Queen's University IRC

HR Management

Executive Summary

An Inquiry into the State of HR in Canada in 2011: Executive Summary

Recognizing that the state of the human resources (HR) profession is changing, in Canada and around the globe, Queen's IRC sought to explore both quantitatively and qualitatively how Canadian practitioners view their profession. In February 2011, we launched a 53-question survey, "An Inquiry into the State of HR in Canada." The purpose of the survey was to describe the HR profession in Canada, based on the perspectives of practitioners.

Bullying in the Workplace: Doing Nothing Is Not a Neutral Act

When it comes to psychological harassment and bullying in the workplace, targets report that HR departments often make a bad situation much worse, says Jana Raver, Queen’s School of Business Assistant Professor and E. Marie Shantz Research Fellow in Organizational Behaviour. An active researcher in the field, Raver gave an overview of harassment and bullying …

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Downsizing Your Organization? Lessons from the Trenches

In this current difficult economic climate, many organizations are facing the unfortunate necessity to downsize and streamline. Astute executives and HR managers, many of whom have been through previous rounds of downsizing, realize that they must approach it carefully because both research and experience have shown that there are many negative consequences to this process. …

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Dealing With the Disabled: Are HR Leaders Up to the Challenge?

Increasingly, human resources practitioners are being challenged to help break down barriers to the participation of employees with disabilities. Those barriers, alas, are proving tough to overcome. Certainly a growing percentage of people with disabilities are finding work, according to the latest Statistics Canada report Participation and Activity Limitation Survey (PALS) 2006: Labour force experience …

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Corporate Social Responsibility: The Void HR Has To Fill

Jay Handelman, Director of the Centre for Corporate Social Responsibility (CSR) at Queen’s School of Business, says CSR presents the ideal opportunity for HR practitioners to become strategic partners in their organizations. Read on to learn more about CSR, HR’s role in driving it, and why managers are not yet embracing it with open arms. …

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Lessons for Leaders in Engaging Employees

Employee engagement is a top HR priority for the Ontario Public Service (OPS), says Richard McKinnell, a senior OPS manager and the 2006 Amethyst Fellow at the Queen’s University School of Policy Studies. Richard – former Assistant Deputy Minister in Corporate Services Division, and a Director of Communications for several ministries, including the Centre for …

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Disability-based Discrimination: Managers’ Prejudices against Workers with Psychiatric Disabilities

This study investigates managers’ perceptions toward employees with varying medical conditions during a request for workplace accommodation. Workplace accommodation is likely to be viewed as unwarranted by co-workers and supervisors when it comes to individuals with psychiatric illnesses, and companies feel that it was easier to accommodate people with physical disabilities versus those with mental …

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The Effects of Human Resource Management and Union Member Status on Employees’ Intentions to Quit

This discussion paper reports on research that looked at whether the relationship between employee intention to quit and human resource management (HRM) changed based on union membership. The investigation first considered whether HRM reduced or increased an employee’s intention to quit. Next, the moderating effect of union membership on the relationship between HRM and quit …

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Lechery’s Toll

Jana Raver, Assistant Professor and E. Marie Shantz, Research Fellow in Organizational Behaviour at the Queen’s School of Business, is an expert in counterproductive behaviours at work. We spoke to her upon the release of her ground-breaking study, “Beyond the individual victim: Linking sexual harassment, team processes, and team performance.” Managers and leaders may be …

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The Ultimate Retention-Reward System

Employee ownership (EO) usually generates two extreme reactions: EO is the greatest thing since sliced bread, or EO is hopelessly idealistic. Queen’s IRC Director Dr. Carol Beatty spent seven years studying 10 companies with employee ownership and published what she learned in the highly entertaining book, “Employee Ownership: The New Source of Competitive Advantage.” In …

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Individual Employee Performance Management in Union Environments: The Emperor goes to Abilene

Why is there no consensus about best practices for managing individual employee performance (IEP) in unionized workplaces? This paper discusses the reasons, investigating the success of collectivist or high-performance work systems; why managers and unions need to address IEP issues and what’s in it for them; what academic research says about best practices; and workable …

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Outsourcing and the ‘New’ Human Resource Management

Once believed to be strictly an administrative function low on management's priority list, the human resource function is increasingly involved in strategic management decisions. Intense competitive pressures are forcing it to reexamine its structure, the services it provides, and the competencies it requires. As a result, HR is looking at outsourcing as a way to reduce its workload and concentrate on strategic core functions. Interviews with nine HR executives reported in this study provide a snapshot of how Canadian organizations and their HR functions are changing to cope with the new economic environment.

Employee Involvement, Strategic Management & Human Resources: Exploring the Linkages

There has been very little research addressing the relationship between human resource practices and organizational strategy and culture. Among the questions that frequently arise are: what practices have other organizations implemented?, what HRM practices and organizational strategies distinguish successful and unsuccessful organizations?, and what is the impact of strategy and culture on the success of HRM practices and organizational behaviour? The present study is aimed at addressing these questions.

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