Human Resource Management: Canadian Practices vs. Global Perspectives

This report provides a comprehensive comparison of Canadian and international Human Resource Management (HRM) practices. It explores key differences in employment protection legislation, highlighting Canada's more employee-favorable laws compared to the U.S. and other international markets. The report also examines the impact of linguistic and cultural diversity on HRM, particularly in Canada's multilingual environment, and contrasts it with the practices in the U.S. Furthermore, it delves into the professionalization and regulation of HR, noting the prevalence of HR certifications in Canada. The report concludes by analyzing parental benefits, emphasizing the government's significant role in providing leave and support in Canada compared to other countries. The analysis is supported by references from academic journals and research articles, offering a well-rounded understanding of the subject.

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Human Resource Management
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3/24/2019

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Table of Contents
Introduction......................................................................................................................................2
Employment Protection Legislation................................................................................................2
Diversity of Language and Culture..................................................................................................3
Professionalization as well as Regulation of HR.............................................................................4
Parental Benefits..............................................................................................................................4
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Introduction
The workforce of the company is considered as a main source of competitive edge over
the competitors for that organization. Due to such reason, the significance of the employees has
also been raised and the requirement of the company to develop a better human resource system
also become one of the major organizational concern in the international market (Donate, Pena &
Sanchez de Pablo, 2016).. Every country has different culture that forces the companies to adopt
HR practices that are based on such country ((Tzabbar, Tzafrir & Baruch, 2017).
In the following part, there will be detailed discussion on the difference between
Canadian as well as international HRM practices such as the U.S. and all those factors that affect
human resources management.
Employment Protection Legislation
In many ways, the culture of international companies is further individualistic than just
about wherever else in the world. Whereas, Canada is rather more collectivist than the neighbor
to the south, as type companies have a lot of things in mutual that the American counterparts. It
is the major reason of the employment protection legislation which does not represent how far as
most of the European Countries.
The employment law of Canada differs from international companies and is tilted as
much more favorable towards the employees. For instance, the companies have at will employ in
Canada, in the nonappearance of just cause, it usually obligatory to deliver the sensible sign on
the dissolution or at slightest minimum notice as specified in the leading employment values of
legislation. The union security in Canada is wholly managed and ruled by the numerous diverse

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replicas that are contingent on the requirements of the cooperative contract as well as the
business in the question (Noe, Hollenbeck, Gerhart & Wright, 2017). The employers in Canada
is less concerned about what the persons do in their standby time than their in other international
companies. In the country US, most of the employers rejected the employees because there is a
picture on Facebook pages of them with a drink in their hand as they judge the personality of the
candidate by analyzing their personal activities whereas, the Canadian employer ignore such
pattern while selecting candidates for their company. They majorly analyze the talent of the
candidate rather than analyzing their background of such candidate that made them select right
choice for the right place in an effective and efficient manner (Ehnert et al., 2016).
The diversity of Language and Culture
Due to the reason that Canada is a multilingual republic with a wider history of
immigration as well as an authorized rule of the multiculturalism assortment play an essential
role in the organization of Canada. They incline to appeal a huge number of the settlers as well
as immigrants on a per capita foundation than most of the republics with the consequence that
the managers requisite to do their part in serving to integrate strangers into the civilization. The
linguistic creates a great issue for most of the managers not only with the reverence to the
staffing of the strangers but also in term of the bilingualism majorly if they operate in Quebec
(Edwards et al., 2016). The practices of human resource management create a little more
stimulating when all need to be interpreted as well as provision is essential in two or more
languages. Whereas, in the US the employers do not face such issues due to the reason they
majorly have a low rate of immigrants that provide an option for the companies to select their
located. Moreover, they have also adopted one language that made them easy to understand and
make communication among them in an effective and efficient manner (Bello‐Pintado, 2015).

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Professionalization as well as Regulation of HR
With regards to the professionalization of HR in Canada, procuring the certification of
HR seems to be more prevalent in Canada compared to the international market as well as a large
number of HR practitioners are the associates of the local HR association. The employment is
majorly controlled provincially in Canada as well as therefore, there is not just one HR
connotation across the country that made them more effective in nature as a comparison to the
international HR. However, in such a country, the HR is not a licensed profession as well as
people are free to practice HR without being an associate of a connotation or procurement a
description in human resources.
Parental Benefits
The parents of Canada receive more generous leave by the law them other international
companies. The one major difference between maternity or paternity in Canada than other
countries is the major role of the government. In international; companies the employees majorly
depends on their employers to provide substantial paid time off whereas, in Canada, the
employees look to the government for the assistance. For instance, in the U.S, the family and
Medical Leave Act provide certain workers up to 12 weeks of unpaid, job-protected leave per
year for the family as well as medical reason. In Canada, the primary caregivers often take a year
of the leave after the birth of the child in which some of them is paid time off that is provided to
an employment insurance program administered by the federal government (Fabi, Lacoursière &
Raymond, 2015).

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Conclusion
From the above analysis, it can be concluded that human resource management plays a
vital role in selecting and managing the employees to run a business. At a certain extent, there is
a great difference between the HRM practices of Canada and other international companies that
include their culture, selection of employees and their other laws. Canadian has certain positive
perceptive towards the employees such as providing maternity or paternity leave and in the
selection of the employees that made them unique from the market in an effective and efficient
manner.

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References
Bello‐Pintado, A. (2015). Bundles of HRM practices and performance: empirical evidence from
a L atin A merican context. Human Resource Management Journal, 25(3), 311-330.
Donate, M. J., Pena, I., & Sanchez de Pablo, J. D. (2016). HRM practices for human and social
capital development: effects on innovation capabilities. The International Journal of
Human Resource Management, 27(9), 928-953
Edwards, T., Sanchez-Mangas, R., Jalette, P., Lavelle, J., & Minbaeva, D. (2016). Global
standardization or national differentiation of HRM practices in multinational companies?
A comparison of multinationals in five countries. Journal of International Business
Studies, 47(8), 997-1021.
Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on
sustainability and HRM: A comparative study of sustainability reporting practices by the
world's largest companies. The International Journal of Human Resource
Management, 27(1), 88-108.
Fabi, B., Lacoursière, R., & Raymond, L. (2015). Impact of high-performance work systems on
job satisfaction, organizational commitment, and intention to quit in Canadian
organizations. International Journal of Manpower, 36(5), 772-790.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York: McGraw-Hill Education.

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Tzabbar, D., Tzafrir, S., & Baruch, Y. (2017). A bridge over troubled water: Replication,
integration and extension of the relationship between HRM practices and organizational
performance using moderating meta-analysis. Human Resource Management
Review, 27(1), 134-148.