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Full Download PDF of Test Bank For Strategic Human Resources Planning 7th Edition Belcourt All Chapter
Full Download PDF of Test Bank For Strategic Human Resources Planning 7th Edition Belcourt All Chapter
Full Download PDF of Test Bank For Strategic Human Resources Planning 7th Edition Belcourt All Chapter
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1. Cover
2. Title
3. Copyright
4. List of Figures
5. List of Tables
6. Brief Contents
7. Contents
8. About the Series
9. About the Authors
10. Preface
11. Acknowledgments
12. Chapter 1 Strategic Management
13. Chapter Learning Outcomes
14. Strategic Management at The Bay
15. A Need for Strategic HRM
16. Strategy
17. Strategic Types
18. Corporate Strategies
19. Business Strategies
20. The Strategic Planning Process
21. 1. Establish the Mission, Vision, and Values
22. 2. Develop Objectives
23. 3. Analyze the External Environment
24. 4. Identify the Competitive Advantage
25. 5. Determine the Competitive Position
26. 6. Implement the Strategy
27. 7. Evaluate the Performance
28. Benefits of Strategy Formulation
29. Summary
30. Key Terms
31. Discussion Questions
32. Exercises
33. Case Study: Loblaw Companies Ltd.
34. References
35. Chapter 2 Aligning HR with Strategy
36. Chapter Learning Outcomes
37. HR Structure at Johnson and Johnson
38. Strategic HRM
39. Theories of the Strategic Management of Human Resources
40. HRM Making Strategic Contributions
41. The Contingency Perspective
42. Behavioural Theory
43. Strategic HR Planning
44. The Importance of Strategic HR Planning
45. Improved Goal Attainment
46. Linking HR Processes to Strategy
47. Corporate Strategy Leads to HR Strategy
48. HR Competencies Lead to Business Strategy
49. Reciprocal Interdependency Between HR Strategy and Business Strategy
50. HR Becomes a Business Partner
51. Strategic Partnering
52. Becoming More Strategic
53. HR Strategy Differentiation
54. Characteristics of an Effective HRM Strategy
55. Focus on Results
56. Summary
57. Key Terms
58. Discussion Questions
59. Exercises
60. Case Study: Linking HR Practices to Performance
61. References
62. Chapter 3 Environmental Influences on HRM
63. Chapter Learning Outcomes
64. Environmental Scanning at GM
65. Introduction
66. Environmental Scanning Sources and Methods
67. Sources of Information
68. Methods of Forecasting
69. Competitive Intelligence
70. Challenges in Environmental Scanning
71. Isolating the Critical from the Insignificant
72. Environmental Factors
73. Economic Climate
74. Globalization
75. Political and Legislative Factors
76. Technological Factors
77. Demographic Factors
78. Social and Cultural Factors
79. Stakeholders
80. Responding to External Factors
81. A Proactive Approach
82. Summary
83. Key Terms
84. Discussion Questions
85. Exercises: Scenario Planning
86. Case Study: Work–Life Family Balance
87. References
88. Chapter 4 The HR Forecasting Process
89. Chapter Learning Outcomes
90. Workforce Planning in Canada
91. What Is HR Forecasting?
92. The Strategic Importance of HR Forecasting
93. Increasing Organizational Flexibility
94. Ensuring a Close Linkage to the Macro Business Forecasting Process
95. Ensuring That Organizational Requirements Take Precedence Over Issues of
Resource Constraint and Scarcity
96. The Value of Human Capital to the Firm
97. Generic Human Capital
98. Firm-Specific Human Capital
99. Human Capital Stock and Flows
100. Key Human Capital Analyses Conducted by HR Forecasters
101. Strategic Forecasting
102. The Forecasting Process
103. Forecasting Methods
104. Environmental and Organizational Factors Affecting HR Forecasting
105. HR Forecasting Time Horizons
106. Reconciling Net HR Requirements
107. Institute HR Programs and Policies
108. Summary
109. Key Terms
110. Discussion Questions
111. Exercise
112. Case Study: Forecasting for Home Support Workers
113. References
114. Chapter 5 Determining HR Demand
115. Chapter Learning Outcomes
116. Increase in Uncertainty Around the Demand for Labour in Canada
117. Forecasting Demand
118. Certainty in Forecasting
119. Volume and Complexity of Available Data
120. Quantitative Methods
121. Trend/Ratio Analysis
122. Time Series Models
123. Regression Analysis
124. Structural Equation Modelling
125. Qualitative Forecasting Techniques
126. Management Survey
127. Scenario Planning
128. Delphi Technique
129. Nominal Group Technique
130. HR Budgets/Staffing Tables
131. Combining Quantitative and Qualitative Methods
132. Simulation
133. Summary
134. Key Terms
135. Discussion Questions
136. Exercise: Scenario Planning
137. Case Study: Ontario Power Generation
138. References
139. Chapter 6 Ascertaining HR Supply
140. Chapter Learning Outcomes
141. Aboriginal People: A Growing Labour Source
142. Introduction
143. Segmenting the Internal Supply of Human Capital
144. HR Supply Programs
145. The Role of Employers in Influencing Supply
146. Other Labour Pools
147. Influence of Government Programs
148. HR Retention Programs
149. Methods for Modelling the Supply of Human Capital
150. Skills and Management Inventories
151. Markov Models
152. Linear Programming and Simulation
153. Movement Analysis
154. Vacancy Model
155. Substitution and Other Gap Strategies
156. Managing the Bullwhip Effect
157. Summary
158. Key Terms
159. Discussion Questions
160. Exercise
161. Case Study: HR Planning at M&K
162. References
163. Chapter 7 Succession Management
164. Chapter Learning Outcomes
165. Succession Management at Edwards Lifesciences
166. Importance of Succession Management
167. Evolution of Succession Management
168. Broader Focus
169. Time Horizon
170. Talent Pools
171. Rating System
172. Succession Management Process
173. Summary
174. Key Terms
175. Discussion Questions
176. Exercises
177. Case Study 1: The People Development Framework at Ford of Canada
178. Case Study 2: Executive Succession Management Program at Emend
Management Consulting
179. References
180. Chapter 8 Information Technology for HR Planning
181. Chapter Learning Outcomes
182. Software for HR Planning
183. IT and HRM
184. New Service Delivery Models
185. Web-based HR
186. Enterprise Portals
187. Self-Service
188. Different Solutions for Different Needs
189. HRIS
190. Specialty Products
191. Enterprise Solutions
192. Big Data
193. Types of Big Data
194. The Five Pillars of Big Data
195. Artificial Intelligence and Machine Learning
196. Ethics and Big Data
197. HR Metrics and Workforce Analytics
198. Maximizing the Benefits of HR Metrics
199. Other Aspects of IT for HR Planning
200. Workforce Management and Scheduling
201. Forensic Reporting
202. Ensuring Data Security
203. Evaluating HR Technology
204. Conduct a Needs Analysis
205. Summary
206. Key Terms
207. Discussion Questions
208. Exercises
209. Case Study: Sustaining Talent with Strategic Workforce Planning Software at
the Energy Resources Conservation Board
210. References
211. Chapter 9 Change Management
212. Chapter Learning Outcomes
213. Can HR Lead Change?
214. Why Is Organizational Change Important?
215. The Increasing Pace of Change
216. Societal, Industrial, and Organizational Levels of Change
217. Models of Organizational Change
218. Organizations as Open Systems
219. The Importance of Feedback
220. Single-Loop Learning
221. Double-Loop Learning
222. The Generic Model of Change
223. Recognizing the Need for Change and Starting the Process
224. Diagnosing What Needs to Be Changed
225. Planning and Preparing for Change
226. Implementing the Change
227. Sustaining the Change
228. The Planned Model of Change
229. Field Theory
230. Group Dynamics
231. Action Research
232. Three-Step Model
233. Development of the Planned Change Approach
234. Emergent Change
235. Chaos Theory and Emergent Change
236. Organizational Learning
237. Strategic HR and Change
238. Summary
239. Key Terms
240. Discussion Questions
241. Exercises
242. Case Study: Change at Tiger Boots
243. References
244. Chapter 10 Downsizing and Restructuring
245. Chapter Learning Outcomes
246. Downsizing: A Thing of the Past?
247. The Downsizing Phenomenon
248. Defining Downsizing and Restructuring
249. Why Do Organizations Downsize?
250. The Downsizing Decision and the Sears Closure
251. Alternatives to Downsizing
252. The Future of Work
253. Artificial Intelligence and Job Loss
254. The Amazon Effect
255. Inplacement and Outplacement Issues
256. Some Ethical Considerations
257. Planning for Downsizing
258. Adjusting to Job Loss
259. The “Survivors” of Downsizing
260. Perceptions of Justice
261. Survivor Reactions
262. Impact on the “Downsizers”
263. Financial Performance and Downsizing
264. Consequences of Downsizing
265. Downsizing Strategies
266. Strategic Downsizing
267. Effective and Ineffective Approaches
268. The “New Deal” in Employment and the Psychological Contract
269. Labour Relations Issues
270. Summary
271. Key Terms
272. Discussion Questions
273. Exercises
274. Case Study: A Downsizing Decision at the Department of Public Works
275. References
276. Chapter 11 Strategic International HRM
277. Chapter Learning Outcomes
278. The Would-Be Pioneer
279. Introduction
280. Key Challenges Influencing HR Practices and Processes Within an
International Context
281. Workforce Diversity
282. Employment Legislation
283. Security
284. Strategic International Human Resources Management
285. The Domestic Stage and Strategy
286. The Multidomestic Stage and Strategy
287. The Multinational Stage and Strategy
288. The Global Stage
289. Key HR Practices and Processes Within an International Context
290. International Assignments
291. Purposes of International Assignments
292. Types of International Assignments
293. International Human Capital Demand and Supply
294. 1. Labour Market Data
295. 2. External Human Capital Demand and Supply
296. 3. The Environment
297. 4. Flexible Labour Strategies
298. International Recruitment and Selection
299. Recruitment
300. Selection
301. Pre-Assignment Training
302. Post-Assignment Activities
303. Repatriation
304. Career Development
305. Labour Relations
306. Summary
307. Key Terms
308. Discussion Questions
309. Exercises
310. Case Study: Dangerous Assignments
311. References
312. Chapter 12 Mergers and Acquisitions
313. Chapter Learning Outcomes
314. Big Is Beautiful
315. Mergers and Acquisitions
316. Definitions
317. The Urge to Merge
318. Strategic Benefits
319. Financial Benefits
320. Management Needs
321. Merger Methods
322. The Success Rate of Mergers
323. Financial Impact
324. Impact on Human Resources
325. Cultural Issues in Mergers
326. HR Issues in M&As
327. HR Planning
328. Selection
329. Compensation
330. Performance Appraisal
331. Training and Development
332. Labour Relations
333. Evaluation of Success
334. Summary
335. Key Terms
336. Discussion Questions
337. Exercise
338. Case Study: Molson Coors and Acquisitions
339. References
340. Chapter 13 Outsourcing
341. Chapter Learning Outcomes
342. Outsourcing at Canadian Banks
343. Outsourcing
344. Outsourcing HR Functions
345. The Rationale for Outsourcing
346. Financial Savings
347. Strategic Focus
348. Advanced Technology
349. Improved Service
350. Specialized Expertise
351. Organizational Politics
352. Benefits to Canada
353. Risks and Limitations of Outsourcing
354. Projected Benefits versus Actual Benefits
355. Service Risks
356. Employee Morale
357. Security Risks
358. Reduced Value
359. Management of Outsourcing
360. Selecting the Vendor
361. Negotiating the Contract
362. Monitoring the Arrangement
363. Policy Options to Limit Outsourcing
364. Summary
365. Key Terms
366. Discussion Questions
367. Exercise
368. Case Study: Outsourcing at Texas Instruments Canada
369. References
370. Chapter 14 HR Assessment and Analytics
371. Chapter Learning Outcomes
372. Keeping Score with the Scorecard
373. Workforce Analytics
374. The Importance of Evaluating HRM
375. Resistance
376. Rationale
377. The 5C Model of HRM Impact
378. Compliance
379. Client Satisfaction
380. Culture Management
381. Cost Control
382. Contribution
383. How HR Contributes to Organizational Performance
384. Financial Measures
385. Measures of Managerial Perceptions of Effectiveness
386. Approaches to Measuring HRM Practices
387. Cost–Benefit Analysis
388. Utility Analysis
389. Benchmarking
390. The HR Scorecard
391. Measuring the Worth of Employees
392. Universality of Best Practices
393. Separation of Cause and Effect
394. Successful Measurement
395. Reporting to Boards of Directors and Shareholders
396. The Future of HR Analytics
397. Summary
398. Key Terms
399. Web Links
400. Discussion Questions
401. Exercise
402. Case Study 1: Talent Management and Workforce Analytics at Frito-Lay
403. Case Study 2: Measuring Culture to Support Growth at CMA
404. References
405. Glossary
406. Index
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When the disease has existed for a certain time, sub-epithelial
hæmorrhages, ulcerations, vegetations and points of sclerosis may all
co-exist, a fact which shows that the disease does not develop all at
once, but that, on the contrary, every little lesion develops separately
and continuously. This fact also explains the length of time for which
blood may be passed, despite the presence of old or healed lesions.
Finally, in very old standing cases dating from several years back
(Moussu saw an animal aged twenty-eight years which had suffered
from this disease for more than twenty years, but in a very
intermittent fashion), it is not exceptional to find numerous
papilliform vegetations 1 or 2 inches in length, either with a fine
pedicle or largely sessile, invading one-half or two-thirds of the
internal surface of the bladder.
These vegetations sometimes, though rarely, invade the ureters.
When they occur towards the point where these conduits enter the
bladder, they obstruct the passage of urine, and lead to the
development of hydro-nephrosis or pyelo-nephritis.
Symptoms. The early symptoms often escape notice, because
general disturbance is rare. The first appreciable signs are cystitis
and frequent urination.
The urine passed is turbid, particularly towards the end of the act
of urination; then it is of a pink or red colour, and all intermediate
shades between a pale pink and a bright arterial red colour may be
observed.
The patients sometimes seem to pass unaltered blood in the urine,
but on microscopic examination this blood is found to be extremely
diluted. Provided the bladder is not gravely infected by the
(secondary) penetration of germs into its cavity the blood corpuscles
remain normal, or are scarcely changed. As soon as the bladder,
however, becomes secondarily infected an almost immediate change
takes place; the red blood corpuscles become crenated, broken up
and dissociated; the hæmoglobin is also partly dissolved and
modified, and at this stage the urine is red-brown or coffee-coloured,
according to the length of time it has been retained in the bladder.
In other cases, chiefly when hæmaturia has existed for some time,
the extravasated blood coagulates in the bladder, and the urine
passed contains filamentous clots the size of a man’s thumb, a
pigeon’s egg, or more. If the clots formed are too large to be passed,
which is often the case in the ox, they may obstruct the urethra,
causing retention of urine and all the accidents which accompany
this condition, even including rupture of the bladder. This, in the ox,
is a frequent termination. In the cow the dilatability and shortness of
the urethra render retention of urine much rarer. It is certainly
possible, however, and it is not exceptional, to find from 4 to 6 lbs. of
clotted matter in the distended bladder. All these conditions can be
detected by rectal exploration, and by attention to the symptoms of
obstruction of the urethra.
Whenever there is retention of clots dysuria is extremely marked
and, so to speak, permanent, the animals having continual tenesmus.
Hæmaturia observes a slow, progressive course, which, in time,
ends in death by exhaustion, though this is not invariably the case.
Hæmaturia is frequently intermittent, and, after having been very
marked for weeks or months, may suddenly or gradually cease, and
only reappear a long time afterwards. This fact is explained by a
study of the development of the lesions. When ulceration occurs the
sub-epithelial vessels of the mucous membrane, which have
contributed to the formation of the hæmorrhagic spot, are widely
open, and a capillary hæmorrhage results; but as soon as a small clot
forms in this position, or local capillary thrombosis occurs, the
hæmorrhage ceases, with the result that the hæmaturia disappears.
Unfortunately, however, the obliterating clots are not permanent,
any more than the local thrombosis—or, in the event of their proving
permanent, another small lesion develops at a different point, and
this lesion may at any time cause the reappearance of the hæmaturia;
the process goes on until the animal succumbs. Should the lesions
heal successively, spontaneous recovery may take place, but such
recovery is exceptional.
The animals may not appear to suffer from the passage of blood
for weeks or even months, but after a time they become less capable
of replacing the loss. They become anæmic, the number of corpuscles
falls from the normal figure of from six to seven millions of red
corpuscles per cubic millimètre to three millions, two millions, one
million, and even to five hundred or eight hundred thousand.
The richness in hæmoglobin simultaneously diminishes; wasting
progresses to the point of cachexia, and the appetite diminishes
while diarrhœa appears; swellings are noticeable about certain parts
of the body; and the animals, continuing to pass blood, die in a state
of absolute exhaustion, without apparent suffering.
This termination is the most common, unless slaughter is
determined on, and is very different from the premature end which
follows the formation of clots and obstruction of the urethra.
Externally the patients only show feebleness, pallor of the visible
mucous membranes, and difficulty in urination. The bunch of hair at
the lower commissure of the vulva is always soiled with blood-
stained urine or little clots.
Hæmaturia may cause death by exhaustion in from six weeks to
two months, but not infrequently it lasts for months or even years.
Diagnosis. The diagnosis presents no difficulty when the urine
can be examined; but in the periods of intermittence no opinion can
be advanced. These intermittences are so frequent that in parts of the
country ravaged by this disease it is a usual custom, when selling, to
grant or refuse guarantees for a longer or shorter term.
The condition can be distinguished from parasitic hæmoglobinuria
(piroplasmosis) or from Brou’s disease (a febrile disease of rapid
development) by simply examining the urine or blood.
Prognosis. The prognosis is extremely grave, for, up to the
present, no really efficacious treatment has been discovered, and
although some animals may live for years without their lives being in
any way endangered, this cannot possibly be foreseen, and there is
no economic advantage in keeping them.
Treatment. No curative treatment is known.
It is true that iron salts, tonics, Rabel’s liquid, decoctions of certain
plants, such as plantain, have been recommended, but apart from the
fact that they are of doubtful efficacy, they cannot be used over long
periods. All these preparations also tend to increase the coagulability
of the blood; but considering that the disease is beyond question of a
parasitic character, good results cannot always be expected of them.
Preventive treatment appears more hopeful, although even in this
connection, the best informed appear to have considerable doubts.
All those who have studied the question agree in recommending
drainage of the pasturages, and their improvement by the use of
various manures, particularly superphosphates and lime. These
improvements alter the character of the pasture, render the soil
healthier, and may perhaps prove sufficient to diminish or prevent
the local growth of the germs. Under such conditions, Boudeaud
declares that he has seen hæmaturia disappear from farms where it
had previously been in permanent possession. It has also been
recommended that the affected cattle should be sent elsewhere to
places where the disease does not exist, and experience shows that
spontaneous recovery is more frequent under such conditions.
It is probable that, during attacks of hæmaturia in a contaminated
country, successive parasitic infestations occur, which would explain
the persistence with which blood is passed, a symptom which does
not occur in a healthy country. This view, however, is still only an
hypothesis.
CHAPTER III.
DISEASES OF THE KIDNEYS.
ACUTE NEPHRITIS.
CHRONIC NEPHRITIS
HYDRO-NEPHROSIS.
INFECTIOUS PYELO-NEPHRITIS.
Fig. 229.—Section of a kidney affected with hydro-nephrosis. The gland
substance is almost entirely atrophied, and each lobule shows marked
dilatation.