Arguments Against HRSDC

The workplace is a delicate environment filled with different personalities types. These differing needs of feeling safe and comfortable create many challenges in the workplace. The creation of the Human Resource Department has helped create a safety net for all employees to fall under and create a stable environment for employees to feel safe and secure. Regulations such as Equal Employment Opportunity Commission and the Department of Labor have in some ways removed the common sense and compassion in the workplace and replaced it with litigation. The effect of these regulations have balanced the workplace and created a more

Canadian workplaces today seem to be a fairly diverse place, with a blend of many religions, ethnicities, and genders present. However, although people preach affirmative action and melting pots in current times, many inequality and power issues still abound. One strikingly noticeable example is gender discrimination. Women in the workforce face many challenges like smaller wages, harassment, male privilege in hiring or promotions, and lack of support when pregnant or raising children. One half of the planet is women, and it can be assumed the same for Canada, but they still face judgment at work because they lack the authority to dispute against big corporations or even their male supervisor. It cannot be argued that

The main competitive advantage that the organization has had relates to the sense of pride of its’ Canadian Roots as well as previous success in relation to the speed of strategic decisions in the past.  To begin to address the situation faced by this organization, it is impertinent that all of the mandatory government legislations are updated and in full effect.  It would also be worth doing research on similar industries and competitors to see how they have made their compensation strategies successful as well as any best practices that we might want to consider benchmarking.  This should be an eye opener to the organization to insure the appropriate changes are made to put them at a more competitive advantage.

In Canadian governments, every province holds its own political power and obligation in different levels and types of provincial programs and social services such as healthcare, workers’ compensation, education, early childhood education and care (ECEC). Across Canada, provinces and territories governments legislate with regards to ECEC with relevant regulations, funding, policies and programs to assure safety in young children’s learning environment (Senate Canada, 2009). Uniquely, unlike other provinces and territories, the government of Quebec provides access to universal childcare program to all families with children under the age of 5 regardless of parental income, employment and marital status (Lefebvre, Merrigan & Verstraete, 2009). Ever since the program was introduced in 1997, it became a role model for the rest of the Canadian provinces with respects to providing equal opportunities and decisions on ECEC rather than targeting specific groups to obtain the service.

Immigrants today now have the privilege of entering and residing in Canada but along with this privilege, there are also barriers that impede their integration and deprive them of equal opportunity in the society. The undervaluing of foreign education and credentials has emerged over the years as a huge obstacle faced by recent immigrants who seek employment in the areas that they have been trained, and worked in for decades in their respective home countries. For years, newcomers in Canada have been denied inclusion into the Canadian labour market simply because of policies that were

An analyses which will allow Haelec Management Team to implement an expansion programme in terms of establishing HR Policies abroad.

The Government of Saskatchewan in October 2013, introduced a new legislation, Foreign Worker Recruitment and Immigration Services Act (FWRISA). This FWRISA was introduced as a step to protect the exploitation of the foreign workers in the province(1). This act safeguard the interests of foreign workers from recruitment and workplace related misconducts.

First, it should serve employees. HRDM needs to establish and maintain harmonious relations between employees. It needs to design mechanism to protect employees’ benefits and maintain their legal rights. Also, it needs to help employees manage their career plan by providing guidance. Second, HRDM needs to be responsible for

Ottawa views foreign workers as essentials in fighting the labour shortage that was brought on by retiring baby boomers and the growing skills gap. There are over one million positions by 2021 that are predicted to be unfilled in Canada. Ottawa has agreed to adapt to the “expression of interest” immigration model. This lines up future immigrants in Canada with companies

When businesses use HR internationally their strategies will include keeping the whole workforce achieving their goals. It will also include making work an enjoyable place to work. This can be done by having regular meetings and offering workers bonuses that they can work towards. This in

Racial discrimination in the workplace has been a persistent theme in Canada’s history as well as present-day times. The occurrence of actions and attitudes that impose a sense of one being less equal than another on the basis of one’s race in Canada’s workplace inhibits both our nation’s ability to move forward as well as strengthen unification within our country. The belief in a more egalitarian society, where one’s race and ethnic background have little to no impact on employees (or potential employees) standings within the job market, would seemingly be reinforced by the majority of Canadians, who consistently show support for Canada’s multicultural identity. Couple that with the noticeable strides Canada has made in the past several

There are many factors impacting work and learning specifically in Canada. How workers are involved or participate can affect outcomes for the employee and employer. Social and economic are two factors that influence education, learning, training and work. In this essay, I will provide examples of why social and economic context must be considered when understanding work and learning. I will also examine assumptions frequently made by Human Resources Management (HRM) and their perspective on the purpose and outcomes of learning and the critiques that challenge these perspectives.

The main purpose of the GenRays’ HRIS project is to replace the primitive legacy system by centralizing and streamlining Human Resource’s (HR) functions, and improving the current HR processes while facilitating growth and saving money across the organization.

     Besides a relatively non-competitive business environment, Canada?s labour force also lacks the competitive mindset. Structural employment remains high, which is partly due to the existence of social assistance and unemployment insurance systems. Work incentives are low under the protection of the employment insurance program, which indirectly contributes in a higher than the desirable unemployment rate. Furthermore, unions and other similar groups do not promote many incentives for workers to stay competitive in the workplace by continuously learning and improving productivity. Countries that have been most successful in cutting unemployment are those that have improved

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,