Canadian Human Resource Management at the Crossroads

Abstract

In this review, we employ an organization theory framework for understanding Canadian human resource management. We first examine the environment surrounding organizations in which the HR function is performed, then the HR function itself, and finally the HR manager's values, beliefs and actions within this system. Many of the changes that are occurring in the management of human resources are due to the pressure the environment is exerting on business organizations—pressures which the HR specialist helps manage. Among the most significant changes that face HRM are the increases in the amount of government policy concerning HR and the amount of HR-related legislation. HR specialists have responded by encouraging their organizations to adopt new personnel practices, such as employment equity and TQM, and by increasing their own level of training and professionalization. As a consequence of handling these pressures, many practitioners surveyed maintained that human resource management now has a higher profile in their firms and a greater set of responsibilities. However, human resource management faces some tough challenges from the global and national economy. As a result, the HR function continues to be a primary target in downsizing efforts, and HR expertise has continued to move out of large firms into small, part-time consulting units or into the hands of other corporate managers with working HR knowledge.