Professional Documents
Culture Documents
Canadian Human Resource Management 10Th by Hermann Schwind Full Chapter
Canadian Human Resource Management 10Th by Hermann Schwind Full Chapter
Canadian Human Resource Management 10Th by Hermann Schwind Full Chapter
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Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
PREFACE
• Part 7:Hum.an Resource Management in a Global Con1ext, the final part,examines the proper
preparation of employees destined for a job abroad and the many challenges facing human
resource managers when workmg with expattiate or foreign staff.
Key Features
In addition to new features, important key features from previous editions have been retained.
PREFACE 0
the new ones reflect current trends and practices. Who-lllll•l!OOdJ01>__,oouldllotw<lle- • .,~,ln't.i,qa-.,'*'°"'*"'Jo11-......
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Ethics Box-A significant feature is the "Spotlight >v•J<ii~oilo.--.. . , d _ U0>_,.1oriw,.or..-d111y._,,._
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Web Research- To assist students in making optimal
use of the Intemet for more information on HR topics,
HR related websites are provided throughout the
_.._,.,_
__ text. To facilitate class discussion, a web research
TASK SltlNll'ICANCE
Cboi,-tolhf-~io-~l>omf Di6,o,Ji.liahl,p-.o!-
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l'Q'loltlfW'Ntf'ltWl'Jf1( -1:boJo'b ...... Mlidylql'or~ n.:t~lmawla,glktll,o-!>a,,po.. question has been added at the end of every chapter.
fflt0.ll~rilD - to otiNai williD ~ _......- ""oot,ido i i . - ti. jo'b - .....,, ~ fm-
«t:>«lmfn, ll>oalallo1bL1!ulir_...i,....of~l>--""'1:bo)'la>owllw.-
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We have also included a handy reference list of
lll:dJ10 .....u. Important Homepages Related to Human Resource
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Job S,ICiliation
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Management inside the back cover of the text.
In-Margin Glossary-Important terms and concepts
are highlighted with boldface and italic type in the text.
~ ~ b o l d l M a d ... lll'l/<lll'o:Jll&IQ'_.._;,w _ _ _
Allowing students to find critical definitions at a glance,
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-UloqoalllyoCnd:lr.C.. _ _ _ _J•1>t,b11UD.-~-
-·--oCJ<,11 ....... ,..__,,/olll""""'-l:l.4~-- all terms appearing in boldface are also defined in the
margin and referenced in the Terms for Review section
at the end of each chapter and in the Subject Index,
highlighted in a secondary colour. A full list of glossary
terms is also provided in the end matter of the text.
RPC leans-The specific content relating to the national
ClmP designation requirements are identified by
Learning and Pedagogical Devices Required Professional Capabilities (RPC) icons in the
Also retained from previous editions are the following features: margins, where relevant.
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
Figures-Charts and diagrams are included to illustrate
relevant ideas and concepts.
Tenns for Review-All important terms and buzzwords .......
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are included. It is an excellent tool for self-testing. • C.1111..,.,._ PIOl*lll"'*'Swl'.111-ltlll"'*'l
1.11111
Leaming Objectives-This useful tool enables students
to gauge their progress and understanding while working
.......
through each chapter.
...
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
PREFACE
End-of-Chapter Summaries-the authors provide Gowmnem Is a *nlllc.tnt ""llllbi. llte.t '11101111'1 •hlia the
Rife or h\lTl.ln n:tourc:e ma,..:ment. tt tl1\lenea human
~nofwemuround him or hot. Dl\wlilly, tta mlnlmim,
lnclulllll-tlltnlcll:y1ndc~urt,_,.....r, ra.,rwll!on,
an abbreviated version of the main ideas, theories, _,,..lltrcuch laWlp,m'1gctl&,m'*""""ntreldonelllp. -.al olle-1\ ••d menttl 1nd ph)'llctl c,iptbllltl"'- s.r,.
Tht 'l'Pllarllon of 1111 Clllltw of Rll,tlls and F-om1 - nl wrttn CCM'llld• th• atM:Ne NW1n . , . . m be the an
and strategies of each chapter. -lled..tll hlil!'leoq,eddonsfrom bo1I 111\ourtnd ma...- dlrnenslo•s of dlWlnilY saice 1!l0'1- conolcloral)lo mpact
l'l'llnt. Hawwui ttl mpm: an tht hunwn l'IIIOUl'Clt l'Nlf'1181tnlfft on our UIIJ ce~nz,'$on ""' • -111. 1ue111...i mpact
rie1d h8s boon modOll ,o tu. #ll'QUltloutourliWII.
Review and Discussion Questions-Review and Thil !WO.,.,_cf tqutl trnl)loymtnt -
..., 1111 ltd· To fflPiement «leelill& d"1nlty m , ~ Ill OIOII~
cnl1nclp!V',ino~lh11111nfia1lls-Tho~Htlrrwn mloohl1lopthroul)ltourrtepo.:ldenttf)1n,lltellletlMur<
Disc:us&on Questions test students' understanding ~ ltd appll• to ltdenl -mment clell,I- and lllnl: &l'Al!Ylfns p - ll)'llemo end Pll))l)dll'!III; ehtl1Clnc
_.:let, ero,,,, a,rpo-nt, 1nd _,,..... and l n d - syrtam1, polldN, and ltructura wh_.. n11C:91111ry; and Mt.>
of the chapter material and suggest topics for class
Id-
undel'fflderalJuNdlc1ion• ...:ho blnkl. uln111. and rtl!lwy "*1' n1SU!I& 1111d fill!CJ#,14>. tmp1emenunca dMl!d;y m.1nap,
- - -not undw rac1..1Jurllldlcllon an, prol.lc1'ld mtnl - m boll .. - an acc:<Jrlla portnyel of II& curnwrt
or group discussions. by pn,,t,clal humao 11Jhts-. E.tcll cf C..neda's !W'lnceo W041<fi)n:e oompcdloo ~nd • mlC>llt ti tis Mun, w o -
and llritarl• lwl Its ..., urtldlllcltnlllltlon - 11111 an, Orp-,.1 rnemt>n-to be .e<:Urmt/"'lng
-di)' oinillr 11> the fednl ""'. clornol7lll>hio ""1llf0ri.....c:11 .. op. ...tpnclot, 11tlmi<:q,
Critical Thinkin1 Questions-These questions To tllml-1)1.t dlie,lmlnlllon •nd ....,., Mure com· oduea1ion.anddllOl1IIIJ:1.SQmecrpnl,tt1one,11o_,,dthla
plil,ca, nm,yorpnimiom """'dM!opod oml*>Yfflonloqut,, 11> ldmtlythe numbef Qf anp'- ll<looll"I loather dlltlncl
challenge students to expand on what they have lll'Qifl1tmt. The PIC9*Jne ldtnllfY cre.tl of 11.ut and ~ oolll)lonthtbtlli$oftilelrlilrwut.1t.,-,M<ull011111ta11on,
dllctmllll\lo11, - P 1fflnnr!Ne pis, and deo11" n:me,jlll, !na>rM_,_lclln, pe""""l ll:llla,1nd muillll lll:llul.
justleamed, discussing broader relationships and -.tndprwemt,eptoC)'llffll. Tho""1C!fllol)lttommlnehOH1hop-,ill)'tlemonoPol'
interactions of the concepts in the chapter.
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PREFACE
References
Subject Index-All chapter topics are indexed by subject.
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Glossary terms and page references are included in a sec-
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ondary colour. I.~_................,_,~..
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Reference Notes-Specific cases and other source refer-
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ences are gathered at the end of the text for more detailed ........a.-,.._..,......._....
. . . . . . . . .~ s - . J l " -
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Glossary-The most comprehensive glossary in the HR
field-over 600 items-completes the book, allowing stu-
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a,t,,,,,W....._.......... ~......
........ '-'Jl"--..a~
1.0...-....... . . ,• -.........................
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dentll to find definitions of most HR terms and concepts.
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Student Support
Connect
McGraw-Hill ConnectTM is a web-based assignment and assessment 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 success now and in the future.
With Connect for Canadian Human Resource Management, Tenth Edition, prepared by Grace
O'Farrell, University of Winnipeg, instructors can deliver assignments, quizzes, and tests online.
Instructors can edit existing questions and author entirely new problems. li'ack individual student
performance-by question, assignment or in relation to the class overall-with detailed grade
reports. Integrate grade reports easily with Leaming Management Systems (LMS) such as WebCT
and Blackboard.
By choosing Connect, instructors are providing their students with a powerful tool for improving
academic performance and truly mastering course material. Connect allows students to practise
important skills at their own pace and on their own schedule. Importantly, students' assessment
results and instructors' feedback are all saved online-so students can continually review their
progress and plot their course to success.
Connect also provides 24n online access to an eBook-an online edition of the text- to aid
them in successfully completing their work, wherever and whenever they choose.
Key Features
Simple Assignment Management
• With Connect, creating assignments is easier than ever,so you can spend more time teaching and
less time managing.
• Create and deliver assignments easily with selectable questions and testbank material to
assign online.
• Streamline lesson planning, student progress reporting, and asmgnment grading to make classroom
management more efficient than ever.
• Go paperless with the eBook and online submission and grading of student assignments.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
PREFACE
(Mana11ment) Asset Gallery-far Instructors and Students: (Management) Asset Gallery is a one--
stop-shop for a wealth of McGraw-Hill management assets, making it easier for instructors to locate
specific materials to enhance their courses, and for students (Student Asset Gallery) to supplement
their knowledge. Toe Instructor Asset Gallery includes non-text-specific management resources
(Self-Assessments, Test Your Knowledge exercises, videos*, Manager's HotSeat, and additional
group and individual exercises) along with supporting PowerPoint® and Instructor Manual materials.
The Manager's HotSeat is a resource within the Asset Gallery that allows students to watch
over 14 real managers apply their years of experience to confront daily issues such as ethics, diver-
sity, teamwork, and the virtual workplace. Students are prompted for their feedback throughout
each scenario and then submit a report critiquing the manager's choices, while defending their
own. The Manager's HotSeat is ideal for group or classroom discussions.
CCH Canada BusinessWorksO: Use the tools the professionals use! CCH Canada BusinessWorks©,
available through Connect, provides a snapshot of the BusinessWorks information database. This
online resource gives students and instructors access to laWSi regul.atioru1i and developments in all
major areas of human resource management, including health and safety, employment standards,
and industrial relations.
Superior Laarnin1 Solutions and Support: Toe McGTaw-Hill Ryerson team is ready to help you 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 Ryerson team is here to help you do it. Contact your iLearning Sales
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Specialist today to learn how to maximize all of McGraw-Hill Ryerson's resources!
For more information on the latest technology and Learning Solutions offered by McGraw-Hill
Ryerson and its partners, please visit us online: www.mcgrawhill.ca/he/solutions.
~Bil
~ c~
t LMS
tnregrario:...._J
Course
Management
Adaptive
Learning
L __ Tegrity
Leaure
Capture
_,
L Jstom
rinr &
---
Olgica/
*The 'Management in the Movies' videos are not liceruied for distribution outside of the USA. however adopting
instructors are able to access the Instructor Notes.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
PART
PlamlnJ
Human
Ruaurcu
Maintaining AttractlnJ
Hlafl Human
Perfor111nc1 RUDUl'CU
P11cin11
MDtlY&II• and DevelapinJ, and
RewardlnJ Human 1:va1uat1111 Hu11an
Resaurcu Resources
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
CHAPTER
Strategic Human
Resource Management
LEARNING OBJECTIVES A~er studying this chapter, you should be able to:
L01 0 Discuss the objectives of human resource management.
1.02 0 Identify steps in strategic management of human
resources.
L03 0 Explain how human resource departments are organized
and function.
L04 0 Discuss the role of human resource professionals in
today's organization.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
Malnlalnln1 Allractlns
Hip Human
P1rlar111nc1 R11oun:u
Placlna,
MDtlnlln1 and D1velopi111, and
Rewardln1 Human Evaluati111 Human
Resaun:es
Ruaun:a
to recover all outputs and jobs lost during the recession.9 Canada is not shielded from international
turmoil, however, prompting Canadian economists to lower projections of expected growth of Cana-
da's real gross domestic product (GDP) to 2.2 percent in 2011 and 2.1 percent in 2012.10 Nevertheless,
600,000 jobs were recovered between July 2009 and December 2011, improving the unemployment
rate to 13 percent, down from a peak of 8.7 percent during the recession.u The biggest near-term risk
to Canada is the sovereign debt and banking crisis in Europe.12
Human resource managers face special challenges during a recessionary period. They often have
to carry out the unpleasant task. of planning, communicating, and implementing employee layoffs.
Often, wage concessions have to be sought from labour for the sheer survival of the firm. The work-
force morale, by and large, is low during a recessionary period; supplementary employee counseling
may become necessary. At times, the entire organi7.ation may assume a crisis management posture, in
turn creating new challenges to the HR manager in policy formulation, communication, and imple-
mentation. The challenges are equally daunting coming out of a recession, as HR managers consider
how best to grow the organi7.ation's talent base. During growth cycles, organizations may be faced with
the opportunity of recruiting employees with a different skill set than those that may have been let go
during the recessionary cycle.
Economic Force: Global Trade. International trade has always been critical to Canada's prosperity
and growth. Canada ranks high among exporting nations: on a per capita basis. we export much more
than either the United States or Japan. The combination of a relatively small population and a large
natural resource base gives Canada an international trade advantage.
In 2011, approximately 31 percent of Canada's gross domestic product came out of exports. down
slightly from 32 percent over a decade ago. 13 Canada is the biggest trader in the Group of Eight indus·
tr1allzed nations. Approximately 74 percent of our exports go to the United States; 4.2 percent to UK.
and 1.9 percent to Japan.14
More than ever before, Canadian jobs and economic prosperity depend upon our international
trade. To capture the growing market opportunities abroad, Canadian organiz.ations are opening new
plants and expanding activities in foreign countries that are closer to their customers or where labour
is cheaper. The emergence of several low-cost trading nations such as Thailand, Chlna, and India has
caused us to lose our market share in traditional strongholds sw:h as pulp and paper, cotton yam, and
steel manufacturing. Unless we are able to add value to our products or reduce the costs of produc-
tion, many firms may be unable to survive in the new marketplace.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
While our ability to compete in the international marketplace has been generally strong, in the last
seven years there has been erosion in our overall competitiveness. In 2011, Canada was the twelfth
most competitive nation in the world; however, in 2012, we had fallen to fourteenth.
A reliance on global trade was a strong contributor to the slowing of provincial economies in Canada
during the 2008 recessionary cycle. Alberta. which relies heavily on commodity oil exports to the
United States and Asia. was hit by a drop in commodity oil prices. Provinces such as Manitoba
and Ontario. which rely heavily on manufacturing exports. were hit by a drop in value of the United
States dollar.
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• Japan
• Australia
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1216484 2015/09/22 223.154.120.96
• Qatar
Denmark
4.81
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In summary, the arrival of the global village requires major changes in the way we manage our
employees. The emergence of open borders has presented newer opportunities to Canadian firms
and professionals. However, along with this, considerable brain drain (especially to the U.S.) has
also occurred. In recent times, there have been incidences of"poaching" of Canadian nurses, doctors,
and high-tech personnel by American employers. While the recession has decelerated or even
reversed these trends in some sectors, progressive human resource practices and new government
policies may be critical to meet these challenges..1.li Workplace innovation and redesign of jobs to
achieve high productivity levels are two popular means used to attain these objectives.17 Alterna-
tively, Canada may attract skilled workers from other developing nations for the same reasons
skilled workers leave Canada for the U.S.18
productivity Economic Force: Productivity Improvement. Produc1i:rity refers to the ratio of an organization's
The ratio of a !inn's outputs outputs (e.g., goods and services) to its inputs ( e.g., people, capital, materials, and energy), as seen
(goods and se!'lic:es) divided in Figure 1-4. Productivity increases as an organization finds new ways to use fewer resources to
by Its Inputs {people,
capttal, materials, energy).
produce its output. For example:
A restaurant may seek to improve producl:ivit.y through using fewer ingredients in recipes (reduction
in raw materials), asking a server to also clear, clean, and reset tables (increase in responsibility and
associated reduction in the need for additional staff), or alternatively seek to increase the number of
outputs by having more people come to the restaurant. The latter, however, may require Increased
marketing efforts. which would result in an increase in inputs.
Productivity = - - -Outputs
- -(goods
- -and
- services)
------
Inputs (e.g., people, capital, materials, energy)
Air Canada <http://www.alrcanada.com/> began outsourcing the maintenance of Its Boeing 747s
over a decade ago.21
Part-time and contingent employees account today for about a quarter of the entire labour force. For
men. the percentage is 13.9 percent while 36.7 percent of all women employees were part-timers
in 2011 .22 Part-time work has risen from 18.2 percent of the overall working population in 2007 to
19.1 percent in 2011. 23 This trend Is partlcularly likely to continue If the recessionary trends persist.
since many employers attempt to control labour costs by hiring part-time employees.
The increasing proportion of part-time employees has raised new concerns about pay inequity
and has provided momentum to the "equal pay for work of equal value" concept. Part-timers (typi-
cally, women aged 25 or older in lower-paying sales or service jobs) are far less likely to reap the
benefits of increased demand and pay for highly skilled jobs.1-4
By using contract or contingent workers, organizations can benefit from the services of trained
personnel without increasing their payroll costs in a permanent fashion.
The use of contractors is not rsstricted to lower-level, clerical, or secretarial jobs; today, many law-
yers. accountants, bankers. executives, and even scientists provide freelance services. Information
systems. finance. and engineering were functions that were most likely to be contracted out.
Economic Farce: Global Compatitivanass. What is worrisome today is the gap in the productivity
levels of Canada and its biggest trade partner, the United States.25 For over a decade, U.S. produc-
tivity has been consistently outpacing that of this country.
Username: Gary MongioviBook: Canadian Human Resource Management: A Strategic Approach, 10th Edition. No part of any book
may be reproduced or transmitted in any form by any means without the publisher's prior written permission. Use (other than pursuant
to the qualified fair use privilege) in violation of the law or these Terms of Service is prohibited. Violators will be prosecuted to the full
extent of the law.
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matrimonio con quella Giuseppina a cui tanto doveva; e al costei
figlio Eugenio vicerè d’Italia dà incarico (1807 marzo) d’annunziarle
ch’essa non è più sua moglie, e d’andare a cercargliene una in
quella Casa d’Austria dond’era Maria Antonietta. I buoni Viennesi
gemevano su Maria Luigia, vittima offerta a placare un nemico, e
null’altro che ostaggio in mano della Francia, e fabbricatrice d’un
erede (1811 marzo). Nato il quale, e intitolato re di Roma, parve
consolidasse la dinastia napoleonica, e un impero che allora toccò
all’apogeo.
CAPITOLO CLXXX.
I Napoleonidi a Napoli.