First Nations Cultural Approaches to Work in Canada: A Multiple Case Study

Abstract

Many organizations in Canada have the opportunity to diversity their workforce and replace an aging workforce with a quickly growing Indigenous population. Maintaining a diverse workforce is becoming critically important for organizations as they operate in a complex environment requiring multiple approaches to problem-solving and the integration of a diversity of perspectives to maintain a competitive advantage. The availability of Indigenous workers who have unique cultural perspectives would seem to be a perfect solution, however, there is a problem as to how to support and retain these workers. This issue is demonstrated by the fact that in 2011, the unemployment rate for Indigenous people in Canada was measured at 12.3%, compared with 6.8% for non-Indigenous people and numbers on retention reflect this disparity. Though barriers to successful employment are numerous and complex, Indigenous people cite a lack of cultural understanding from managers and peers as one of the key issues that they face with regard to gaining and retaining employment. Therefore, this qualitative, multiple case study explored further and expanded on how Indigenous cultural approaches to work and subsequent work interactions influence employment and employment retention from an Indigenous perspective. Data was collected and analyzed from 12 participants; a focus group of six as well as six individual in depth interviews with First Nations men and women over 18 and under 55 who had a minimum of five years' work experience. Understanding the context of culture and the influences on work outcomes for Indigenous people may generate new understanding of the problems and their placement in work engagement theory.

Promoting perceived insider status of indigenous employees

“…Have a critical mass of Indigenous employees allows them to refer to fellow colleagues sharing a history and culture and to benefit from mutual support; it favors a feeling of pride for hired friends and family members improving their living conditions 2013Focus on hands-on rather than theoretical training, to better correspond to indigenous ways of learning Barnhardt (2005) Daly and Gebremedhin (2015), Rerden and Guerin (2015) and Thiessen (2016) Involve indigenous mentors or supervisors in dispute settlement Burgess and Dyer (2009) and Rerden and Guerin (2015) (continued ) Rerden and Guerin, 2015). Indigenous employees in Australia have stated they were proud when friends or family members became work colleagues and had jobs allowing them to improve their living conditions (Ewing et al, 2017).…”

“…To ensure fulfillment of the psychological contract, organizational leadersindigenous or notshould invest efforts in the adoption of behaviors in line with indigenous values. Senior management support of leaders is important (Avery and McKay, 2010;Guillaume et al, 2014;Homan et al, 2007), Burgess and Dyer (2009), Love (2017) and Thiessen (2016) Detect and resolve conflicts; understand indigenous employees' tendency to avoid conflict and adapt to problematic situations rather than to raise issues Haley and Fisher (2014) and Thiessen (2016) Respect indigenous employees' silent, observational, non-verbal behavior and propensity to avoid physical or eye contact Burgess and Dyer (2009) Apply concrete actions and policies aiming at the appropriate use of natural resources given indigenous employees' strong link to the land Kuntz et al (2014) Understand the barriers to employment affecting indigenous people and commit to overcome them (e.g. poor living conditions; high crime environment; lack of familiarity with the industrial way of life; discriminatory or inappropriate behaviors; lack of selfconfidence, skills or work experience; reticence to renounce to traditional activities; obligations towards the extended family)…”

“…The more the employees are comfortable to express their personality, the more they are creative and the more they identify to their workplace (Nishii and Rich, 2014). Indigenous employees in the USA and Canada often tend to avoid conflict and adapt to problematic situations rather than raise issues (Haley and Fisher, 2014;Thiessen, 2016). Hence, supervisors need to be careful to detect and resolve conflicts (Thiessen, 2016).…”

“…Promoting inclusive leadership entails to integrate contributions from a diversified workforce (Nembhard and Edmondson, 2006;Van Knippenberg et al, 2004), by explicitly asking employees what is their vision of organizational development, by listening actively to different viewpoints and by integrating different voices to decision making (Pless and Maak, 2004;Randel et al, 2018;Tang et al, 2017). Such practices are in line with indigenous leadership in Canada, New Zealand and Australia, which is often based on collaboration, mutual understanding, humility, respect, reciprocity, long lasting relationships and helping family and community (Haar et al, 2018;Kuntz et al, 2014;Love, 2017;Ruwhiu and Elkin, 2016;Thiessen, 2016).…”

“…Supervisors should therefore be ready to share a certain level of power, unless organizational initiatives will stay symbolic and paternalistic (Crawley and Sinclair, 2003). Furthermore, autocratic leadership and power imbalance can stress indigenous employees and undermine their health and professional well-being, as was shown in Canada and the Torres Strait Islands (Thiessen, 2016;Trompf, 1996). Appreciating employees for their differences and considering them as equals answer two important 617 Perceived insider status of indigenous employees identity preoccupations: belongingness and reputation (De Cremer and Tyler, 2005;Ferdman, 2014;Janssens and Zanoni, 2014;Pless and Maak, 2004;Shore et al, 2011;Tang et al, 2017).…”