Employment Relations. 2011/12 Undergraduate Handbook

Transcription

1 Employment Relations

2 Employment Relations TABLE OF CONTENTS Introduction 2 Curriculum 2 Careers 3 Certified Human Resources Professional (CHRP) designation 4 Information for Current Students 6 Information for Transfer Students 8 Important Notes 9 Program Requirements WDW Course Offerings and Course Descriptions 14 Instructor Profiles 31 Employment Relations Students Association (ERSA) 33 Calendar Course Descriptions 34 Summer Abroad 42 Awards and Bursaries 42 Rules and Regulations 42 Frequently Asked Questions: 44 -What secondary school background do I need? -What courses should I take in first year? -Is there a graduate program in Employment Relations at U of T? -What are my career options? -Can the Employment Relations program lead to a professional qualification? Contact Information 45 Changes to Information Published in this Brochure The information contained in this brochure was compiled in March 2011 and is subject to change. In case of any changes or discrepancy, the online information posted on the Woodsworth College's Criminology website shall apply. 1

3 Employment Relations Introduction The Employment Relations program enjoys a long history within the university. It consistently attracts students who are interested in learning the theory, policy and legal frameworks behind the employment relationship, and how these can be applied should they choose to work in the field. The overarching goal of the undergraduate program in Employment Relations is to offer an interdisciplinary learning opportunity in which to study the employment relationship in a Canadian and global context from the perspectives of economics, history, law, management, political science and sociology. Students in the program benefit from the resources of the University of Toronto's Centre for Industrial Relations and Human Resources. The Centre, which is located adjacent to Woodsworth College, was founded in 1965 and has become a leading centre for graduate research in the field. The first Master of Industrial Relations (MIR) program at an English language university in Canada was established at the Centre in 1975, and was followed by a Ph.D. program in The faculty at the Centre are known internationally for their research, and have written major textbooks in Canada in the areas of labour economics, human resource management, union-management relations, industrial relations and research methods. The faculty have also been involved in many significant policy initiatives in industrial relations in Canada and are active in major international organizations. This involvement in research and in national and international activities is reflected in their teaching in the Employment Relations program. Curriculum The Employment Relations program is built on the premise that knowledge and skill acquisition progresses through the 200, 300 and 400-level courses in the program, based on the acquisition of required foundational knowledge in Employment Relations (via WDW244H1 Labour Relations and WDW260H1 Organizational Behaviour). These two courses expose students to the two avenues of study and inquiry within Employment Relations: Industrial Relations and Human Resources. WDW240H1 Introduction to Employment Relations will provide students with an overview of the areas of practice, theory and research in Employment Relations. These three courses expose students to the most important concepts and theories in Employment Relations. Students are required to take a 100-level course in Sociology (or a combination of a 100- level course in Sociology and Psychology) and either ECO100Y1 Introduction to Economics or ECO105Y1 Principles of Economics for Non-Specialists, and WDW430Y1 Employment Law. Specialists are also required to take ECO239Y1 Labour Markets and Policies. These Economics and Sociology courses link the field of Employment Relations to the labour market context (and thereby identify the impact it can have on organizations and their 2 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

4 employees), as well as the influence of socio, political and demographic variables on key employment factors such as workplace ethics, diversity, and values, for example. In sum, these courses reinforce the interdisciplinary lens of Employment Relations. Altogether these courses expose students to the literature and theory required (as well as build competencies) for further study in the 300 and 400-level courses in the program. The 300+ level courses build on material covered in the foundational courses by delving into the topics in more depth and breadth. Upper level courses are also designed to pursue core topics such as Compensation and Recruitment and Selection since these are areas required for students interested in becoming a professional in either labour relations or human resources. 400-level courses require much more active participation from students whether in terms of class discussion, field research and writing assignments. Senior courses are designed to stretch and further build students' core competencies, such as their strategic thinking and negotiating skills. Careers The program provides students with a theoretical background and knowledge of current developments in the labour field that will serve as a basis for careers in employment relations and human resources, such as a Human Resources Generalist, Recruitment Specialist, Employment Equity Officer, Training and Development Consultant, Corporate Trainer, and Labour Relations Specialist. Some careers may require additional education and experience beyond the undergraduate level. People with backgrounds in Employment Relations are found working in the following settings: Consulting Ministry of Economic Development & Trade Telecommunication University of Toronto Government departments Ontario Ministry of Finance Toronto District School Boards Health How to get experience & help Start early by seeking relevant summer, part-time and volunteer opportunities that will help you gain experience and develop the skills that employers want. Networking at job fairs and doing volunteer work are an invaluable asset. To access the summer, part-time, temporary and volunteer postings register with the Career Centre. Among its many services the Career Centre maintains a Career Resource Library, operates the Graduating Students Employment Service and organizes the volunteer Extern Program which offers students a chance to explore a career in the actual workplace. The Centre offers workshops on Discovering Your Skills and Options, Successful Strategies for Finding Work, Interview Techniques and Resume and Cover Letter Writing. Make sure to visit other job boards as well such as HRPA, Eluta and Talent Egg. 3

5 Employment Relations The Certified Human Resources Professional (CHRP) designation The courses taken in the Employment Relations program are also applicable to the program of studies leading to the designation of Certified Human Resources Professional (CHRP) awarded by the Human Resources Professionals Association (HRPA). The Human Resources Professionals Association (HRPA) is Canada's HR thought leader and the largest HR association in the country. In Ontario, HRPA regulates the HR profession and issues the Certified Human Resources Professional (CHRP) designation, the national standard for excellence in human resources management. HRPA has more than 19,000 members in 28 chapters and hosts the largest annual HR conference in Canada. Completion of HRPA's certification process confers the right to use the title Certified Human Resources Professional and the right to use the initials C.H.R.P. or CHRP after one's name. Certification is a "warrant of competence" or "warrant of expertise". The overarching objective of HRPA's certification process is to ensure that those HR professionals who are certified by HRPA possess the knowledge and skills in sufficient degree to competently perform important occupational activities and to protect the public interest. Certification establishes common professional standards for human resources management across Canada. Employers value such standards which seek, among other things, to address multijurisdictional considerations and facilitate the efficient practice of human resources. The CHRP designation positions the practitioner at the leading edge of the profession in Canada - informed, experienced, connected and committed to career long learning. Certification Requirements The following has been copied from HRPA's website. For up-to-date information and assistance contact HRPA directly. You may also attend an information session sponsored by ERSA in the early part of the Fall Session. HRPA's certification process has five components: Membership Requirement Coursework Requirement Exam Requirement Degree Requirement Experience Requirement HRPA's Coursework Requirement (NOTE: The following requirements relate to HRPAs coursework requirements only. These requirements are not related in way, shape or form to the Program Requirements in the Employment Relations programs.) The coursework requirement is established to ensure that certified human resources professionals have a solid foundation in the Human Resources discipline. There are two routes to meeting the coursework requirement: (1) by completing the requisite coursework or (2) by demonstrating equivalent preparation in Human Resources. The requisite coursework is described on page 5. If you have questions about the second route please contact HRPA directly. 4 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

6 The coursework requirement consists of successful completion of nine courses. Successful completion means obtaining a grade of 70% or better over all nine courses with no single course below 65%. The nine courses are: Human Resources Management (HRM) Organizational Behaviour Finance and Accounting Human Resources Planning Occupational Health and Safety Training and Development Labour Relations Recruitment and Selection Compensation Approved HRPA courses* offered in the Employment Relations program, Woodsworth College WDW 244H1 Labour Relations Subject: Labour Relations Approved: June 03 WDW 367H Compensation Subject: Compensation Approved: June 03 WDW260H1 Organizational Behaviour Subject: Organizational Behaviour Approved: Mar. '93 WDW347H1 Training and Development Subject: Training and Development Approved: June 03 WDW346H1 HR Planning Subject: Human Resources Planning Approved: June 03 WDW348H Recruitment and Selection Subject: Recruitment and Selection Approved: Jan '07 MGT 120H+ MGT 223H Financial Accounting + Management Accounting Subject: Finance and Accounting Approved: Mar. '93 MGT201H + RSM222H Introduction to Financial Accounting + Management Accounting 1 Subject: Finance and Accounting Approved: Jan ' 09 MGT460H/RSM460H Human Resource Management Subject: Human Resources Management Approved: Mar. '97 WDW378H Employment Health Subject: Occupational Health & Safety Approved: Sept '04 *Note: If you have taken courses elsewhere you can search for HRPA Approved Courses offered by Ontario Colleges and Universities on the HRPA website. Books: Careers in Human Resources - WetFeet, Inc. Careers in Specialized Consulting: Health Care, Human Resources, & Information Technology - WetFeet, Inc. HR Guide - HR Canadian Reporter Links: Human Resources Professionals Association - 5

7 Employment Relations Information for Current Students Admission Information & Application Deadlines 1. Employment Relations Major (Arts program)- Program Code: ASMAJ Admission Requirements This is a limited enrolment program that can only accommodate a limited number of students. Eligibility will be based on the minimum requirements listed below. Achieving the minimum requirements does not guarantee admission to the Employment Relations major in Students should only apply to this program if they meet the minimum requirements. Minimum 4 FCEs including ECO100Y1 (or ECO105Y1) and SOC101Y1 (or 1 FCE from: SOC102H1/SOC103H1/PSY100H1) with a minimum CGPA of Admission Requirements The following will apply to students seeking admission to the Employment Relations Major in Requests for admission in 2012 will be considered in the first subject POSt request period only. This is a limited enrolment program that can only accommodate a limited number of students. Eligibility will be based on a student's mark in the required courses listed below. The precise mark thresholds outlined below are an estimate of what will be required in the 2012 subject POSt admission cycle. Achieving the minimum mark thresholds does not guarantee admission to the Employment Relations major in any given year. Applying after first year: Admission will be determined by a student's mark in ECO100Y1 (or ECO105Y1) and SOC101Y1 (or 1 FCE from: SOC102H1/SOC103H1/PSY100H1). It is expected that a combined average of 65% will be required for admission in the 2012 cycle. Applying after second year: Admission will be determined by a student's mark in ECO100Y1 (or ECO105Y1) and 1 FCE SOC200+ level course. It is expected that a combined average of 70% will be required for admission in the 2012 cycle. 2. Employment Relations Specialist (Arts program) - Program Code: ASSPE Admission Requirements This is a limited enrolment program that can only accommodate a limited number of students. Eligibility will be based on the minimum requirements listed below. Achieving the minimum requirements does not guarantee admission to the Employment Relations specialist in Students should only apply to this program if they meet the minimum requirements. Minimum 4 FCEs including ECO100Y1 (67%) or ECO105Y1 (80%) and SOC101Y1 or 1 FCE from SOC102H1/SOC103H1/PSY100H1 with a minimum CGPA of W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

8 2012 Program Admission Requirements The following will apply to students seeking admission to the Employment Relations Specialist in Requests for admission in 2012 will be considered in the first subject POSt request period only. This is a limited enrolment program that can only accommodate a limited number of students. Eligibility will be based on a student's mark in the required courses listed below. Achieving the minimum mark thresholds does not guarantee admission to the Employment Relations specialist in any given year. Applying after first year: ECO100Y1(67%)/ECO105Y1(80%) and SOC101Y1(70%)/1.0 FCE (70% average) from SOC102H1/SOC103H1/ PSY100H1. Applying after second year: ECO100Y1(67%)/ECO105Y1(80%) and 1.0 FCE (73% average) SOC200+ level course Application Deadlines Round 1: Apply to round 1 if you expect to meet the minimum admission requirements by the end of the 2011 winter session. Round 2: Apply to round 2 if you expect to meet the minimum admission requirements by the end of the 2011 summer session. Please note the following: Students are advised to carefully weigh the consequences of requesting admission to the Employment Relations program in Round 2. Registration in Employment Relations courses begins in July. Registration in courses is open only to program students. By the time the decisions for Round 2 are posted, most courses, if not all, will be at capacity. Students will not, under any circumstances, be allowed entry into courses that are full. Accepting an invitation to the program in round 2 means that the student accepts this condition. No exceptions will be made. Round 1 Round 2 July 4 - August 31 On Rosi ( Students apply to subject POSt on ROSI and are given a request status (REQ) Program Office will invite (INV) or refuse (REF) requests Students whose status is INV accept invitations (ACT) to the subject POSt. Registration in courses is possible only with an ACT status in the subject POSt 1 April 1 - May 23 2 By June 30 By September 14 3 July 4 - August 4 September

9 Employment Relations Information for Transfer Students 1. Admission to the Employment Relations Program Students interested in transferring from another university must first apply for admission to the Faculty of Arts and Science (St. George Campus, Social Sciences stream) and identify Employment Relations as their preferred program of study. Admission to a specific program, such as Employment Relations, is processed as part of the transfer student's application to the Faculty of Arts and Science. For admission to the Employment Relations major program, transfer students require an overall cumulative grade point average of 2.5. Transfer students must also have been granted a minimum of four full transfer credits including an introductory economics course (micro and macro economics) and a full credit introductory course in sociology (or 2 introductory half credits in sociology and psychology). For admission to the Employment Relations specialist program, transfer students require an overall cumulative grade point average of 2.8. Transfer students must also have been granted a minimum of four full transfer credits including an introductory economics course (ECO100Y equivalent with a minimum 67% or 80% in the ECO105Y equivalent ) and a full credit introductory course in sociology (or 2 introductory half credits in sociology and psychology). 2. Transfer Credits Transfer credits are assessed by the Faculty of Arts and Science. Instructions about the transfer credit assessment will be included with the offer of admission. The Faculty of Arts and Science will admit students to the Employment Relations program provided he/she meets the minimum requirements listed above. If you have already received your transfer credit assessment letter, but did not request admission to the Employment Relations program and believe you meet the minimum requirements please add your request on ROSI by June 30th. 3. Contact Information The Employment Relations Program Office does not administer the admission and transfer credit process of university transfer students. For information and assistance please visit the following links: Admissions and Awards: Transfer Credits: 8 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

10 IMPORTANT NOTES CR/NCR A course taken on a CR/NCR basis may not be used to satisfy major or specialist program requirements. Electives (non-wdw courses) Some electives may be available only to students who have completed specified prerequisites or who are enrolled in a subject POSt sponsored by the department offering the course. Not all courses are offered every year. For detailed information please check the enrolment controls and timetable on the Arts and Science website. Prerequisites, corequisites and exclusions are published in the Calendar. WDW Courses Not all courses are offered every year. Please check the Faculty of Arts and Science's timetable for the list of courses offered in Almost all WDW courses have prerequisites. Enrolment in WDW Employment Relations courses is restricted to students in the Employment Relations subject POSt. Students without course prerequisites will be removed at any time they are discovered. Part-time Study It is possible to complete the major program on a part-time basis but course options are limited. Changing Programs after Year 2 It takes two years to complete the Employment Relations major program and three yeas to complete the specialist program. Students are advised to carefully weigh the impact a program change may have on their studies. Exemptions or prerequisite waivers in order to 'fast track' the program requirements will not be granted. College Sponsored Programs Employment Relations is a program sponsored by Woodsworth College and the Faculty of Arts and Science. It is not necessary to be registered at Woodsworth College but it is necessary to be registered at one of the seven colleges on the St. George Campus. Subject post combinations & double counting courses Once you have completed 4.0 full-course equivalents, you will not be able to enrol in further courses until you have enrolled in the minimum appropriate combination of programs. While you are waiting for the result of your Employment Relations subject POSt request you should enrol in interim backup program. Any program combination (2 majors or 1 major and 2 minors) must include at least 12 different courses. Please review the Degree and Program Requirements listed in the Calendar. Please contact your college registrar's office for assistance. 9

11 Employment Relations Program Requirements The following requirements apply to students admitted to the Employment Relations programs in A course taken on a CR/NCR basis may not be used to satisfy major or specialist program requirements. Major 7 full course equivalents (FCEs) including at least 2.0 FCEs at the 300+ level, 0.5 of which must be at the 400-level. First year: ECO100Y1 (or ECO105Y1) and SOC101Y (or 1 FCE from: SOC102H1/SOC103H1/PSY100H1) Higher years: 1. Required: WDW240H1 Introduction to Employment Relations WDW244H1 Labour Relations WDW260H1 Organizational Behaviour WDW430Y1 Employment Law FCE from: WDW346H1 Human Resource Planning WDW347H1 Training and Development WDW348H1 Recruitment and Selection WDW367H1 Compensation WDW372H1 Negotiations WDW378H1 Employment Health WDW379H1 Employment Relations Research and Human Resource Analytics 3. At least 2.0 FCEs from this list or additional courses from #2: ECO220Y1 Quantitative Methods in Economics ECO239Y1 Labour Markets and Policies GGR221H1 New Economic Spaces HIS313H1 Canadian Labour and the Left (formerly HIS313Y1) INI300H1 Strategic Writing in Business and the Professions: Theory and Practice (formerly INI300Y1) JGI216H1 Urbanization & Global Change MGT201H1 Introduction to Financial Accounting (formerly MGT120H1) PSY201H1 Statistics I PSY202H1 Statistics II RSM222H1 Management Accounting I (formerly MGT223H1) RSM360H1 Organization Theory and Design (formerly MGT363H1) 10 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

12 RSM392H1 Strategic Management (formerly MGT492H1) RSM460H1 Human Resource Management (formerly MGT460H1) RSM461H1 Managerial Negotiations (formerly MGT461H1) SOC200H1 Logic of Social Inquiry (formerly SOC200Y1) SOC202H1 Quantitative Analysis in Social Science Research (formerly SOC300Y1) SOC207H1 Sociology of Work & Occupations (formerly SOC207Y1) SOC317Y1 Industrial Sociology (formerly SOC316Y1) SOC366H1 Sociology of Women and Work SOC367H1 Race, Class, and Gender SOC439H1 Immigration and Employment (formerly SOC339H1) WDW332Y0 Topics in Employment Relations Abroad WDW344H1, 345H1, 349H1 Topics in Employment Relations WDW395H1 Independent Study WDW396H1, 397Y1 Research Participation WDW432Y0 Advanced Topics in Employment Relations/Labour Relations Abroad WDW444H1 Seminar in Employment Relations [24S] WDW446H1 Working as an Internal Organizational Consultant WDW447H1 Contemporary Challenges Facing Today's Organizations WDW493H1, 494H1 Advanced Topics: Employment Relations 11

13 Employment Relations Specialist The program requirements published in this brochure apply to students admitted to the subject POSt in full course equivalents (FCEs) including at least 4.0 FCEs at the 300+ level of which 1.0 FCE must be a WDW Employment Relations course and 1.0 FCE must be a 400-level course. Note: A course taken on a CR/NCR basis may not be used to satisfy major or specialist program requirements. First year: ECO100Y1/ECO105Y1 and SOC101Y1 (or 1 FCE from: SOC102H1/SOC103H1/PSY100H1) Higher years: 1. Required Courses: WDW240H1 Introduction to Employment Relations WDW244H1 Labour Relations WDW260H1 Organizational Behaviour WDW379H1 Employment Relations Research and Human Resource Analytics WDW430Y1 Employment Law 2. 1 FCE from: ECO239Y1 Labour Markets and Policies ECO339Y1 Economics of Labour 3. 1 FCE from: ECO321Y1 Canadian Economic History since 1500 HIS263Y1 Introduction to Canadian History POL214Y1 Canadian Government and Politics 4. 1 FCE from: ECO220Y1 Quantitative Methods in Economics PSY201H1 Statistics I PSY202H1 Statistics II SOC200H1 Logic of Social Inquiry (formerly SOC200Y1) SOC202H1 Quantitative Analysis in Social Science Research (formerly SOC300Y1) 5. At least 1.5 FCEs from: GGR221H1 New Economic Spaces HIS313H1 Canadian Labour and the Left (formerly HIS313Y1) INI300H1 Strategic Writing in Business and the Professions: Theory and Practice JGI216H1 Urbanization & Global Change MGT201H1 Introduction to Financial Accounting (formerly MGT120H1) 12 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

14 RSM222H1 Management Accounting I (formerly MGT223H1) RSM360H1 Organization Theory and Design (formerly MGT363H1) RSM392H1 Strategic Management (formerly MGT492H1) RSM460H1 Human Resource Management (formerly MGT460H1) RSM461H1 Managerial Negotiations (formerly MGT461H1) SOC207H1 Sociology of Work & Occupations (formerly SOC207Y1) SOC317Y1 Industrial Sociology (formerly SOC316Y1) SOC366H1 Sociology of Women and Work SOC367H1 Race, Class, and Gender SOC439H1 Immigration and Employment (formerly SOC339H1) WDW332Y0 Topics in Employment Relations Abroad WDW344H1 Topics in Employment Relations WDW345H1 Topics in Employment Relations WDW346H1 Human Resource Planning WDW347H1 Training and Development WDW348H1 Recruitment and Selection WDW349H1 Topics in Employment Relations WDW367H1 Compensation WDW372H1 Negotiations WDW378H1 Employment Health WDW395H1 Independent Study WDW396H1, 397Y1 Research Participation WDW379H1 Employment Relations Research and Human Resource Analytics WDW432Y0 Advanced Topics in Employment Relations/Labour Relations Abroad WDW493H1, 494H1 Advanced Topics: Employment Relations FCE from: WDW444H1 Seminar in Employment Relations WDW446H1 Working as an Internal Organizational Consultant WDW447H1 Contemporary Challenges Facing Today's Organizations 13

15 Employment Relations WDW COURSE OFFERINGS & OUTLINES The outlines provide an overview for Employment Relations courses offered in This information was published in March 2011 and is subject to change. For scheduling information and updates please check the timetable on the Faculty of Arts and Science's website. Do not purchase books until after the start of classes. Students are responsible for fulfilling prerequisites and corequisites; students enrolled in courses for which they do not have the published prerequisites may have their registration in those courses cancelled at any time without warning. Students must also observe exclusions. The comma (,) the semi-colon(;) the ampersand (&) and the plus sign (+) all mean AND. The slash (/) means OR. Summer WDW244H1 Labour Relations WDW260H1 Organizational Behaviour Fall WDW240H1 Introduction to Employment Relations WDW244H1 Labour Relations WDW260H1 Organizational Behaviour WDW346H1 Human Resource Planning WDW347H1 Training and Development WDW367H1 Compensation WDW379H1 Employment Relations Research and Human Resource Analytics WDW430Y1 Employment Law (full year course) WDW447H1 Contemporary Challenges Facing Today's Organizations Winter WDW347H1 Training and Development WDW348H1 Recruitment and Selection WDW372H1 Negotiations WDW378H1 Employment Health WDW444H1 Seminar in Employment Relations (Topic: Leadership) Note: If you are planning to graduate in 2012, you are advised to request an Employment Relations program check well before the start of classes. 14 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

16 2011 Summer WDW244H1 Labour Relations Professor Rafael Gomez Introduction to the institutions, issues and legislation affecting the employment relationship in the public and private sectors in Canada, with emphasis on collective bargaining. The economic and political environment, union organization, certification, contract negotiation, strikes, dispute resolution, contract administration and grievances. Prerequisites: Four full course equivalents and a CGPA of at least 2.0 Exclusion: ECO244Y, WDW244Y Distribution Requirement Status: Social Science Themes and Format Although the main topic of this course in Labour Relations is the employment relationship in a unionized environment, it is useful to begin with a brief overview of the nature of the employment relationship in a nonunion environment in order to highlight the effect of unions. This includes an examination of the fundamental economic determinants of wages and working conditions as well as the common law of employment, which specifies the legal remedies available to an employee who is wrongfully dismissed. The overview also includes various statutes which cover workplace discrimination on the basis of gender, race, religion and age (such as the Ontario Human Rights Code and the Employment Equity Act). The course then examines the reasons why some employees want to join unions and the way the unions are certified as the bargaining agent under the Ontario Labour Relations Act. This includes a discussion of how the Freedom of Association provision in the Canadian Charter of Rights and Freedoms affects union security clauses (requiring all employees to join or pay dues to a union). It also includes a discussion of controversial union organizing drives at particular organizations such as Walmart, which resulted in the so-called Walmart amendment to the Ontario Labour Relations Act. The impacts of collective bargaining under the Ontario Labour Relations Act are studied, including the causes and consequences of strikes and lockouts. Bargaining under various public sector statutes is also examined, including various alternatives to striking, such as the controlled (or partial) strike, conventional interest arbitration and final-offer selection arbitration. An important topic is the grievance arbitration procedure, which enables employees who have been unjustly disciplined and/or dismissed to be recompensed and/or reinstated. The impact of unions on wages, benefits, and productivity will also be examined. Finally, alternatives to the traditional adversarial bargaining method are studied, including interest-based (or principled) bargaining. The format of the course is primarily lectures and class discussion as well as a video on alternatives to traditional bargaining. Students also do an arbitration assignment in which they are given a case study of an employee who has been dismissed and are required to write an arbitration decision based on precedents of similar cases. Requirements Mid-term test 25%; Arbitration assignment (25%) and Final exam worth (50%). Text M. Gunderson and D. Taras (eds.), Canadian Labour and Employment Relations, Sixth Edition, Toronto: Pearson-Addison-Wesley,

17 Employment Relations WDW260H1 Organizational Behaviour Dr. Lori Riznek Introduction to the nature of organizations and the behaviour of individuals and groups within organizations, including topics such as culture and diversity, reward systems, motivation, leadership, politics, communication, decision-making, conflict and group processes. Not recommended for students in Commerce programs. Prerequisites: Four full course equivalents and a CGPA of at least 2.0 Exclusion: MGT262H1, RSM260H1 Distribution Requirement Status: Social Science Themes and Format Each of us lives and works in organizations. Whether the organization is our community of faith, a club where we volunteer or the place where we work, we are members of many different organizations, each of which has one thing in common: people. The focus of this course is the organizations in which we work, and the people who work in them. This course has several objectives that fall into three broad categories: Knowledge: To examine some of the profound changes taking place in organizations and those theories that help us better understand this new organizational reality To understand what people think, feel and do in organizations, especially in terms of those individual differences that make us unique To appreciate the powerful role leaders play in motivating and recognizing people, and in building the kind of organization in which we want to work To understand the importance of teams and to become familiar with the core skills necessary for team members to be effective Skills: To build teamwork skills by working collaboratively in the classroom and on out of class assignments To develop critical thinking skills that will help you organize a personal set of beliefs and assumptions about people and how they work together in organizations To learn to effectively communicate your point of view in a compelling manner Attitudes: To understand your personal experiences in organizations by applying the concepts and theories of organizational behaviour To build self awareness of those beliefs, values, attitudes and skills that drive your behaviour in an organizational setting Requirements Participation (10%); Mid-term test (25%); Learning blog (40%); Final examination (25%). Text Canadian Organizational Behaviour (2009, Seventh Edition), written by Steven McShane and published by McGraw-Hill Ryerson. 16 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

18 Fall-Winter WDW240H1 Introduction to Employment Relations Professor Rafael Gomez An introduction to the study of the world of work and employment, the history and development of employment relations, its central theories and concepts; the behaviours, outcomes, practices and institutions that emerge from or affect the employment relationship; contemporary issues and comparative employment relations systems. Distribution Requirement Status: Social Science Themes and Format The objective of this course is to introduce students to the basic subject matter that constitutes the field of employment relations, which is unique in the social sciences as the only field where 'all aspects of employment' are both studied and practiced. This includes answers to such questions as why people work and how they feel about their work, how managers attempt to motivate and direct employees, how the law regulates work and the workplace, where and how these laws develop, how different actors (i.e., unions, employers, and the state) in the employment relations system compete to fulfill different functions and the ways in which workers attempt to improve the conditions of their working lives and strive for more voice. For purposes of comparison, attention will be paid to employment relations and human resource management arrangements in other countries, what is termed the study of 'comparative employment relations'. The format of the course is primarily lectures with active class participation. Multi-media, film documentaries and other e-resources will periodically be used to illustrate important themes from the course. Guest lecturers in the field of Employment Relations will be invited to speak to students on topics of relevance to the field. Students will be asked to participate formally as well as informally, through active class discussion, to write an essay, a mid-term test and a final examination. At the end of this class, students will be familiar with: the history and development of employment relations as a field of study, the central questions and theories covered by the discipline, the actors in the employment relations system and their roles, determine why people work, how people feel about their work, where the laws which regulate the workplace are derived from, the ways in which employers assemble, compensate and evaluate workers, the structure and function of trade unions, the operation of collective bargaining and the nature of employment relations in several other high income and low income economies. Students will be able to evaluate critically media reports about these issues and will be familiar with data sources and other sources of information which relate to work and employment and will be able to access those sources and to find information. They will also be able to describe the relationships among different aspects of the employment relationship and discuss potential policy changes in an informed fashion. Requirements Presentation (10%); Mid-term test (20%); Essay (20%); Final examination (50%) Text Details will be announced in class. 17

19 Employment Relations WDW244H1 Labour Relations Professor Frank Reid Introduction to the institutions, issues and legislation affecting the employment relationship in the public and private sectors in Canada, with emphasis on collective bargaining. The economic and political environment, history of the labour movement, union organization, certification, contract negotiation, strikes, dispute resolution, contract administration and grievances. Prerequisites: Four full course equivalents and a CGPA of at least 2.0 Exclusion: ECO244Y1, WDW244Y1 Distribution Requirement Status: Social Science Themes and Format Although the main topic of this course in Labour Relations is the employment relationship in a unionized environment, it is useful to begin with a brief overview of the nature of the employment relationship in a nonunion environment in order to highlight the effect of unions. This includes an examination of the fundamental economic determinants of wages and working conditions as well as the common law of employment, which specifies the legal remedies available to an employee who is wrongfully dismissed. The overview also includes various statutes which cover workplace discrimination on the basis of gender, race, religion and age (such as the Ontario Human Rights Code and the Employment Equity Act). The course then examines the reasons why some employees want to join unions and the way the unions are certified as the bargaining agent under the Ontario Labour Relations Act. This includes a discussion of how the Freedom of Association provision in the Canadian Charter of Rights and Freedoms affects union security clauses (requiring all employees to join or pay dues to a union). It also includes a discussion of controversial union organizing drives at particular organizations such as Walmart, which resulted in the so-called Walmart amendment to the Ontario Labour Relations Act. The impacts of collective bargaining under the Ontario Labour Relations Act are studied, including the causes and consequences of strikes and lockouts. Bargaining under various public sector statutes is also examined, including various alternatives to the strike, such as the controlled (or partial) strike, conventional interest arbitration and final-offer selection arbitration. An important topic is the grievance arbitration procedure, which enables employees who have been unjustly disciplined or dismissed to be reinstated. The impact of unions on wages, benefits, and productivity is also examined. Finally, alternatives to the traditional adversarial bargaining method are studied, including interest-based (or principled) bargaining. The format of the course is primarily lectures and class discussion as well as a video on alternatives to traditional bargaining. Students also do an arbitration assignment in which they are given a case study of an employee who has been dismissed and are required to write an arbitration decision based on precedents of similar cases. Requirements Mid-term test (25%); Arbitration assignment (25%); Final exam (50%). Text M. Gunderson and D. Taras (eds.), Canadian Labour and Employment Relations, Sixth Edition, Toronto: Pearson-Addison-Wesley, W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

20 WDW260H1 Organizational Behaviour Dr. Amanda Shantz Introduction to the nature of organizations and the behaviour of individuals and groups within organizations, including topics such as culture and diversity, reward systems, motivation, leadership, politics, communication, decision-making, conflict and group processes. Not recommended for students in Commerce programs. Prerequisites: Four full course equivalents and a CGPA of at least 2.0 Exclusion: MGT262H1, RSM260H1 Distribution Requirement Status: Social Science Themes and Format Each of us lives and works in organizations. Whether the organization is our community of faith, a club where we volunteer or the place where we work, we are members of many different organizations, each of which has one thing in common: people. The focus of this course is the organizations in which we work, and the people who work in them. This course has several objectives that fall into three broad categories: Knowledge: To examine some of the profound changes taking place in organizations and those theories that help us better understand this new organizational reality To understand what people think, feel and do in organizations, especially in terms of those individual differences that make us unique To appreciate the powerful role leaders play in motivating and recognizing people, and in building the kind of organization in which we want to work To understand the importance of teams and to become familiar with the core skills necessary for team members to be effective Skills: To build teamwork skills by working collaboratively in the classroom and on out of class assignments To develop critical thinking skills that will help you organize a personal set of beliefs and assumptions about people and how they work together in organizations To learn to effectively communicate your point of view in a compelling manner Attitudes: To understand your personal experiences in organizations by applying the concepts and theories of organizational behaviour To build self awareness of those beliefs, values, attitudes and skills that drive your behaviour in an organizational setting Requirements Participation (10%); Mid-term test (25%); Learning blog (40%); Final examination (25%) Text Canadian Organizational Behaviour (2009, Seventh Edition), written by Steven McShane and published by McGraw-Hill Ryerson. 19

21 Employment Relations WDW346H1 Human Resource Planning Dr Edward Mock An understanding is developed of how essential elements of the human resource planning process support organizational goals and strategies. Topics such as environmental influences, job analysis, forecasting human resource needs and ascertaining supply, succession planning, downsizing and restructuring, mergers and acquisitions, outsourcing, and strategic international issues are examined. Distribution Requirement Status: Social Science Themes and Format The over-arching theme of this course is strategy. Students will learn to identify various organizational strategies and the types of HR policies and programs that can support the achievement of these strategies. Organizations are faced with constant external and internal forces that require them to change and adapt. A key role of strategic planners and HR Planners is to anticipate and plan for change by constantly scanning the horizon to identify issues that may affect the organization and therefore affect its human resources requirements. Students will learn to scan for changes arising from the economy, globalization, the market place, technology, legislation and more. One of the group projects is a scanning exercise where students choose a real Canadian company and scan for current issues that will ultimately have HR Planning implications for that firm. The format of the course consists of lectures with a strong class discussion orientation. Requirements Midterm (30%); Class Contribution (10%); Group Projects (10%); Individual Projects (20%); Final Exam (30%) Text Belcourt, Monica and McBey, Kenneth (2007). Strategic Human Resources Planning. (Third edition). Nelson Series in HRM, Thomson Nelson. 20 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

22 WDW347H1 Training and Development Dr. Amanda Shantz The role of training and development initiatives in organizations. Students acquire the knowledge and skills to conduct a training needs assessment, identify training objectives, explore strategies to increase the transfer of training, design and deliver a training activity using various training methodologies, and evaluate its effectiveness. Prerequisite: WDW260H1 Distribution Requirement Status: Social Science Themes and Format This course will introduce you to the challenges human resource professionals encounter as they identify, design and evaluate training and development initiatives in their organizations. Organizations regard their employees as valued and important contributors to their success. As such, and given the changing environment in which they operate, it is critical that employers invest in the skills and competencies of all employees. However, with the equally rapid evolution of training methodologies, and communication capability, deciding what training to offer, how to offer it, and how to evaluate its effectiveness can be tricky. During this course, you will have an opportunity to experience first hand what it feels like to be a human resource professional in this situation. By the end of the course, you will: Recall and explain key concepts, frameworks and approaches to training and development Design key components of a training program using concepts, frameworks and a variety of training methods Analyze and critique components of training programs, or organizations' approaches to training Communicate your point of view verbally and in writing; work collaboratively in a team environment; effectively give and receive feedback; set and self-assess your ability to achieve learning goals; and exhibit strong project management and organizational skills Appreciate the value of shared learning by participating in a learning team Understand better how you and others learn, and the importance of matching learning to learning styles Requirements Team project: design and deliver a learning activity module (30%) Discussion Board Learning Community (20%) Reflection Journal (30%) Class Participation (20%) Text A set of readings prepared by the instructor. 21

23 Employment Relations WDW348H1 Recruitment and Selection Dr. Edward Mock The principles, legal issues, and emerging trends affecting the recruitment process and selection of staff in organizations. Development of recruitment strategies, assessment of applications for employment, interviewing candidates, and the role of testing and measurement of competencies in making hiring decisions. Distribution Requirement Status: Social Science Themes and Format Effective recruitment and selection practices contribute significantly to an organization's ability to attract and retain the human resources required to meet both strategic and operational goals. This course will assist students in gaining a solid understanding of the integral relationship that recruitment and selection plays within the human resources management system as well as how its success impacts overall organizational performance. Key areas that will be addressed include recruitment strategies, applicant screening and section job analysis and competencies, job performance, as well as the legal and scientific foundations which underlie recruitment and selection practices. Other types of interviews will be included to give students the opportunity to compare similarities. By the completion of this course, students will have acquired the necessary skills and knowledge to develop and implement effective and legally defensible recruitment and selection practices. The course has been designed to ensure that students obtain a balance between theory and application. Each class will consist of a lecture, discussion and, in most cases, applied exercises. As such, it is important to have both read and prepared all assigned readings prior to coming to class. It is expected that you will be able to participate actively in all discussions and exercises and to apply course concepts and theories. Requirements Midterm Test (30%) Group Projects (30%) Participation (10%) Final examination (30%) Text Required: Catano, Wiesner, Hackett and Methot. (2005). Recruitment and Selection in Canada, Third Edition. Nelson. Reference: Lori Davila & Louise Kursmark (2005) How to Choose the Right Person for the Right Job Every Time. McGraw-Hill. Barone, Switzer (1995) Interviewing - Art & Skill, Pearson 22 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

24 WDW367H1 Compensation Bret Leech The theory and process of developing and administering compensation systems. Through the core compensation principles of efficiency, equity, consistency and competitiveness we consider such topics as: job analysis, job evaluation, pay levels and structures, pay for performance, benefits, and compensating special groups of workers. Prerequisite: WDW260H1/MGT262H1/RSM260H1 Distribution Requirement Status: Social Science Themes and Format The central topic of this course deals with the determinants and consequences of compensation setting within firms and organizations. However, it will be useful to begin with a brief discussion of what is meant by the terms 'organization' and 'firm'. We will address the central question of why firms exist and what purpose(s) they serve in an economy. A brief recap of the nature of the employment relationship and issues surrounding how it has come to be that owners hire workers (and not the other way around) will also be discussed. This includes an examination of principal-agent theory, which specifies the emergence of contracts and wages in an economic setting in which employees, managers and owners may not have the same goals and/or information. The course then moves to a discussion on the fundamental elements of compensation. This will include an examination of compensation in settings where bargaining power differs across individuals and groups, and where firms have either a great deal or limited discretion in pay setting. This section of the course will focus on ensuring students understand the essential building blocks of a compensation system. Students will also get an opportunity to test this knowledge by applying the principles learned in an analytical assignment. With the fundamentals established, the course will shift to focus on using compensation as a strategic weapon in the fight for talent and success against competitors. The differences in compensation techniques and strategies across firms are studied including the reasons why some firms choose to pay above market wages as a substitute for closer monitoring and why some firms prefer to trade-off higher-turnover in return for a low-cost wage strategy. The question of why we work and what compensation means in the non-profit sector will be discussed. The format of the course is primarily lectures with active class participation. Multi-media, film documentaries and other e-resources will periodically be used to illustrate important themes from the course. Students will write an essay from a list of topics provided and are required to write a mid-term test along with a final exam. Requirements Mid-term test (25%) Assignment (25%) Final examination (50%) Text Long, Richard J. Strategic Compensation in Canada, 4th ed., Scarborough, Ont.: Thomson Nelson, ISBN Please Note: Depending on the student's level of financial acumen they may also find the following text helpful: Berman, Karen and Knight, Joe, Financial Intelligence for HR Professionals, Harvard Business Press, ISBN

25 Employment Relations WDW372H1 Negotiations Dr. Amanda Shantz Resolving conflicts constructively is a challenge faced by all organizations and most individuals. This course will cover fundamentals of the negotiation process and conflict resolution. This course will apply multiple cases and simulations providing students with several opportunities to build their skills. Prerequisites: WDW244H1, WDW260H1 Distribution Requirement Status: Social Science Themes and Format People in the world of work negotiate every day. People negotiate with managers, employees, clients, suppliers, trade union officials, fellow students, families, and perhaps we even negotiate with our professors! Despite the prevalence and importance of this activity in both work and non-work spheres of life, most people are not trained to negotiate, and must learn by trial and error. This course is designed to provide you with a framework for effectively negotiating with others. To do so, you will examine game theoretic, decision analytic, and cognitive psychological perspectives to negotiating. These approaches will draw your attention to the importance of interests, strategy and power in determining the outcomes of negotiations. Findings from research in negotiations will also be discussed throughout the course to further your understanding of this important topic. The course is also designed to give you many opportunities to practice negotiating, get feedback on your style, and reflect on your strengths and weaknesses, so that you can manage negotiations effectively in the future. There is a strong emphasis on practice in this course. Therefore, class attendance and participation are paramount. Requirements 3 Negotiation Reflections (15% each) Participation (20%) Final exam (35%) Text L. Thompson, 2009, The Mind and Heart of the Negotiator, Prentice Hall (4th edition). 24 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

26 WDW378H1 Employment Health Bret Leech The influence of legislation, the labour market and collective bargaining on health policies and programs in the workplace. The rights and responsibilities of employers, employees, unions and governments for the regulation and promotion of workplace health and safety; and the implications of evolving demographic, economic, and social factors. Prerequisites: WDW244H1, WDW260H1 Distribution Requirement Status: Social Science Themes and Format Workers' compensation, a program that provides income support for workers hurt in the course of their employment, is the oldest social insurance program in Canada, pre-dating Employment Insurance, the Canada Pension Plan, public health care, and other more widely known (and perhaps celebrated) programs by many decades. Indeed, employment health issues have been at the forefront of workplace, social and government policy since the industrial revolution. This course is a broad review of the impact and influence of legislation, the labour market and collective bargaining on health policies and programs in the workplace. Broadly speaking, the course falls into three sections: System Mechanics - legislation, government regulation, stakeholders (e.g. managers, workers, employers, public), rights, responsibilities, and responsibilities regarding workplace health and safety. Scope and Scale - identification and understanding of the types of hazards, associated risks and potential implications to individuals, firms, shareholder value, and society. Strategy - the role health and safety can play in building relationships with employees, labour movements, and other stakeholder groups. Building a foundation and argument tool box for building traction and commitment for health and safety investments within the competitive firm. Requirements Mid-term test (25%) Case study (25%) Final examination (50%) Text Montgomery, James, and Kevin Kelloway, Management of Occupational Health and Safety, Latest Edition (Toronto: Nelson Thomson Learning, 2005). Please wait until after the first class to purchase the text. Custom Course Package WDW 378H (Available at the bookstore). 25

27 Employment Relations WDW379H1 Employment Relations Research and Human Resource Analytics Dr. Amanda Shantz An introduction to fundamental quantitative and qualitative research methods to enable students to critically evaluate and conduct research in the labour field. The class will explore data-driven, analytical approaches to managing human resources using basic metrics, analysis, and interpretation of information that link human resource initiatives to various indicators of organizational performance. Prerequisites: WDW244H1, WDW260H1 Distribution Requirement Status: Social Science Themes and Format This course provides students with the tools to design, carry out, examine, and report results of research carried out in the fields of employment relations and human resource management. This course will focus on an introduction to various research designs including quantitative and qualitative research methods. Students will learn how to respond to issues and problems in organizations through the utilization of different methods. In addition, the course will focus on providing a practical understanding of several statistical tools that can be used to analyze data from work situations. In doing so, students will learn how to use SPSS, a statistical software package. The emphasis will be on knowing when to use various tests, what they measure, and how to interpret and report results in a professional manner. Requirements Develop a survey questionnaire as a team (20%) Data analysis and report assignment as a team (35%) Final exam (35%) Participation (10%) Text To be announced in class. 26 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

28 WDW430Y1 Employment Law Michael Fitzgibbon The major legal structures which regulate the employment relationship in the public and private sectors: the common law of contract (master/servant law), legislation governing collective bargaining, the primary statutes (Employment Standards Act, Labour Relations Act, Occupational Health and Safety Act, and the Human Rights Code). Prerequisites: 13 FCEs including WDW244H1 and WDW260H1 Distribution Requirement Status: Social Science Themes and Format The first half of the course is designed to provide an understanding of the main features of the law governing employment in a non-union workplace. In this regard, the rights and obligations of employers and employees will be explored, as developed by the Courts and under employment-related statutes effecting the employment relationship. The second half of the course is designed to provide an understanding of the main features of the laws concerning the acquisition of bargaining rights and the administration of collective agreements in a union environment. In this regard, statutory and contractual rights and obligations of employers and employees as interpreted by the Ontario Labour Relations Board and arbitrators will be examined. The following primary statutes will be covered: Employment Standards Act, 2000 Human Rights Code, 1990 Labour Relations Act, 1995 Occupational Health and Safety Act, 1990 The course will be taught through a series of class lectures, student participation and practice exercises. Requirements Short case brief (10%) Short mediation brief (10%) Mid-term test (25%) Longer assignment (20%) Final examination (35%) Text A case book prepared by the instructor is required 27

29 Employment Relations WDW444H1 Seminar in Employment Relations: Leadership Dr. Amanda Shantz An advanced seminar examining contemporary issues in the employment relations and human resources field. Topics vary from year to year, but the objective of the course is to discuss current issues and their economic, legal and social implications. Prerequisites: 13 FCEs, including WDW244H1 and WDW260H1, and a CGPA of at least 2.50 Distribution Requirement Status: Social Science Themes and Format Leadership captures the attention of movie makers, historians, politicians, organizational scholars and practitioners, to name but a few. The crux of our curiosity centres on questions like: What makes an effective leader? What drives leaders? Who becomes a leader? How do we evaluate leadership? How do leaders exercise influence?...among others. For the past 50+ years scholars of organizational behaviour have invested considerable thought and research energy into answering these questions in the form of models, theories and paradigms of leadership. As our world becomes increasingly more complex and dynamic, it is difficult for any one theory to truly address our questions and the insights we seek. Instead today's leadership theorists are taking a radically different approach to understanding leadership. It is person specific and requires individual ownership for deciding what works and how to do it. The overall objective of this course is to explore the various approaches to leadership from a critical perspective with the goal of developing a unique leadership model suitable to our times. By the end of this course, you will: understand the various functions leaders perform as well as the competencies, attributes and behaviours necessary to fulfill these functions understand the current literature on leadership, especially the new challenges facing leaders be able to articulate your personal beliefs about leadership have contributed to the development of a leadership model suitable to the challenges facing contemporary leaders have developed a stronger set of critical thinking and analytical skills through the investigation of various leadership models and frameworks Requirements Seminar Presentation (20%) Discussion Board Learning Community (25%) Written Assignment (35%) Participation (20%) Text A set of readings prepared by the instructor. 28 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

30 WDW447H1 Contemporary Challenges Facing Today's Organizations Linda Padfield An advanced seminar exploring significant developments in organizations, and the challenges and opportunities facing professionals in the employment relations field. Emphasis is placed on developing problem solving and critical thinking skills and applying theories and concepts of employment relations. Prerequisites: 13 FCEs including WDW244H1, WDW260H1, 1.0 WDW300-level FCE in Employment Relations Distribution Requirement Status: Social Science Themes and Format This course will focus on issues ranging from employment law to the difficulties in managing an international workforce. A survey of professionals in HR provides the course content and guests working in the field will be invited to dialogue with students about the challenges they face and how they are approaching those challenges. Students will be expected to offer opinions and ideas, as well as complete field research within organizations on particular challenges of interest to them. The overall objective of the course is to prepare senior students for the realities facing the profession and to understand how the theories they have been learning are being applied. Requirements Course requirements include a variety of written and reading assignments, as well as a seminar presentation. This course will appeal to students who enjoy actively participating in class discussions. Text A set of readings prepared by the instructor. 29

31 Employment Relations WDW395H1 Independent Study Independent study under the direction of an Employment Relations faculty member. Approval of the Undergraduate Coordinator is required. It is the responsibility of the student to propose an independent study topic, and obtain the agreement of an instructor who is willing to supervise the project. Prerequisites: WDW244H1, WDW260H1 and 2 WDW300 level Employment Relations courses (1.0 FCE) Distribution Requirement Status: Social Science WDW396H1/397Y1 Research Participation Credit course for supervised participation in a faculty research project. Offered only when a faculty member is willing and available to supervise. Available to students only upon invitation by a faculty member. Open only to third and fourth year students enrolled in an Employment Relations program. Prerequisites: Completion of at least nine full courses. A CGPA of at least 3.0 is recommended. Approval of the Undergraduate Coordinator is required. Distribution Requirement Status: Social Science Where to obtain Research and Independent Study Forms: Application forms are available on the Employment Relations website at The Undergraduate Coordinator will review the proposal and if necessary consult with faculty before the result is communicated to the student via (utor account). For this reason, students are advised to submit proposals in a timely manner. Deadline to Apply: At least one week before the start of term. 30 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

32 Instructor Profiles Michael P. Fitzgibbon Michael P. Fitzgibbon is a founding partner in Watershed LLP a law firm specializing in labour and employment law. Prior to that, he practiced management-side labour and employment law for nearly 20 years at one of Canada's largest national law firms. Mr. Fitzgibbon was called to the Ontario Bar in 1993 after graduating from the Faculty of Law at Queen's University. Prior to that, he attended McGill University where he obtained a Bachelor of Arts degree, majoring in Industrial Relations. Mr. Fitzgibbon has co-authored two books: Recent Developments in Union Certification and Decertification (Carswell, 2001) and Understanding Ontario's Employment Standards Act, 2000 (Carswell, 2002), and contributed to others, has written on a wide range of labour and employment law topics, and speaks regularly at various conferences including, most recently, the Canadian Bar Association, Quebec Bar Association, Law Society of Upper Canada, Human Resources Professional Association of Ontario Annual Conference. He has been interviewed by, among others, MacLean's, Report on Business, Canadian Lawyer, the CBA National, National Post, Toronto Star, Lawyer's Weekly, Law Times, Canadian Lawyer and the CBA National Magazine and numerous other magazines, print publications and on television and radio on a range of labour and employment law issues. He is also the author of one of the first Canadian legal weblogs ( Mr. Fitzgibbon is listed in Lawday.ca top 100 leading lawyers in Canada in the practice area of Employment Law for the year 2009 and in Canadian HR Reporter's 2008 Employment Lawyers Directory (a Comprehensive Directory of the Top Employment Law and Immigration Law Practitioners in Canada). Rafael Gomez Rafael Gomez received his B.A. from York University, and M.A., M.I.R. and Ph.D. from the University of Toronto. He is Associate Professor of Industrial Relations and Human Resources, University of Toronto. His current research areas focus on: the wage and pay structure impacts of unions on CEO and executive pay; union and non-union voice at work; demographic issues related to the workplace and cross country growth; and local employment and economic development. Recent publications include Labour Adjustment Implications of Offshoring of Business Services, in Offshore Outsourcing: Capitalizing on Lessons Learned (edited by Daniel Treffler), forthcoming with Morley Gunderson; Are Young People's Voices Changing? Youth Preferences for Voice in the Workplace in Canada, in Young Workers in the Global Economy (edited by Gregory DeFritas) with M. Campolieti and M. Gunderson (2008); Demographic Age Structure and Economic Performance Across Countries Review of Income and Wealth, with Pablo Hernandez de Cos (2008); and The Importance of Being Mature: The Effect of Demographic Ageing on Global Per-Capita GDP, Journal of Population Economics, with Pablo Hernandez de Cos (2008). 31

33 Employment Relations Bret Leech Bret Leech received his B.A. (Economics) from Dalhousie University, where he won the Malcolm Honour Award for outstanding contribution to student life. In addition, he received his Certificate in Industrial Relations from Queen's University, and his MBA from the University of Toronto. Mr. Leech completed the Advanced Human Resources Executive Program at the University of Michigan, the Advanced Management Program at Harvard University, and is a Certified Senior Human Resources Professional. Bret is currently pursuing his Doctorate of Business Administration at Henley School of Business, University of Reading, United Kingdom. Bret has taught in the Employment Relations program at the University of Toronto since 2006 and also teaches at the Centre for Industrial Relations & Human Resources, and Rotman School of Management. Edward Mock Edward Mock received undergraduate degrees from the University of Waterloo and Ryerson Polytechnic University. After a successful career in the human resources field, he returned to university, and completed his MIR and Ph.D. at the Centre for Industrial Relations and Human Resources, University of Toronto. Dr. Mock has taught at York University, Queen's University, Ryerson University, UofT Scarborough and Seneca College. He has been teaching in the undergraduate program in Employment Relations at the University of Toronto since His research interests include collective agreement wage settlements, interest-based bargaining, and new models for mentoring within organizations. Linda Padfield Linda Padfield is a freelance organizational development specialist. She retired in 2007 from Inco where she was the Director of Organizational Development, responsible for ensuring that Inco had the leaders it needed when it needed them through executive recruiting, succession management, management development, leadership coaching, and organizational design initiatives. She provided training in change management for Inco leaders around the world. She joined Inco in 2000 after four years as a consultant with the Hay Group where she helped develop a change consulting practice. One of her most significant change projects was co-leading change management support for the reorganization of the world's largest government agency, the United States Internal Revenue Service. Prior to joining the Hay Group, Linda introduced organizational development at The Mutual Group, now owned by SunLife. At TMG, Linda managed the implementation of Total Quality and was the project manager for Project Delta, now used as a case study in change management at Rotman's School of Business. Linda's earlier career for 18 years was as an operations manager with Bell Canada. She was one of the first women in non-traditional roles, managing installation crews and buried wire. One of her proudest accomplishments in that time was learning to spur a pole. Linda has an MBA from Wilfrid Laurier University. Her MBA thesis was entitled Enhancing The Role of Human Resources Practitioners in Enabling Organizational Change. 32 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

34 Frank Reid Frank Reid received his B.A. from the University of British Columbia, a M.Sc. from the London School of Economics and his Ph.D. from Queen's University. Professor Reid served as the Director of the Centre for Industrial Relations and Human Resources for twelve years and is currently the Graduate Coordinator at the Centre. He has also served as President of the Canadian Industrial Relations Association. He teaches in the Department of Economics and in the Employment Relations program at Woodsworth College in the University of Toronto. His current research involves an assesment of the impacts of essential service designation as an alternative to the unfettered right to strike as well as continuing his established interest in the labour market and organizational impacts of bans on mandatory retirement in both Canada and Australia. Amanda Shantz Amanda Shantz received her BA from McGill University, her MSc from the London School of Economics, and her PhD from the University of Toronto. Amanda's research interests include motivation, employee engagement, alienation, and identity at work. She has published in a variety of academic and practitioner journals, including Organizational Behavior and Human Decision Making Processes, Human Resource Management, and Equality, Diversity and Inclusion: An International Journal. Employment Relations Students' Association (ERSA) ERSA is an organization of undergraduate Employment Relations students at the University of Toronto. It is an official member of the Arts and Science Students' Union (ASSU). Its purpose is to enhance the experience of Employment Relations students beyond the classroom by organizing social and career-related events. ERSA sponsors events to help students prepare resumes and prepare their interview skills; attends the HRPA Conference as a group; and organizes a very successful networking event, which enables students to meet professionals from various organizations in Toronto. Contact: Visit the ERSA link on the Employment Relations website ( 33

35 Employment Relations Calendar Course Descriptions The following course descriptions were copied from the Faculty of Arts and Science Calendar in March In case of any changes or discrepancy, the online information posted on the Art and Science website shall apply. ECO220Y1 Quantitative Methods in Economics [48L/24T] Numerical and graphical data description techniques; data collection and sampling; probability; sampling distributions; statistical inference; hypothesis testing and estimation; simple and multiple regression analysis. Study methods, the basis for these methods, when each is or is not appropriate, and how to correctly interpret and explain results. Prerequisite: ECO100Y1(67%)/ECO105Y1(80%); MAT133Y1/(MAT123H1, MAT124H1)/ (MAT135H1, MAT136H1)/MAT137Y1/MAT1571 Exclusion: ECO227Y1, GGR270Y, GGR270H1, PSY201H1, PSY202H1,SOC300Y, SOC300H1, STA107H, STA220H1, STA221H1, STA247H1, STA248H1, STA250H1, STA255H1, STA257H1, STA261H1 Distribution Requirement Status: Social Science + The Physical and Mathematical Universes (5) ECO239Y1 Labour Markets and Policies [48L/24T] This course is intended primarily for students in the Employment Relations programs. Application of economic analysis to current issues in labour policy: immigration, retirement, education, unemployment, earnings differentials, employment and pay equity, labour unions, minimum wage, income policies. Prerequisite: ECO100Y1(67%)/ECO105Y1(80%) Exclusion: ECO339Y1 Breadth Requirement: Society and its Institutions (3) ECO321Y1 Canadian Economic History since 1500 [48L] Canadian economic growth and development as viewed through the staples thesis of Harold Innis. Reference to United States economic history throughout the course. Prerequisite: ECO200Y1/ECO204Y1/ECO206Y1 Exclusion: ECO221Y1, ECO307H1, ECO323Y5 ECO339Y1 Economics of Labour [48L/24T] The operation of labour markets; determinants of supply and demand for labour; wage differentials; discrimination; investment in schooling and training; unemployment; economics of unions. Prerequisite: ECO200Y1/ECO204Y1/ECO206Y1;ECO220Y1/ECO227Y1/(STA247H1,STA248H1)/ (STA250H1,STA255H1)/(STA257H1,STA261H1) Exclusion: ECO239Y1, 361Y5 Distribution Requirement Status: Social Science 34 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

36 GGR221H1 New Economic Spaces [24L] Provides an introduction to economic geography and economic geography theory from the 1970s on, illustrating the different ways that geographers have conceptualized the restructuring of resource industries, manufacturing and services. The crisis of Fordism and the rise of new production models will be given particular attention, along with the reorganization of finance, the rise of cultural industries and the globalization of commodity chains. New regimes of governance of the economy will also be considered. Exclusion: GGR220Y1 HIS263Y1 Introduction to Canadian History [48L/15T] An introductory survey to the major events and trends that have shaped the political, social and economic history of Canada, including the challenges of indigenous-newcomer and French-English relations over more than four centuries of interactions. Exclusion: HIS262Y1 Distribution Requirement Status: Humanities. HIS313H1 Canadian Labour and the Left (formerly HIS313Y1) [24L] Canadian labour history from political action to collective bargaining in the period from Confederation to the present. Prerequisite: ECO244Y1/HIS262Y1/HIS263Y1/WDW244H1/WDW244Y1 Exclusion: HIS313Y1 Distribution Requirement Status: Humanities. INI300H1 Strategic Writing in Business and the Professions: Theory and Practice (formerly INI300Y1) [72S] Aims to teach students to recognize the rhetoric of the professional workplace and to communicate strategically and ethically using written and oral discourse appropriate to business, government, and not-for-profit organizations. Case study analysis using ethical reasoning models is a central component of the course. Prerequisite: Completion of 4.0 full-course equivalents. Exclusion: INI300Y1 Distribution Requirement Status: Humanities or Social Science. Breadth Requirement: None JGI216H1 Urbanization & Global Change [24L] Examines the processes of globalization, mass urbanization and economic change that are taking place in cities around the world. This includes an interdisciplinary exploration of the locational and economic shifts that have ensued as a result of globalization, as well as the social and cultural manifestations associated with the emergence of global cities. Recommended Preparation: GGR124H1 35

37 Employment Relations MGT201H1 Introduction to Financial Accounting (formerly MGT120H1) [24L] Introduction to financial reporting and analysis that is used by companies to organize and evaluate data in light of their organization's goal. Emphasis is on decision-making and interpretation of financial statements and how they can be used to plan a firm's overall business activities through the use of real-world companies. Not open to Rotman Commerce students. Exclusion: MGT120H1 Distribution Requirement Status: None Breadth Requirement: None PSY201H1 Statistics I [36L] Fundamentals of descriptive and inferential statistics, including population and sampling distributions, simple association, probability, estimation, and hypothesis testing. Prerequisite: PSY100H1/COG250Y1 (formerly UNI250Y) Exclusion: ECO220Y1/ECO227Y1/GGR270H1/HMB325H1/SOC202H1/STA220H1/STA250H1 Recommended Preparation: Grade 12 Calculus Distribution Requirement Status: Science. Breadth Requirement: The Physical and Mathematical Universes (5) PSY202H1 Statistics II [36L] Fundamentals of statistical analysis of experimental and observational data including linear models, the analysis of variance, a priori contrasts, post-hoc tests, power analysis and effect size calculations. Students are introduced to Minitab, a statistical computer program, with which they complete much of their course work. Prerequisite: PSY201H1 (or equivalent) Exclusion: ECO220Y1/ECO227Y1/EEB225H1/STA221H1/JBS229H1/SOC300H1 Distribution Requirement Status: Science. Breadth Requirement: The Physical and Mathematical Universes (5) POL214Y1 Canadian Government and Politics [48L/24T] Canada's political system including the Constitution and institutional pillars of governance: cabinet and parliament, federalism, the Charter of Rights. Topics include: political parties, the electoral system, policymaking and public administration. Issues include identity, citizenship, ideology and political culture, regionalism, language politics, aboriginals, multiculturalism, gender, media, and interest groups. Prerequisite: One full POL course/4.0 FCEs Exclusion: POL224Y1 RSM222H1 Management Accounting I (formerly MGT223H1) [24L/24T] Covers the conceptual and analytical foundations of management accounting and the applications of cost accounting information. Costing and control concepts are analyzed to equip students with tools for establishing costing systems, making business decisions, and evaluating management performance. Materials are designed to help students understand strategic cost management principles. Prerequisite: MGT201H1 Corequisite: RSM220H1 Exclusion: MGT223H1 Breadth Requirement: None 36 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

38 RSM360H1 Organization Theory and Design (formerly MGT363H1) [24L] The course looks at how organizations function as collective social systems, trying to succeed in their environment. An extensive body of research and theory about organizations has developed. Discussion of the theories with a focus on practical applications about managing organizations. Topics include strategy, structure, environment, technology, culture, change and global management. Prerequisite: MGT262H1/RSM260H1 Exclusion: MGT363H1 RSM392H1 Strategic Management (formerly MGT492H1) [24L] Introduces core ideas, concepts and models in the area of Strategic Management. Addresses the following questions: Why does firm performance vary across industries, and across firms within a given industry? What types of competitive strategies can managers pursue? When are different types of strategies more or less likely to be successful? Corequisite: MGT220H1/RSM220H1, MGT223H1/RSM222H1 Exclusion: MGT492H1 RSM460H1 Human Resource Management (formerly MGT460H1) [24L] Human resource management is studied from the perspective of the manager/practitioner. The course focuses on current theory and practices in the major functions of human resource management. Class exercises and projects are used to provide students with some practical HR experience. Prerequisite: MGT262H1/RSM260H1/MGT363H1/RSM360H1/WDW260H1 Exclusion: MGT460H1 RSM461H1 Managerial Negotiations (formerly MGT461H1) [24L] Students learn to recognize, understand, analyze, and practice essential concepts in negotiations required for understanding more complex relations within and between organizations. The main objective is to learn how to analyze the critical factors of a negotiation situation and then to be able to prescribe a course of action. Prerequisite: MGT262H1/RMS260H1/MGT363H1/RSM360H1 Exclusion: MGT461H1 SOC200H1 Logic of Social Inquiry (formerly SOC200Y1) [24L/24T] This course reviews the basic issues that concern all types of data collection methods used by social scientists to test theory. Key topics include selection, sampling, and measurement. The course explores how error affects the data gathered in experiments and nonexperimental studies, and in qualitative and quantitative research. The course emphasizes critical thinking about the empirical research presented in everyday life, as well as preparation for more advanced research courses. Enrolment is limited to Sociology Majors. Prerequisite: SOC101Y1 or SOC102H1 + SOC103H1 Exclusion: SOC200Y1, JBS229H1, POL242Y1, UNI200Y1, UNI200H, WDW350Y1, GGR271H, WDW350H1 37

39 Employment Relations SOC202H1 Quantitative Analysis in Social Science Research (formerly SOC300Y1) [24L] Introduction in quantitative social science research from descriptive statistics to hypothesis testing using various strategies for the analysis of bivariate relationships. Enrolment is limited to Sociology major program. Prerequisite: SOC101Y1 or SOC102H1 + SOC103H1, SOC200H1. Exclusion: SOC200Y1, SOC300Y1, ECO220Y1, GGR270H1,PSY201H1, STA220H1, STA248H1, POL242Y1 Breadth Requirement: None. SOC207H1 Sociology of Work & Occupations (formerly SOC207Y1) [24L] The nature and meaning of work in relation to changes in the position of the professions, unions and government, of women and minority groups, and in industrial societies more generally. Career choice and strategies, occupational mobility, and individual satisfaction at work. Prerequisite: SOC101Y1 or SOC102H1 or SOC103H1 Exclusion: SOC207Y1 SOC317Y1 Industrial Sociology (formerly SOC316Y1) [48L] Labour/management relations in industrial societies; impact of technological change on work organizations and labour markets; implications for understanding various topics including social mobility, labour market segmentation, job satisfaction, work/family relations, immigration and race, power in organizations, union and industrial conflict, organizational culture, and the social control of industry. Prerequisite: SOC101Y1 or SOC102H1 or SOC103H1 Exclusion: SOC316Y1 SOC366H1 Sociology of Women and Work [24L] Women's paid and unpaid work and the relationship between the two. Questions about gender gap in earnings, sexual segregation of the labour force, restructuring of paid work, sexual harassment, paid domestic work, and the division of housework and child care. Prerequisite: SOC101Y1 or SOC102H1 or SOC103H1 Distribution Requirement Status: Social Science SOC367H1 Race, Class, and Gender [24L] In this class, we analyze the ways in which race, class, gender and sexuality interact and shape communities, life opportunities, perspectives and politics. We will read contemporary ethnographies concerning work, socialization, and urban life against current sociological theories about inequality and intersectionality, and identity. Prerequisite: SOC101Y1 or SOC102H1 or SOC103H1 38 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

40 SOC439H1 Immigration and Employment (formerly SOC339H1) [24L] This course examines the labour market and employment situation of immigrants emphasizing recent Canadian experience in comparative context. Topics include immigrant human capital, declining immigrant earnings, immigrant skill-underutilization, impact of the knowledge economy, racial discrimination, labour market structure and unionization, immigrant entrepreneurship and experiences of the Canadian-born second generation. Prerequisite: SOC202H1 or SOC302H1 and at least.5 more FCEs at the SOC300 level (preferably selected from the Recommended Preparation list for this course) Exclusion: SOC339H1 Recommended Preparation: SOC207H1 or SOC210H1 or SOC218H1;SOC317Y1 or SOC336H1 or SOC366H1 or SOC383H1 Distribution Requirement Status: Social Science WDW240H1 Introduction to Employment Relations [36L] An introduction to the study of the world of work and employment, the history and development of employment relations, its central theories and concepts; the behaviours, outcomes, practices and institutions that emerge from or affect the employment relationship; contemporary issues and comparative employment relations systems. WDW244H1 Labour Relations [36L] Introduction to the institutions, issues and legislation affecting the employment relationship in the public and private sectors in Canada, with emphasis on collective bargaining. The economic and political environment, history of the labour movement, union organization, certification, contract negotiation, strikes, dispute resolution, contract administration and grievances. Exclusion: ECO244Y1, WDW244Y1 Distribution Requirement Status: Social Science. WDW260H1 Organizational Behaviour [36L] Introduction to the nature of organizations and the behaviour of individuals and groups within organizations, including topics such as culture and diversity, reward systems, motivation, leadership, politics, communication, decision-making, conflict and group processes. Not recommended for students in Commerce programs. Exclusion: MGT262H1, RSM260H1 WDW344H1, 345H1, 349H1 Topics in Employment Relations [36L] Topics vary from year to year, but the objective of the course is to discuss current employment relations issues and their economic, legal, political and social implications. 39

41 Employment Relations WDW346H1 Human Resource Planning [36L] An understanding is developed of how essential elements of the human resource planning process support organizational goals and strategies. Topics such as environmental influences, job analysis, forecasting human resource needs and ascertaining supply, succession planning, downsizing and restructuring, mergers and acquisitions, outsourcing, and strategic international issues are examined. WDW347H1 Training and Development [36L] The role of training and development initiatives in organizations. Students acquire the knowledge and skills to conduct a training needs assessment, identify training objectives, explore strategies to increase the transfer of training, design and deliver a training activity using various training methodologies, and evaluate its effectiveness. Prerequisite: WDW260H1 WDW348H1 Recruitment and Selection [36L] The principles, legal issues, and emerging trends affecting the recruitment process and selection of staff in organizations. Development of recruitment strategies, assessment of applications for employment, interviewing candidates, and the role of testing and measurement of competencies in making hiring decisions. WDW367H1 Compensation [36L] The theory and process of developing and administering compensation systems. Through the core compensation principles of efficiency, equity, consistency and competitiveness we consider such topics as: job analysis, job evaluation, pay levels and structures, pay for performance, benefits, and compensating special groups of workers. Prerequisite: WDW260H1/MGT262H1/RSM260H1 WDW372H1 Negotiations [36L] Resolving conflicts constructively is a challenge faced by all organizations and most individuals. This course will cover fundamentals of the negotiation process and conflict resolution. This course will apply multiple cases and simulations providing students with several opportunities to build their skills. Prerequisite: WDW244H1, WDW260H1 WDW378H1 Employment Health [36L] The influence of legislation, the labour market and collective bargaining on health policies and programs in the workplace. The rights and responsibilities of employers, employees, unions and governments for the regulation and promotion of workplace health and safety; and the implications of evolving demographic, economic, and social factors. Prerequisite: WDW244H1, WDW260H1 40 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

42 WDW379H1 Employment Relations Research and Human Resource Analytics [36L] An introduction to fundamental quantitative and qualitative research methods to enable students to critically evaluate and conduct research in the labour field. The class will explore data-driven, analytical approaches to managing human resources using basic metrics, analysis, and interpretation of information that link human resource initiatives to various indicators of organizational performance. Prerequisite: WDW244H1, WDW260H1 WDW430Y1 Employment Law [48L] The major legal structures which regulate the employment relationship in the public and private sectors: the common law of contract (master/servant law), legislation governing collective bargaining, the primary statutes (Employment Standards Act, Labour Relations Act, Occupational Health and Safety Act, Workplace Safety and Insurance Act, and the Human Rights Code). Prerequisite: 13 FCEs including WDW244H1 and WDW260H1 WDW444H1 Seminar in Employment Relations [24S] An advanced seminar examining contemporary issues in the employment relations and human resources field. Topics vary from year to year, but the objective of the course is to discuss current issues and their economic, legal and social implications. Prerequisite: 13 FCEs, including WDW244H1 and WDW260H1, and a CGPA of at least 2.50 WDW446H1 Working as an Internal Organizational Consultant [24L] This course examines the various elements of the consulting process and the interpersonal skills required to build trust, influence others, contract with clients, and establish and maintain strong working relationships. Prerequisite: 13 FCEs including WDW244H1, WDW260H1, 1.0 WDW300-level FCE in Employment Relations Breadth Requirement: Society and its Institutions (3) WDW447H1 Contemporary Challenges Facing Today's Organizations [24L] An advanced seminar exploring significant developments in organizations, and the challenges and opportunities facing professionals in the employment relations field. Emphasis is placed on developing problem solving and critical thinking skills and examining theories and concepts of employment relations. Prerequisite: 13 FCEs including WDW244H1, WDW260H1, 1.0 WDW300-level FCE in Employment Relations Breadth Requirement: Society and its Institutions (3) WDW493H1, 494H1 Advanced Topics: Employment Relations [24L] Advanced topics vary from year to year, but the objective of the course is to explore theories, concepts and emerging issues in Employment Relations and their impact on internal and external environments. Prerequisite: 13 FCEs including WDW244H1, WDW260H1, 1.0 WDW300-level FCE in Employment Relations 41

43 Employment Relations Summer Abroad Courses These courses are sponsored by the Professional & International Programs Office at Woodsworth College. For detailed information visit the program's website at WDW332Y0 Topics in Employment Relations Abroad [TBA] Topics in Employment Relations offered in an international setting. The content may vary from year to year. Topics in Employment Relations offered in an international setting. The content may vary from year to year. WDW432Y0 Advanced Topics in Employment Relations/Labour Relations Abroad [TBA] Advanced topics in Employment Relations offered in an international setting. The content may vary from year to year. Prerequisite: 13 FCEs including WDW244H1, WDW260H1, 1.0 WDW300 FCE in Employment Relations/permission from Professional & International Programs Office Awards and Bursaries There are a number awards or bursaries available to students in the Employment Relations program. Eligibility is based on either academic performance or financial need. Please visit the Employment Relations website for more information ( Rules and Regulations of the Faculty of Arts and Science The University has several policies that are approved by the Governing Council and which apply to all students. Each student must become familiar with the policies. The University will assume that he or she has done so. The rules and regulations of the Faculty of Arts and Science are listed in the calendar. Students taking courses in the Faculty assume certain responsibilities to the University and shall be subject to all rules, regulations and policies cited in the calendar, as amended from time to time. Some of the rules and regulations are listed below. For a complete set of guidelines including important deadlines visit the Faculty of Arts and Science website. Your instructor is your first step for advice regarding issues that relate to your studies in a particular course. The Employment Relations Program Office can provide you with advice on academic issues and problems that relate to or affect your studies in Employment Relations. Your Registrar's office can help you with advice on your degree studies and/or personal problems that affect your performance in your studies. You are expected to manage your studies and this includes asking for help and advice! 42 W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

44 Writing at the University of Toronto ( The ability to think critically and to write well-organized, clear, grammatical prose is important to your work in many courses. It will improve your chances if you apply to graduate or professional schools and will also give you an advantage in the workplace. To help you develop your writing skills, the university provides a range of instructional resources. The Writing Centres, provided free of charge at undergraduate colleges, will help you develop the writing skills needed throughout your university studies. They offer both individual and group instruction. For announcements about group workshops and noncredit courses visit the website In individual consultations, trained writing instructors help you improve your ability to plan, write, and revise, using your assignments from any subject as examples. Some instructors specialize in the needs of students using English as a second language. You are entitled to use the writing centre of the college where you are registered or living in residence, or the department where you are taking a course. Academic Integrity "The University and its members have a responsibility to ensure that a climate which might encourage, or conditions which might enable, cheating, misrepresentation or unfairness not be tolerated. To this end, all must acknowledge that seeking credit or other advantages by fraud or misrepresentation, or seeking to disadvantage others by disruptive behaviour is unacceptable, as is any dishonesty or unfairness in dealing with the work or record of a student." (Section B, Code of Behaviour on Academic Matters) For additional information, please visit 43

45 Employment Relations Frequently Asked Questions What secondary school background do I need for Employment Relations? There are no specific secondary school courses required as prerequisites for first year courses leading to the Employment Relations program. However, the recommended preparation for ECO100Y is MCB4U, and MGA4U or MDM4U or equivalent secondary school mathematics credits. Students may also take ECO105Y which does not have recommended or required preparation. Students must meet the admission requirements for the Faculty of Arts and Science. Information about admissions is available from Admissions and Awards, , Admissions and Awards 172 St George Street, , What courses should I take in first year? Faculty of Arts and Science students do not choose their program of study until the end of their first four credits. If you wish to study Employment Relations, you should enroll in a minimum of 4 full course equivalents (FCE) including ECO100Y1 (or ECO105Y1) and SOC101Y1 (or 1 FCE from: SOC102H1/SOC103H1/PSY100H1). Students should also consider taking an introductory course in Canadian politics. This background will be useful since many of the issues dealt with in Employment Relations are looked at from a Canadian perspective. Is there a graduate program in Employment Relations at U of T? The Centre for Industrial Relations and Human Resources offers both a Masters degree and a Ph.D. degree in Industrial Relations and Human Resources. For more information please visit.chass.utoronto.ca/cir/. What are my career options? See page 3. Can the Employment Relations program lead to a professional qualification? See page W o o d s w o r t h C o l l e g e U n i v e r s i t y o f T o r o n t o

46 Contact Information Employment Relations Program Office Woodsworth College, Room 236 University of Toronto 119 St. George Street Toronto, ON M5S 1A9 t: e: w: Reception & Telephone Hours Monday Wednesday 10:00 a.m. - 5:00 p.m. (4:30 p.m. in July and August) Undergraduate Coordinator Monday Wednesday 10:00 a.m. - 5:00 p.m. (4:00 p.m. in July and August) Thursday and Friday by appointment Other Contacts Faculty of Arts and Science Academic Resources & Services for Students ulife.utoronto.ca Career Centre Summer Abroad Program: GOT UTOR? As a student at the University of Toronto, you have automatic access to the Information Commons, which is your passport to , the library and the Internet. Once you have your TCard, you must activate your University of Toronto account. Setting up a UTORmail account is mandatory. Failure to do so may result in a student missing important information and will not be considered an acceptable rationale for failing to receive official correspondence from the University. All official communication from the Program Office will be ed to utor accounts only. 45

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48 Notes 47

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50 Woodsworth College 119 St. George Street Toronto, Ontario M5S 1A9 Website: