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in a hyper-competitive, global environment. The thirteenth edition of Human
Resources Management in Canada demonstrates how human resources are among the
most important assets in organizations today. This book is designed to provide a complete,
comprehensive review of human resources management (HRM) concepts and
techniques in a highly readable and understandable form for a wide audience: students
specializing in HRM and those in business programs, supervisory/managerial staff, and
small-business owners. Accordingly, this book exposes readers to both a breadth and
depth of core issues, processes, and strategic elements of how the human resources at
work contribute to organizational success. The strategic importance of HRM activities
is emphasized throughout the book, using recent examples from the Canadian employment
landscape.
As in previous editions, the Canadian thirteenth edition provides extensive coverage
of all HRM topics, such as job analysis, HR planning, recruitment, selection,
orientation and training, career development, compensation and benefits, performance
appraisal, health and safety, and labour relations. The scientific/academic contributions
to the world of human resources are embedded throughout the book and highlighted
with Evidence-Based HR icons in the margins. Hints to Ensure Legal Compliance are also
highlighted, and Ethical Dilemmas are presented for discussion.
Preface
NEW TO THE CANADIAN THIRTEENTH EDITION
Alignment with new HR competencies requirements for the new national
level certifications in HR (CHRP, CHRL, CHRE)
􀁴􀀁 In 2015, the national level Canadian Council of Human Resources Association
(CCHRA) replaced the previous Required Professional Competencies (RPCs)
with 44 newly formed HR competencies. The new competency list aligns with
the move away from the Certified Human Resource Professional (CHRP) and
Senior Human Resource Professional (SHRP) designations to a three-tier designation
process, as discussed in detail in Chapter 1 (Certified Human Resource
Practitioner, Certified Human Resource Leader, and Certified Human
Resource Executive.) This book is updated to reflect the new set of required
HR competencies associated with the new designations for Human Resource
experts in Canada.
􀁴􀀁 While most provincial/territorial HR bodies have expanded on the baseline 44 HR
competencies to reflect a range of expected expertise in each competency (e.g.,
Ontario), other provincial/territorial HR bodies are in the process of determining
how these will be implemented. Accordingly, this textbook has been updated to
delete the old RPCs and include the baseline 44 HR competencies developed by
the CCHRA, highlighting where they are applied.
KEY FEATURES OF THE CANADIAN THIRTEENTH EDITION
An evidence-based HR approach: The authors assume an evidence-based approach
to the breadth of topics in the book, incorporating research from peer-reviewed academic
journals to provide valid and reliable information to guide decision- making.
This approach attempts to bridge the research–user gap and build confidence in the
relevance, quality, and applicability of research findings.
Bridging research and practice: Consistent with the evidence-based approach to
HR, each chapter introduces expert opinions (as stand-alone boxes) from researcher
experts (specifically, Canada Research Chairs) addressing research contributions
associated with a subtopic in each chapter. To complement this, a wide range of
industry expert opinions are also included in each chapter (as stand-alone boxes),
bringing the reader into current and relevant perspectives of the topics from a wide
range of practitioners. These opinions are presented in the book and contrasted in
the student-based technology-enabled activities (discussed below).
Additional Features
Learning Outcomes. Specific learning goals are defined on each chapter-opening page.
HR Competencies. The associated HR competencies with each chapter are presented
in the chapter opening and icons are inserted throughout the chapter, highlighting
where each HR competency is addressed/developed.
Key Terms. Key terms appear in boldface within the text, are defined in the margins,
and are listed at the end of each chapter and in the index.
Current Examples. Numerous real-world examples of HRM policies, procedures,
and practices at a wide variety of organizations, ranging from small service providers
to huge global corporations, can b a e found throughout the text.
Full-Colour Figures, Tables, and Photographs. Throughout each chapter, key concepts
and applications are illustrated with strong, full-colour visual materials.
Web Links. Helpful Internet sites are provided throughout the text and are featured in
the margins.
Integrated Chapters. Rather than approaching topics as isolated silos, the book highlights
areas of overlap in order to present HRM as an integrated set of topics.
Boxed Features. The four boxed features—Workforce Diversity, Strategic HR, Entrepreneurs
and HR, and Global HRM—have been updated and revised in all chapters.
End-of-Chapter Summaries. At the end of each chapter, the summary reviews key
points related to each of the learning outcomes.
End-of-Chapter Review and Discussion Questions. Each chapter contains a set of
review and discussion questions.
Critical Thinking Questions. Each chapter contains end-of-chapter questions
designed to provoke critical thinking and stimulate discussion.
Experiential Exercises. Each chapter includes a number of individual and groupbased
experiential exercises that provide learners with the opportunity to apply the
text material and develop some hands-on skills.
Running Case. The running case at the end of each chapter illustrates the types of
HRM challenges confronted by small-business owners and front-line supervisors.
It is accompanied by critical thinking questions, which provide an opportunity to
discuss and apply the text material.
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