Preface

We believe that human resources will play a critical role in determining the success of Canadian organizations in the twenty-first century.

—THE AUTHORS

Teachers and students ultimately determine the value of any textbook. Canadian Human Resource Management: A Strategic Approach is no exception. Its twelfth edition passed the test of the marketplace by earning adoptions and re-adoptions in more than 70 colleges and universities in Canada and by becoming the bestselling HR text in this country. The book’s thrust on presenting the key concepts, issues, and practices of this exciting field without being encyclopedic, its practical focus, and its emphasis on readability have endeared it to hundreds of instructors and thousands of students in Canada. Equally gratifying to the authors is that a large number of students retained this book for their professional libraries after course completion, suggesting that they found it to have real value.

Balanced Coverage

We attribute the book’s popularity to its balanced coverage of both theory and practice, and of both traditional materials and emerging concerns. Regardless of their orientation, readers will sense our belief that people are the ultimate resource for any employer. How well an organization obtains, maintains, and retains its human resources determines its success or failure. And the success or failure of our organizations shapes the well-being of every individual on this planet. The increasing speed of technological advances and growing globalization mean that managers operate in a more complex and dynamic setting that is also much more interdependent. Training in human resource management (HRM) will become even more critical in this new setting.

The thirteenth edition of Canadian Human Resource Management: A Strategic Approach builds on the strengths of the twelfth edition. The book is divided into six parts.

• Part 1: The Strategic Human Resource Management Model introduces the strategic model that will be used as a guide through all chapters.

• Part 2: Planning Human Resources describes the two pre-hiring processes, analyzing the jobs in question and planning for future staff needs. New job options have to be integrated into the organization as part of the planning process.

• Part 3: Attracting Human Resources covers the legal aspects of any hiring decision and discusses recruitment and selection processes and the management of a diverse workforce.

• Part 4: Placing, Developing, and Evaluating Human Resources discusses the importance of preparing employees for new challenges through training and development and providing timely performance feedback.

• Part 5: Motivating and Rewarding Human Resources reviews the many ways HR can contribute to a more effective organization through a fair and equitable compensation system and proficient benefits administration. Creating a motivating environment is another responsibility of HR.

• Part 6: Maintaining High Performance brings up the issues related to workplace safety, which is of concern to every manager. This concern has to be conveyed to all employees through an effective communication system. Good interpersonal relations require appropriate and fair discipline procedures. This part also discusses in detail the union–management framework, union organizing, collective bargaining, and collective agreement administration.

Updated in the Thirteenth Edition

The chapters in the new edition have been streamlined and organized for easier reading and retention of material by students. The focus of the text continues to be the strategic contribution of the HR function in organizations; but an explicit recognition of the relationship between HR strategies, tactics, and systems has been incorporated into the model and throughout the text material. Within this format, both present and emerging concerns of a significant nature are highlighted. Key terms are bolded and an extensive glossary of HR terms is included at the end of the text.

This edition thoroughly covers Canadian employment and human rights legislation with many recent legal precedents and policies. A number of trends and potentially promising HR strategies have been incorporated into appropriate chapters of the new edition. HR has recently played a more important role in the overall strategy of companies. This trend is strongly reflected in the new edition.

All chapters have been updated. Information on employment standards, human rights (especially in the area of gender and sexual diversity, people with disabilities, and Indigenous peoples), and privacy legislation with related statistics and demographics is the latest available. New work options not only provide organizations with opportunities to be more effective but also offer employees more flexible work opportunities, better suited to their needs. Growing internationalization of companies and international trade are reflected in the contexts and examples throughout the text. In this edition, we have integrated global and international content into each chapter. The text provides over 100 examples and anecdotes of Canadian and global firms— private and public, local and national, and large and small.

In this edition, short cases are offered for each chapter to complement the individual chapter cases. These cases touch upon recent and important issues within the topic in varied contexts and circumstances.

Chapter-by-Chapter Changes

• Chapter 1: Introduces a new framework for the content presented in the book, and updates to all figures to be current with the latest Canadian workplace trends.

• Chapter 2: Includes a new Spotlight on Ethics, short case, and photos.

• Chapter 3: A new short case and two longer cases provide students with current and relevant scenarios faced by HR practitioners, highlighting the balancing act of HR supply and demand.

• Chapter 4: Significant revisions including a new chapter outline, learning objectives, Spotlight on HRM, Spotlight on Ethics, and short case to reflect the current state of the legal environment surrounding HR practice in Canada. The content is expanded to reflect the increasing importance of diversity, equity, and inclusion in Canadian workplaces and the role of HR policies to guide practice.

• Chapter 5: Canadian companies from across the country as well as global companies (e.g., Facebook, Google) continue to appear prominently. A new Spotlight on Ethics and short case are provided.

• Chapter 6: New Spotlights on HR and Ethics, short case, and photos situated in research and guidance on selection practices bring the chapter material to life.

• Chapter 7: Provides new and revised figures, the addition of learning theory, further streamlining of content, and a new short case.

• Chapter 8: Includes a new Spotlight on Ethics on evaluating your manager’s performance, enhanced clarity and conciseness of content, and revised figures.

• Chapter 9: New framing around the total compensation approach, revised and new figures, well-known company examples, and removal of some advanced compensation material make this chapter yet more relevant.

• Chapter 10: Boutique-style benefits options and benefit provider options now available to Canadian employers are highlighted. A new short case and figures show how benefit practices are used by employers.

• Chapter 11: New examples expand on the Canadian context and bring the employee relations concepts in the chapter alive.

• Chapter 12: A new health and safety case builds on the previous 11 chapters. A new individual chapter case highlights how judgment in a critical moment can lead to safety risks.

• Chapter 13: New cases give students the opportunity to examine a union drive in a workplace and reactions of HR and management to the union drive. A new individual chapter case provides students with the opportunity to examine grievances in a hotel chain.

Key Features

In addition to new features, important key features from previous editions have been retained.

Cases— The text features an individual case and a running case anchored to material for every single chapter. The individual chapter cases highlight unique HR contexts and the strategic role of HR in today’s organizations. Available on Connect, the WE Connections cases feature a tech start-up that is struggling with human resources management challenges as the company continues to grow. Both of the cases allow the student to further learn about how HR can make a significant contribution to organizational success and growth through the application of chapter content.

Case Study

DigiTech

Connecting Organizational Strategy to Human Resource Strategy

Gail’sphonebuzzedasshesteppedintotheDigiTech officefirstthingMondaymorning.Havingbeenthe directorofhumanresourcesforthreeyears,Gailwas accustomedtoherphonebuzzingassoonastheday began,butthistimewasdifferent.Stephanie,thecompany’schiefoperatingofficer(COO)hadsentatext requestinganurgentmeetingwithGail.

DigiTechwasaneducationalgamingproviderspecializinginpeer-to-peergamesforkidsaged12–15 thatprovidedthefoundationsforsoftwarecoding.

DigiTechhadbeeninbusinessfor 12yearsand employedabout125peopleinvariousfunctionsfrom userexperience,tographicdesign,throughtotechnologysupport.ItwasanexcitingtimeatDigiTech,asthe companyhadrecentlycreatedanewstrategicplanand digitaltransformationplanthatwouldtakeDigiTech intothenextgenerationofcomputingpowerandgain backthemarketshareithadrecentlylost. Latelastyear,thebusinessanalystatDigiTech haddiscoveredthatthecompanywaslosingclients

Spotlights—All chapters provide a Spotlight on HRM, focusing on an emerging practice, issue, or HR opportunity. Some Spotlights from previous editions have been retained at the request of reviewers; the new ones reflect current trends and practices.

Terms for Review—All important terms and buzzwords are included. This is an excellent tool for self-testing.

Learning Objectives—This useful tool enables students to gauge their progress and understanding while working through each chapter.

Spotlight

On

HRM Human Capital: A Key to Canada’s Competitiveness organizations and communities through productivity necessitates a collaborative and longterm approach among organizations governments communities and numerous other support structures the many micro small medium and large organizations that make up our economy It is people who purchase or use the goods and services within an economy

End-of-Chapter Summaries—The authors provide an abbreviated version of the main ideas, theories, and strategies of each chapter.

Among the key elements to creating innovation and in turn productivity is education c Because knowledge is a necessary precursor to reaizing the full potential of human capital in creating productivity improvements governments communities and education systems must come together in developing and enhancing citizens’ overall knowledge base Canadian communities must also understand the importance of ifelong learning Because of the time required for learners to progress through education

Summary

canno e oerstated ar of he human capa d h is h h an ididua can create in elatio to the inputs Ad Cf Bd C anad soes a B o poductviy a

At poins in isory oanzions h y he mog pu

Moe eny e have seen growig exa f h ii hents tough new innovaons imilar developing a li i ii ld lni i

Ethics Box A significant feature is the Spotlight on Ethics, in which an ethics issue relevant to the chapter content is discussed thattheycanprovidemeaningfulinformationtotheir stakeholders.Effectiveuseofdataandanalyticshas affordedHRtheopportunitytodemonstrateenhanced servicedeliveryandoffergreaterstrategicservicesto itsstakeholder.

Humanresourceplanningisaproactiveapproach toensuringthattheorganizationhastheright peopleattherightplacewiththerightskillsatthe righttimeandintherightenvironment.Thehuman resourceplanningprocesssignalsthebeginningof anorganization’sabilityto“manageitstalent.”The planningprocessdirectstheorganizationtodecide whattalentitneedsandsuggestsseveralwaysinwhich tosourcethattalent.Itisanattemptbycompanies toestimatetheirfutureneedsandsuppliesofhuman resourcesaswellasthebusinessprocessesto effectivelyenablethattalent.

Research—To assist students in making optimal use of

Today howe this ppoach is insufficient for

Spotlighton ETHICS

Ethics are moral principles that guide human behaviours and are often based on a society’s cultural values norms customs and beliefs whch means that different cultures and even individuals within the same society have widely varying standards of behaviour How are we to differentiate “right” from “wrong” or “good” from “bad”? There are no simple answers Many adopt one of the followng postures n dealing with such ambiguous situatons

1. Universalist approach Persons who embrace this view assert that some moral standards are universally applicable In other words regardless of society or place a wrong act (such as kiling stealing or lying) s wrong There are no exceptions to moral “rights” and “wrongs”

2. Situational approach What is rght or wrong dd l h me tg ea sy ch nnovation and enepeneursm are trong (g

Stage 3: Interpersonal Conformity Stage: What is “right” is determined by expectations of others who are close to the individual Close relatives friends and other “reference groups” help the individual identify the “right” action in any setting

Stage 4: Law and Order Stage: Doing one’s duty and obeying society’s rules is consdered the “right” behaviour at this stage

Stage 5: The Social Contract Stage: Here the individual goes beyond the minimal standards established by laws and rules “The greatest good of the greatest number” in the society is the maxim that guides the indivdual’s behaviour at ths stage

nsibi r

Through an understanding of the factors that influence the demand for workers, workforce planners f t ifi ht d lt d p to estima the aabiy ren wrke oh e demand. Suh timats begn with an adit of rsn en Intenal hortags are relved b seeking ne emp h et b kt Sl are

Review and Discussion Questions

1.Whatarethekey stepsinworkforceplanning inorganizations?Whichofyouractions,ifany, wouldbedifferentifyou wereplanninghuman resourcesforasmallerfirm(thatemploysfewer than50personsinall)insteadofalargerfirm (thathas500employees)?

2.Identifyanddescribethreeinternalorexternal driversthatwouldimpactlabourdemandfora restaurantinawinterresortarea.

TheHRplancanbeconsideredasaroad map forHRprofessionals,asitdirectstherecruitment, selection,andtraininganddevelopmentprocesses. OnceHRprofessionalsunderstandanorganization’s humanresourceneedsandavailablesupply,thenthey willbeabletodecidehowbesttorecruitthatresource andestablishtheframeworkfortheselectioncriteria. Onceonboard,employees’capabilitieswillneedto beunderstoodandtheirtalentsandskillsoptimized th ffftilFtlddd dvelpssmployeesadsucesfullyalgits d mnagementisanmpotantHRacvy ons o Chaer6,andChapter7, w w funthttffti

Secnd Ps whichoftheforecastingtechniquesdiscussedin thetext arelikelytoberelevant?Why?

Review and Discussion Questions—These questions test students’ understanding of the chapter material and suggest topics for class or group discussions.

5.Whataresomepopularapproachestomatching thesupplyofanddemandforhumanresources? Brieflydiscusstwoapproaches(each)forsituationswhendemandexceedsandislessthan supplyofhumanresources,highlightingtheir advantagesandlimitations.

6. Why arealternativeworkarrangementsusefulapproachesfor boththeemployerandthe employee?

ga continualyhangingglobalconxt.Humanresouce managnt m e e o desabe there may be situtions in whch lyng l l not value truth o he sme extent marly whie kling is bad the may be siuatio in whic ths ac i jsfi I l en e on Whle morals are t be flowed n individual ma have mk p n cot fie e

3 ubjecis appoah In hi approah th

Stage 6: Universal Ethical Principles Stage: At this stage the ndvidual is guided by high moral principles People are to be treated as ends in hl d p consderd a nhntly luable d to b tea h “” V f d a h le

3.Discussanythreetechniquesforestimatingthe demandforhumanresources.Provideexamples whererelevant. fciandcutomernedsotalychage, jo

TheHRdeparmentprvdesaervcetooth darmertn.eys,

The field of human esouce management is full f h le hd d bad rigt an wong desirb nd ndesrbe online esources for ore information on HR topics HR-related websites are provided throughout the text and hotlinked in the ebook To facilitate classes, discussion questions are included at the end of every chapter

The Spotliht on Ethics featue in ths book wll u yu et ag associaed wih the topic dcused in each ch d e y a er Fd eines g d g cosieig all specs of the iuaton oral prefences Ndess o say he andads d eren depening n heir upbrngng curen l d belif

Another uefl moe y whh o unsand and gude ethic behvour is offered by awrene

Khbeg n Amerc psychlog g posts six sage that m an nvaran ad uiesa ec dev e is spposed to go hg he sam stges in he sme q i h o o e “suck” at oe of e olown stags and no e o deelopment idntified by Kolberg are as follows

S 1 Odi d Psh S Th p at tis stage ediene t ohe wh have h ou why ach person chose dffeenty ry to caegorize sags of mol develomnt sed above Which acuanances? A wha sa of morl eelpmet ae you d? W? h o yu n o you empy? Wat pevents yu n you end frm moving to he ne sage?

In-Text Glossary—Important terms and concepts are highlighted with boldface type in the text and also defined in the text in the margins, allowing students to find critical definitions at a glance. All terms appearing in boldface are referenced in the Terms for Review section at the end of each chapter. They can also be found in the Subject Index, highlighted in a secondary colour. Finally, a full list of glossary terms is also provided in the end matter of the text.

Instrucons: Conder e flowng stuatin Mak our rens ad auatacs ind ew esus sia media Yur oganzaton has takn o using bind rvews o p n o h te pa or unonsciu bias in recruig ers In d o e hi n via sev a l media “iflener on behaf yo oganizaton One

Figures—Charts and diagrams are included to illustrate relevant ideas and concepts.

Stage 2 Rcpocity Sge: Hr h indiidual in

7.Whataresomeofthesecurityconsiderations ingahmanesourceiformaionsyte?

SHORT CAE 3- Tmpoar hch  empoyeselfserviceESS) 82 eds  extrapoaion 5 e  focsts 62 fl-emplyes lbourmaretanalss 72 aa  managmentorleadership managerself-ervice(MSS) 82 vys pamntsummarie 68 kilst 67 tangtabe 66 tl  86 ransitini 69 e ecnd

Short Cases—Short Cases provide the opportunity to test students’ understanding of concepts and their impact on the organization, and opportunities for small group and class discussions to apply the chapter concepts.

Human Resource Decision Making at Canada Importers Ltd.

CanadaImportersLtd(CIL)salargeimporter oflinensdishwareandcrystalfromanumberof AsianEuropeanandSouthAmericancountries Whilenearly55percentofinensareimportedfrom Chnanearly70percentofcrystalanddiamond itemsoriginateinIndiaMostofthedishwarecomes fromEuropeanandSouthAmericancountres Severalotherhandicraftsandhouseholdproducts areimportedfromotherEastEuropeancountres andJapanDifferentgeographcalofficesofCIL specialzeindifferenttradeandimportregions;for exampletheTorontoandVancouverofficesprimarily dealwithsupplersinIndia(specialzingindifferent industrygroups)whiletheCalgaryofficeconducts allnegotiationswithSouthAmericaCILsoffices inMontrealandHalfaxprimarilydealwiththeir EuropeancounterpartsOvertimemanagement practicesincludingHRactvitiesinvariousCIL officeshavebeguntoshowconsiderabledifferences posingproblemsfortheseniormanagersRecently theollowngconversationtookplacebetweenRob Whittierthevcepresdentofhumanresourcesand HenriDeLahnthevicepresidentofdistribution

Rob Whittier: You may notagreewithmebutifwe aregongto haveconsistencyinourhumanresource policiesthenkeydecisionsaboutthosepoliciesmust becentralzedinthehumanresourcedepartment to ocusgont

BesdesthedepartmenthasexpertsIfyouneed financialadviceyouwouldnot askyourdoctor;you wouldgotoabankerorotherfinancialexpertWhen itcomestodecidingcompensatonpackagesorhir ingnewempoyeesthosedecisionsshouldbeleftto expertsinsalaryadminstrationorselectonTo aska branchmanagerorsupervisortomakethosedecisions deprivesourfirmofaloftheexpertisewe haventhe department Henri DeLahn:Ihaveneverquestionedyourdepart mentsexpertseSurethepeopleinhumanresources aremoreknowledgeablethanthelinemanagersButif wewantthosemanagerstoberesponsiblefortheper formanceoftheirbranchesthenwemustnotdeprive themoftheirauthoritytomakehumanresource decisonsThoseoperatingmanagersmustbeableto decidewhomtohreandwhomto rewardwithraises Iftheycannotmakethosedecsionsthentheireffec tivenessasmanagerswillsufer DISCUSSION QUESTIONS

1 Ifyou were RobWhittierhowwouldyouresolve thisdispute?

2 Whatriskscanyouidentifyfromahumanresource perspectiveinHenriDeLahnsargumens?

3 Inretrospecthowmightyou haveavoidedthe debatewithHenriDeLahnbyintroducinghuman ped

Subject Index—All chapter topics are indexed by subject. Glossary terms and page references are included in a secondary colour.

CAS STU

Connecing Organizaiona Sratgy to uman Reorc Sratey oanie offcefs hiodaymrninanethe G cusomedhrhone eganbutthstimewasdi

dy mpoebou12 peopenvaruunctonom

References—Specific cases and other source references are gathered at the end of the text for more detailed research purposes

DgTecw anutongmgpridr p ininpeetopeergames orkidad1215 bakthemathaehadretlos LateastyarhebusinessanaystDgch p

Glossary—The most comprehensive glossary in the HR field—over 300 items—completes the book, allowing students to find definitions of most HR terms and concepts.