the team at Nelson, especially Alexis Hood, Jackie Wood, and Elke Price, for their feedback and guidance. I am also indebted to Monica Belcourt, the series editor and a colleague, for her confidence in my ability and her feedback in this edition. Finally, I am eternally grateful to my wife, Nirmala, and three children (Alysha, Amelia, and Aren) for all their encouragement and support.
My sincere thanks to the many who use our text in both academic and professional settings.
Parbudyal Singh, PhD
School of Human Resource Management
York University