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Untitled-1 1 1/5/16 5:27 PM
Table of Contents
PART 2 Planning Human
PART 1 The Strategic Human Resources 61
Resource Management
Model 1 CHAPTER 2 Job Analysis and
Design 62

CHAPTER 1 Strategic Human Resource Learning Objectives 62

Management 2 Steps in the Job Analysis Process 64
Job Description 74
Learning Objectives 2 Job Specifications 77
What Is Human Resource Management? 3 Job Performance Standards 79
Strategic Human Resource Management 5 Spotlight on HRM: The Many Uses of a Job
Spotlight on Ethics: What Is a “Right” Description 80
Behaviour? 23 Competency Models 81
The Organization of Human Resource Spotlight On Ethics: Job Design: Happy Workers
Management 33 or Higher Profits? 83
Today’s Human Resource Management Job Design 83
Professional 35 Job Analysis in Tomorrow’s “Jobless” World 92
The Framework Used in This Book 36 Summary 93
Spotlight on HRM: Human Capital: The Key to Terms for Review 93
Productivity Improvement 37 Self-Assessment Exercise: How Enjoyable
Summary 38 Was That Work or Project? 94
Terms for Review 39 Review and Discussion Questions 95
Self-Assessment Exercise: How Critical Thinking Questions 96
Knowledgeable are You About Human Ethics Question 97
Resource Management? 40 Web Research Exercise 97
Review and Discussion Questions 41 Incident 2-1: Hillary Home Appliances
Critical Thinking Questions 41 Corporation 97
Ethics Question 42 Exercise 2-1: A Good Work Environ-
Web Research Exercise 42 ment 98
Incident 1-1: Human Resource Decision Exercise 2-2: Strengths and Weaknesses of
Making at Calgary Importers Ltd. 42 Job Descriptions 98
Incident 1-2: Canadian Bio-Medical Instru- Case Study: Maple Leaf Shoes Ltd.: An
ments Ltd. 43 Exercise in Job Analysis 99
Case Study: Maple Leaf Shoes Ltd.: A Case Study: Canadian Pacific and Inter-
Strategic Management Exercise 44 national Bank: Redefining Jobs for the
Case Study: Canadian Pacific and Interna- Future 103
tional Bank 49
Part-Ending Videos 57
CHAPTER 3 Human Resource
Role-Play 1: Importance of HR Manage-
Planning 107
ment Activities 57
Appendix A: Origins of Human Resource Learning Objectives 107
Management 58 Relationship of Human Resource Planning to
Strategic Planning 108
viii Contents

The Human Resource Planning Process 112 Steps in Diversity Management 196
Forecasting Labour Demand 113 Current Industry Practices 201
The Supply of Human Resources 120 Summary 205
Spotlight on Ethics: Cutting Costs 138 Terms for Review 206
Program Measurement and Evaluation 138 Self-Assessment Exercise: How
Human Resource Information Systems 139 Knowledgeable Are You about Human
Human Resource Accounting 146 Resource Legal Issues and Diversity
Spotlight on HRM: Focus on Generational Management? 206
Similarities not Differences 146 Review and Discussion Questions 207
Summary 147 Critical Thinking Questions 208
Terms for Review 148 Ethics Question 208
Self-Assessment Exercise: How Do Web Research Exercise 208
External Supplies Affect Your Chosen Incident 4-1: Metropolitan Hospital’s Em-
Career? 148 ployment Equity Needs 209
Review and Discussion Questions 150 Exercise 4-1: Carver Jewellery Company 209
Critical Thinking Questions 150 Case Study: Maple Leaf Shoes Ltd.: Legal
Ethics Question 151 Challenges 210
Web Research Exercise 151 Case Study: Canadian Pacific and Interna-
Incident 3-1: Case Incident: Zebra tional Bank: Planning for Diversity at
Ltd. 151 HBI 212
Incident 3-2: Case Incident: What Does the
Weather Have to Do with HRP? El Niño CHAPTER 5 Recruitment 215
Impacts? 152
Case Study: Maple Leaf Shoes Ltd.: Learning Objectives 215
A Human Resource Planning Exercise 152 Strategic Importance of the Recruitment
Case Study: Canadian Pacific and Inter- Function 217
national Bank: Planning Supply and Constraints on Recruitment 221
Demand for a Call Centre at CPIB 155 Applying for a Job 227
Part-Ending Videos 156 Recruitment Methods 231
Spotlight on Ethics: Facing Recruitment
Dilemmas 236
Spotlight on HRM: Recruiting on the Web 237
PART 3 Attracting Human Choosing Recruitment Sources 249
Resources 157 Evaluating the Recruitment Function 250
Summary 251
Terms for Review 252
CHAPTER 4 Legal Requirements and Self-Assessment Exercise: How Do You
Managing Diversity 158 Recruit Employers? 253
Review and Discussion Questions 254
Learning Objectives 158
Critical Thinking Questions 254
Government Impact 159
Ethics Question 255
The Charter of Rights and Freedoms 159
Web Research Exercise 257
Human Rights Legislation 161
Incident 5-1: Ontario Electronics
Spotlight on Ethics: The Hiring Dilemma 171
Spotlight on HRM: When a Manager Is Accused
Expansion 257
of Sexual Harassment 179
Case Study: Maple Leaf Shoes Ltd.:
A Case Study in Recruitment 258
Diversity Management 189
Case Study: Canadian Pacific and
Meaning of Diversity Management 192
International Bank: Evaluating
Strategic Importance of Diversity
Recruitment Function 260
Management 194
 Contents ix

CHAPTER 6 Selection 265 Training 336

Spotlight on HRM: Using MOOCs in Corporate
Learning Objectives 265 Training 347
Strategic Significance of the Selection Employee Development 348
­Function 266 Spotlight on HRM: Trojan Technologies Tackles
Spotlight on Ethics: Selection Practices Must Be Training to Build Loyalty and Leaders 355
Ethical 269 Spotlight on Ethics: Was It Really That
Steps in the Selection of Human Resources 270 Good? 358
Spotlight on Ethics 273 Career Planning and Development 359
Employment Interview 297 Summary 369
Spotlight on HRM: Technology-Mediated Terms for Review 370
­Interviews 303 Self-Assessment Exercise: Test Your
Evaluating the Selection 309 Knowledge of Orientation, Training
Summary 310 and Development, and Career Plan-
Terms for Review 311 ning 371
Self-Assessment Exercise: How Do You Review and Discussion Questions 371
Fare As an Interviewee? 312 Critical Thinking Questions 372
Review and Discussion Questions 313 Ethics Question 373
Critical Thinking Questions 313 Web Research Exercise 373
Ethics Question 314 Case Study: Maple Leaf Shoes Ltd.:
Web Research Exercise 314 ­Developing a Training Program 374
Incident 6-1: A Selection Decision at Case Study: Canadian Pacific and
­Empire Inc. 314 ­International Bank 375
Incident 6-2: National Food Brokers
­Selection Process 315
Exercise 6-1: How Do You Select Your CHAPTER 8 Performance
Friends? 316 ­Management 377
Case Study: Maple Leaf Shoes Ltd.: Learning Objectives 377
Selection of a Human Resource Performance Management 377
­Manager 316 Performance Appraisals as Part of Managerial
Case Study: Canadian Pacific and Strategy 381
­International Bank: Evaluating a New Elements of the Performance Appraisal
Selection Test 321 ­System 382
Part-Ending Videos 323 Considerations for Designing an Effective
Role-Play 3: Importance of HR ­Performance Management Process 385
­Management Activities 323 Comparative Evaluations Methods 388
Appendix A: Utility Analysis 324 Noncomparative Evaluation Methods 390
Spotlight on HRM: Management by Objectives at
Agilent Technologies 396
PART 4 Placing, Developing, Other Developments 398
and Evaluating Human Implications of the Appraisal Process 400
Resources 327 Spotlight on Ethics: On Probation 403
Legal Aspects of Performance Appraisal 406
Summary 406
CHAPTER 7 Orientation, Training and
Terms for Review 407
Development, and Career Planning 328
Self-Assessment Exercise: Performance
Learning Objectives 328 Appraisal as a Crucial Management
Onboarding 329 Skill 407
Training and Development 334 Review and Discussion Questions 408
x Contents

Critical Thinking Questions 409 Case Study: Canadian Pacific and

Ethics Question 409 ­International Bank 459
Web Research Exercise 409 Appendix A: Calculation of Data in Point
Incident 8-1: The Malfunctioning Regional System Matrix 462
Human Resource Department 410
Exercise 8-1: Developing a Performance CHAPTER 10 Employee Benefits and
Appraisal System 411 Services 465
Case Study: Maple Leaf Shoes Ltd.:
­Performance Appraisal Issues 411 Learning Objectives 465
Case Study: Canadian Pacific and Employee Benefits 465
­International Bank 413 Benefits and Corporate Strategy 466
Part-Ending Videos 414 The Role of Indirect Compensation 467
Role-Play 4: Providing Performance Legally Required Benefits 468
­Feedback 415 Spotlight on Ethics: Trust Betrayed 471
Voluntary Benefits 472
Spotlight on HRM: Women’s Work 479
Emerging Services and Trends 481
PART 5 Motivating and Rewarding Management of Voluntary Benefit and Service
Human Resources 417 Programs 482
Summary 488
Terms for Review 489
CHAPTER 9 Compensation Self-Assessment Exercise: Understanding
­Management 418 Benefits 489
Review and Discussion Questions 490
Learning Objectives 418
Critical Thinking Questions 491
Objectives of Compensation Management 419
Ethics Question 491
Job Evaluation 421
Web Research Exercise 491
Spotlight on HRM: Profit Sharing Plans Help
Incident 10-1: Soap Producers and
Keep Great Workers 424
­Distributors Ltd. 491
Spotlight on Ethics: Job Evaluation 426
Case Study: Maple Leaf Shoes Ltd.:
Wage and Salary Surveys 427
­Flexible Benefit Program 492
Pricing Jobs 428
Case Study: Canadian Pacific and
Challenges Affecting Compensation 431
­International Bank 493
Pay Equity 435
Part-Ending Videos 494
New Approaches to Pay 445
Role-Play 5: Flexible Benefits 495
Pay and Organizational Strategy 450
Summary 451
Terms for Review 452
Self-Assessment Exercise: Examining
Compensation Issues 453 PART 6 Maintaining High
Review and Discussion Questions 453 ­Performance 497
Critical Thinking Questions 454
Ethics Question 454 CHAPTER 11 Managing Employee
Web Research Exercise 455 ­Relations 498
Incident 9-1: Compensation Administration
at Reynolds Plastic Products 455 Learning Objectives 498
Exercise 9-1: A Realistic Job Evaluation Strategic Importance of Employee Relations
Simulation 456 Practices 499
Case Study: Maple Leaf Shoes Ltd.: Effective Employee Communication 501
­Compensation Policy 458 Employee Counselling 512
 Contents xi

Employee Discipline 513 Incident 12-1: Safety at Canada Chemicals

Dismissal 517 Ltd. 590
Employee Rights 524 Case Study: Maple Leaf Shoes Ltd.: Safety
Spotlight on HRM: Great Television Doesn’t at the Workplace 590
Translate into Great Policy 525 Case Study: Canadian Pacific and
Employee Involvement 531 ­International Bank: Stressful Times at a
Spotlight on Ethics: The High-Involvement CPIB Branch 592
­Workplace Dilemma 535
Job Security, Downsizing, and Employee CHAPTER 13 The Union–Management
­Retention 536 Framework 595
Summary 541
Terms for Review 542 Learning Objectives 595
Self-Assessment Exercise: ­Procedural Why Employees Seek Union
and Distributive Justice in the ­Representation 597
­Classroom 542 Labour Unions: Goals and Structure 600
Review and Discussion Questions 543 Trends in Union Membership 604
Critical Thinking Questions 543 The Impact of Union Representation 605
Ethics Question 543 Spotlight on HRM: Making Peace at Work 609
Web Research Exercise 544 The Legal Environment 610
Incident 11-1: The Machinist’s Abusive The Collective Bargaining Process 613
Comments to the Supervisor 544 Spotlight on Ethics: Hiring a Union
Case Study: Maple Leaf Shoes Ltd.: ­Supporter 614
­Addressing Employee Relations 545 Negotiating a Collective Agreement 618
Case Study: A Matter of Security at Administering the Collective Agreement 623
Canadian Pacific and International Public Sector Bargaining 629
Bank 547 Human Resource Practices in the Union
­Environment 630
CHAPTER 12 Ensuring Health and Implications of Union Avoidance
Safety at the Workplace 549 ­Approaches 631
Managing in a Union Environment 632
Learning Objectives 549 Summary 636
Workplace Injuries and Health Hazards 551 Terms for Review 637
Federal and Provincial Safety Regulations 555 Self-Assessment Exercise: What Are Your
Responsibility for Health and Safety 560 Views toward Unions? 637
Spotlight on Ethics: A Question of Safety 569 Review and Discussion Questions 638
Workplace Stress 569 Critical Thinking Questions 638
Spotlight on HRM: Parents’ Job Anxiety Wreaks Ethics Question 638
Havoc on Children 575 Web Research Exercise 639
Other Contemporary Safety Issues 580 Incident 13-1: A Routine Discharge at
AIDS 585 ITC 639
Occupational Health and Safety Strategy 586 Case Study: Maple Leaf Shoes Ltd.:
Summary 586 ­Absenteeism at Maple Leaf Shoes 640
Terms for Review 587 Case Study: Canadian Pacific and
Self-Assessment Exercise: Work–Life ­International Bank: Labour–­
­Balance Quiz 587 Management Relations: CPIB and the
Review and Discussion Questions 589 Maple Leaf Trust Acquisition 642
Critical Thinking Questions 589 Part-Ending Videos 645
Ethics Question 589 Role-Play 6: Employee Dismissal
Web Research Exercise 589 ­Interview 645
xii Contents

The Changing Role of HR in Global

PART 7 Human Resource ­Organizations 676
Management in a Global
­
Summary 679
Context 647 Terms for Review 680
Self-Assessment Exercise: Thinking
CHAPTER 14 Global Human Resource ­Locally, Acting Globally 681
Management 648 Review and Discussion Questions 681
Critical Thinking Questions 682
Learning Objectives 648 Ethics Question 682
A Global Company—Honda 648 Web Research Exercise 682
Human Resources in a Multinational Enter- Incident 14-1: Is Importing Workers from
prise 649 China the Answer to Mining’s Labour
Spotlight on HRM: HR in the News: Can Women Shortage? 683
In the Workplace Save Japan? 654 Case Study: Maple Leaf Shoes Ltd.:
Contextual Factors 654 ­International Expansion 684
Spotlight on Ethics: The Hidden Cost of Fast Case Study: Canadian Pacific and
Fashion within the Garment Industry 660 ­International Bank: International
Human Resource Planning & Staffing in a Global ­Expansion 687
Context 662 Part-Ending Video 688
Key Elements of a Successful Expatriate
­Experience 666 References RE-1
Orientation, Training, and Development 670 Glossary GL-1
Performance Appraisal 673 Index on Connect
Global Compensation 674
Preface
We believe that human resource departments will play a critical role in determining the
success of Canadian organizations in the twenty-first century.
—THE AUTHORS

Teachers and students ultimately determine the value of any university textbook. Canadian Human Resource
Management: A Strategic Approach is no exception. Its tenth edition passed the test of the marketplace by earning
adoptions and re-adoptions in more than sixty colleges and universities in Canada and becoming the best-selling
human resource management text in this country. The book’s thrust on presenting the key concepts, issues,
and practices of this exciting field without being encyclopedic; its practical focus; and its emphasis on readability
have endeared it to hundreds of instructors and thousands of students in Canada. Equally gratifying to the authors
is that a large number of students retained this book for their professional libraries after course completion,
suggesting that they found real value in the book.

Balanced Coverage
We attribute the book’s popularity to its balanced coverage of both theory and practice, and both traditional
materials and emerging concerns. Regardless of their orientation, readers will sense our belief that people are the
ultimate resource for any employer. How well an organization obtains, maintains, and retains its human resources
determines its success or failure. And the success or failure of our organizations shapes the well-being of every
individual on this planet. If the events of the last decade are any indication, the human race is entering a totally
new phase in its evolution. The breakup of protectionist trade barriers and ideological walls that separate
countries of the world may mean that the manager of the twenty-first century has to operate in a more complex
and dynamic global setting that is also much more interdependent. Training in human resource management
(HRM) will become even more critical in this new setting.
The eleventh edition of Canadian Human Resource Management: A Strategic Approach builds on the strengths of
the tenth edition. The book is divided into seven parts.

• Part 1: The Strategic Human Resource Management Model introduces the strategic model that will be
used as a guide through all chapters.
• Part 2: Planning Human Resources describes the two pre-hiring processes, analyzing the jobs in question
and planning for future staff needs. New job options have to be integrated into the organization as part of the
planning process.
• Part 3: Attracting Human Resources covers the legal aspects of any hiring decision and discusses
recruitment and selection processes and the management of a diverse workforce.
• Part 4: Placing, Development, and Evaluation of Human Resources discusses the importance of
preparing employees for new challenges through training and development and providing timely
performance feedback.
• Part 5: Motivating and Rewarding Human Resources reviews the many ways a human resource
department can contribute to a more effective organization through a fair and equitable compensation
system and proficient benefits administration. Creating a motivating environment is another responsibility
of the HR manager.
• Part 6: Maintaining High Performance brings up the issues related to workplace safety, which is of
concern to every manager. This concern has to be conveyed to all employees through an effective
communication system. Good interpersonal relations require appropriate and fair discipline procedures.
xiv Preface

This part also discusses in detail the union-management framework, union organizing, collective
bargaining, and collective agreement administration.
• Part 7: Human Resource Management in a Global Context, the final part, examines the proper
preparation of employees destined for a job abroad and the many challenges facing human resource
managers when working with expatriate or foreign staff.

Updated in the Eleventh Edition

The chapters in the new edition have been streamlined and organized for easier reading and retention of material
by students. The focus of the text continues to be the strategic contribution of HR function in organizations; but
an explicit recognition of the relationship between HR strategies, tactics, and systems has been incorporated into
the model and throughout the text material. Within this format, both present and emerging concerns of a
significant nature are highlighted. Key terms are bolded and an extensive glossary of HR terms is included at the
end of the text.
This edition has a very thorough coverage of Canadian human rights legislation and an in-depth discussion of the
Canadian Charter of Rights and Freedoms. A number of recent trends and potentially promising HRM strategies
have been incorporated into appropriate chapters of the new edition. HRM has recently played a more important
role in the overall strategy of companies. This trend is strongly reflected in the new edition. All chapters now
include a discussion of how the topic dealt with in the chapter should be mirrored in the HRM strategy and how
this strategy fits into the overall strategy of the organization. This edition also discusses the national Certified
Human Resource Professional (CHRP) designation requirements and the Human Resource Competencies (HRCs)
identified by the task force on this matter.
All chapters have been updated. Information on legislative changes, especially in the area of employment equity
(women, sexual orientation, the disabled, and First Nations People), statistics, and demographics, is the latest
available. New work options provide organizations not only with opportunities to be more effective but also offer
employees more flexible work opportunities, better suited to their needs. Growing international trade dictates that
Canadians may be required to go abroad to manage subsidiaries or to work in joint ventures. Thorough pre-
departure training is a must. Addressed also are issues related to managing international staff and the reintegration
of expatriates into the home organization. The text provides over one hundred examples and anecdotes of
Canadian and global firms—private and public, local and national, and large and small.
Some reviewers suggested that more emphasis be placed on the “how to do it” discussions. This suggestion has
been followed in almost all chapters and, whenever possible, a step-by-step approach has been used.

Key Features
In addition to new features, important key features from previous editions have been retained.
Running Cases—This is the only Canadian HR text to have two cases anchored to material in every single
chapter. Maple Leaf Shoes Limited symbolizes traditional HR practices—mostly responding to problems in a
reactive fashion. In contrast, Canadian Pacific and International Bank Limited symbolizes the progressive,
proactive, and strategic role of HR in today’s organizations. By comparing the practices of the two firms, the
student should be able to learn how HR can make a significant contribution to organizational success and growth.
 Preface xv

CASE STUDY
Maple Leaf Shoes Ltd.
Legal Challenges

Maple Leaf Shoes Ltd. is a medium-sized manufacturer of leather and vinyl shoes located in
Wilmington, Ontario. It was started in 1969 and currently employs about 400 persons in its Wilmington
plant and some 380 more in offices and warehouses throughout Canada and internationally. More
information on the firm and its operations is provided at the end of Chapter 1.
Eva White was the operator of a leather-cutting machine. When Eva heard the bell ring, indicating
the end of the workday, she shut down her cutting machine and headed toward the women’s locker
room. It had been a long day and standing for eight hours on the machine didn’t do her back any
good. When she approached her locker, she saw that Rosetta Maurizio, who used the locker next to
hers, was already there, changing into her street clothing. Eva and Rosetta had been hired together
10 months earlier. They had not known each other before, and, although they worked in different
parts of the building, they kept each other company in the cafeteria during their lunch breaks. As
her name indicated, Rosetta was of Italian descent. She had immigrated to Canada from Italy with her
parents several years before, but her Italian accent was still quite noticeable.

Spotlights—Most chapters provide a “Spotlight on HRM” focusing on an emerging practice, issue, or HR

opportunity. Some Spotlights from previous editions have been retained at the request of reviewers; the new ones
reflect current trends and practices.

Spotlight on HRM
Using MOOCs in Corporate Training
Given the popularity of using massive open online courses (MOOCs) in higher education, it is no wonder that training
executives and chief learning officers are excited about their potential in corporate settings. Although a 2013 study of a
million MOOC students found low course engagement and high drop-out rates, with only 4 percent completing courses,
corporate training experts believe business MOOCs may be valuable and cost-effective future training platforms.

MOOCs at AT&T
In 2013 AT&T partnered with MOOC-provider Udacity Inc. and Georgia Tech University to create one of the first
accredited degree programs using the MOOC teaching model. With significantly lower tuition costs than an on-campus
master’s degree and tuition covered by the company, more than 200 AT&T employees have registered in the MOOC
format Master’s in Computer Science program.
The company needs more skilled software and network engineers to meet its evolving business in wireless, cloud-based
products and services, and MOOCs can deliver leading-edge knowledge in those areas. AT&T senior vice president
of human resources, Scott Smith, said “The MOOCs are a complement to the training we deliver internally, and
they enable employees to access content 24/7 in ways that fit their work schedules and lifestyles. The format gives us a
way to provide additional learning that in some cases may be too expensive to do internally, or when we may not have
the instructors or content that a Georgia Tech or Udacity can offer.”

Corporate MOOC Design

The key to MOOC success in the corporate domain may rest with motivated learners and MOOC design. Corporate
learners may not seek to complete full courses, but rather seek information to address a specific issue or problem
they are facing at work. So the drop-out rates that plague higher education MOOCs may not be of concern; learners
will engage in the MOOC for only the portions providing the knowledge they seek. In organizations where MOOC
completion is desired, some companies may provide “badges” for corporate profiles (e.g., AT&T) or certificates (Yahoo).

Ethics Box—A significant feature is the “Spotlight on Ethics,” in which an ethics issue relevant to the chapter
content is discussed.

Spotlight on ETHICS
The Hiring Dilemma
The manager of an accounting department has to hire the replacement for a retiring accountant. Over twenty
applicants have applied and three were put onto the short list. One of the shortlisted candidates is a 60-year-old
CPA, more experienced than the other two, who also have a CPA designation. The manager knows that
the department will change accounting practices in the near future (no date has been set yet) and introduce
new accounting software, which will require extensive retraining of current staff. If the more experienced
candidate is hired, the manager will be faced with the question of whether it is justified to invest a considerable
amount in retraining a person who may retire soon after. But if one of the younger candidates is hired, the
company might face an age discrimination charge. What should the manager do?
xvi Preface

Web Research—To assist students in making optimal use of the Internet for more information on HR topics, HR
related websites are provided throughout the text and hotlinked in the ebook. To facilitate class discussion, a web
research question has been added at the end of every chapter. We have also included a handy reference list of
important homepages related to human resource management on Connect.

Global Knowledge <http://www.globalknowledge.ca>, a leader in business and IT training, in conjunction

with Deloitte <http://www.deloitte.ca>, a leading professional services firm, was awarded gold honours by the
Canadian Society for Training and Development (CSTD) for their Managers 1 and 2 programs. These
programs are designed to prepare the new managers to increase their confidence and capability. The program
offered originality, instructional design, virtual class elearning, self-paced elearning, live labs, and a
knowledge centre that included webinars, blogs, mobile apps, and special reports. The programs focused on
the day-to-day realities that new managers face and provided them with the tools to manage these situations
using technology. 41

In-Text Glossary—Important terms and concepts are highlighted with boldface type in the text. Allowing
students to find critical definitions at a glance, all terms appearing in boldface are also defined in the text between
two separation lines and referenced in the Terms for Review section at the end of each chapter. They can also be
found in the Subject Index, highlighted in a secondary colour. Finally, a full list of glossary terms is also provided
in the end matter of the text.

HRC Icons—The specific content relating to the national CHRP designation requirements are identified by
Human Resource Competencies (HRC) icons in the text, where relevant.
HRC #1 - Strategy
HRC #2 - Professional Practice
HRC #3 - Engagement
HRC #4 - Workforce Planning and Talent Management
HRC #5 - Employee and Labour Relations
HRC #6 - Total Rewards
HRC #7 - Learning and Development
HRC #8 - Health, Wellness, and Safe Workplaces
HRC #9 - Human Resource Metrics, Reporting, and Financial Management
Source: http://www.hrma.ca/wp-content/uploads/2014/09/CHRP-competency-framework.pdf

Learning and Pedagogical Devices

Also retained from previous editions are the following features:
 Preface xvii

Figures—Charts and diagrams are included to illustrate relevant ideas and concepts.
FIGURE 4-6
Steps in Managing Diversity

Evaluate Results Identify

and Ideal Future
Follow Up State

Change Systems, Analyze Present

Policies, and Systems and
Structures Procedures

SOURCE: Adapted from Hari Das, Strategic Organizational Design: For Canadian Firms in a Global Economy, Scarborough, ON: Prentice
Hall, 1998, p. 340. Reprinted with permission of Pearson Education Canada Inc.

Terms for Review—All important terms and buzzwords are included. It is an excellent tool for self-testing.
Learning Objectives—This useful tool enables students to gauge their progress and understanding while
working through each chapter.
End-of-Chapter Summaries—the authors provide an abbreviated version of the main ideas, theories, and
strategies of each chapter.

SUMMARY
Government is a significant variable that strongly shapes the role of human resource management. It
influences human resources through laws governing the employment relationship. The application
of the Charter of Rights and Freedoms was awaited with high expectations from both labour and
management. However, its impact on the human resource management field has been mixed.
The two sources of equal employment laws are the federal and provincial human rights statutes. The
Canadian Human Rights Act applies to federal government departments and agencies, Crown
corporations, and businesses and industries under federal jurisdiction, such as banks, airlines, and
railway companies. Areas not under federal jurisdiction are protected by provincial human rights
laws. Each of Canada’s provinces and territories has its own antidiscrimination laws that are
broadly similar to the federal law.

Review and Discussion Questions—Review and Discussion Questions test students’ understanding of the
chapter material and suggest topics for class or group discussions.
REVIEW AND DISCUSSION QUESTIONS
1. Suppose that during your first job interview after graduation you are asked, “Why should a
company have an employment equity program?” How would you respond?
2. List the major prohibitions of the Canadian Human Rights Act.
3. Since a human resource department is not a legal department, what role does it play in the area
of equal employment law?
4. Suppose that you are told that your first duty as a human resource specialist is to construct an
employment equity program. What would you do? What types of information would you seek?
5. What conditions would have to be met before you could bring suit against an employer who
discriminated against you because of your sex?
6. A job candidate answers “yes” to the question of whether she is a smoker. She is well qualified,
but you decide not to hire her. Does she have legal recourse?
7. Why is management of diversity important for an organization today?
8. What are the steps in implementing a diversity management program?
xviii Preface

Critical Thinking Questions—These questions challenge students to expand on what they have just learned,
discussing broader relationships and interactions of the concepts in the chapter.

CRITICAL THINKING QUESTIONS

1. If you are a supervisor in a bank and an employee demands to be allowed to miss work on
Fridays for religious reasons, what would you do? Under what circumstances would you have to
let the employee have time off? Under what circumstances could you prohibit it?
2. You have a job opening for a warehouse helper, a position that sometimes requires heavy lifting,
up to 50 kilograms. A woman applies for the job and claims that she is able to do the work. She
looks rather petite, and you are afraid that she may hurt herself. When you deny her the job,
she threatens to complain to the Human Rights Commission. What do you do?
3. Choose an organization that you are familiar with. Are any of its rules, practices, or policies
likely to be found undesirable by its female, minority, or older employees? Why?
4. If 40 percent of your employees are women, but if women account for only 2 percent of the executive
group and 4 percent of the managerial group, what steps will you take to improve the status
of women in your organization?

Incident—These short cases test students’ understanding of concepts and their impact on the organization.

INCIDENT 4-1
Metropolitan Hospital’s Employment Equity Needs
A large metropolitan hospital in Ontario recently developed an employment equity program. Under
the program, the hospital agreed to promote two women into supervisory ranks for each man
promoted. This practice was to continue until 40 to 45 percent of all supervisory jobs in the hospital
were held by women.
The need for the first supervisory promotion occurred in the medical records department. The manager
of medical records was one of the few female managers in the hospital. Nevertheless, she argued
that Roy Biggs should become a medical records supervisor, as he was best qualified. Roy had two
years of medical school and was a graduate of a medical records program at the local community
college. The assistant director of hospital operations agreed that Roy should get the promotion.
The equal employment compliance specialist in the human resource department argued that Kate
VanDam should get the promotion, because of the employment equity program and because she
had more seniority and experience in the department than Roy. The records manager, the assistant
administrator, and the compliance specialist decided that the human resource manager should
make the final decision.

Exercises—These offer students the opportunity to apply strategies to specific situations and arrive at their own
conclusions or discuss with the instructor and fellow students.

EXERCISE 4-1
Carver Jewellery Company
Carver Jewellery Company Ltd. has the following workforce composition:

Job Classes Male Female White Black Asian Native Peoples

Executive 9 1 10 0 0 0

Management 71 9 79 0 1 0

Salaried/commission 43 31 74 0 0 0

Hourly paid 24 164 168 10 8 2

 Preface xix

Subject Index—All chapter topics are indexed by subject. Glossary terms and page references are included in a
secondary colour.

Reference Notes—Specific cases and other source references are gathered at the end of the text for more detailed
research purposes.

References
CHAPTER 1 18. Ibid. GID=0&GK=0&GRP=1&PID=105617&
19. Ibid. PRID=0&PTYPE=105277&S=0&
1. Leif Edvinsson, http://hrfirst.co.in; 20. World Economic Forum, The Global SHOWALL=0&SUB=0&Temporal=2013
downloaded February 3, 2012. Competitiveness Report 2014–2015, &THEME=96&VID=0&VNAMEE=&
2. How stuff works, http://www.howstuffworks http://www.weforum.org/reports/global VNAMEF=; downloaded March 27, 2015.
.com/innovation/inventions/top-5-nasa -competitiveness-report-2014-2015; 34. Working.com, http://www.working.com
-inventions.htm#page=1; downloaded March downloaded March 27, 2015. /story_print.html?id=bc7b53a1-4cf4-4624
12, 2015. 21. Bruce Little, “We’re Less Dependent but -9c23-b28c6ee8e559&sponsor; downloaded
3. National Aeronautical and Space More Entangled,” The Globe and Mail, May March 30, 2012.
Administration, http://mars.jpl.nasa.gov 15, 2000, p. A2. 35. “5 Telework Pitfalls to Avoid,” Canadian HR
/mars2020/; downloaded March 12, 2015 22. Saba Colakoglu, Dave P. Lepak, and Ying Reporter, October 20, 2008, p. 2.
4. James Harder, “Engage your long-time Hong, “Measuring HRM Effectiveness: 36. D. Mota, “Keeping data safe takes several
employees to improve performance,” Harvard Considering a global context,” Human solutions,” 2015, http://insurancenewsnet
Business Review, downloaded March 23, Resource Management Review, Vol. 17, 2006, .com/oarticle/2015/03/02/keeping-data-safe
2015, from: https://hbr.org/2015/03/engage- pp. 77–92. -takes-several-solutions-a-602265.html
your-long-time-employees-to-improve- 23. World Economic Forum, The Global #.VRX1bPnF-OM; downloaded March 27,
performance. Competitiveness Report 2014–2015, 2015.
5. Dave Ulrich and Wayne Brockbank, The HR http://www.weforum.org/reports/global 37. “McCarthy’s Reinvents the Practice,” The
Value Proposition. Harvard Business Press: -competitiveness-report-2014-2015; Globe and Mail, December 6, 1999, p. M1.
Boston, MA, 2005. downloaded March 27, 2015. 38. R. Dobbs, S. Ramaswamy, e. Stephenson, E.,
6. C. Brewster, G. Wood, M. Brookes, and J. 24. Conference Board of Canada, “Innovation and S. P. Viguerie, “Management institution
Van Ommeren, J., “What determines the Overview,” February 2010, http://sso for the next 50 years,” McKinsey Quarterly.
size of the HR function? A cross-national .conferenceboard.ca/HCP/overview 2014, http://www.mckinsey.com/insights
analysis,” Human Resource Management, /Innovation-overview.aspx; downloaded /strategy/management_intuition_for_the

Glossary—The most comprehensive glossary in the HR field—over 600 items—completes the book, allowing
students to find definitions of most HR terms and concepts.

Glossary
360-degree performance appraisal Combina- financial management, internal operations, and Canadian Human Rights Commission
tion of self, peer, supervisor, and subordinate customer management. (CHRC) Supervises the implementation and
performance evaluation. adjudication of the Canadian Human Rights
behavioural description interviews Interviews
Act.
ability tests Tests that assess an applicant’s that attempt to find out how job applicants
capacity or aptitude to function in a certain way. responded to specific work situations in the past. Canadian Labour Congress (CLC) An organi-
zation, with a membership of about 3.3 million,
ads Advertisements in a newspaper, maga- behaviourally anchored rating scales
that represents many unions in Canada.
zine, and so on that solicit job applicants for (BARS) Evaluation tools that rate employ-
a position. ees along a rating scale by means of specific Canadian Occupational Projection System
behaviour examples on the scale. (COPS) Provides up to 10-year projection of
alternate work arrangements Nontraditional
Canadian economy and human resource needs.
work arrangements (e.g., flextime, telecommut- benefit audit A system to control the effi-
ing) that provide more flexibility to employees ciency of a benefit program. career development A lifelong series of activ-
while meeting organizational goals. ities undertaken by individuals in their pursuit
biographical information blank (BIB) A type
of a career.
alumni associations Associations of alumni of of application blank that uses a multiple-choice
schools, colleges, or other training facilities. format to measure a job candidate’s education, career management A series of formal and
experiences, opinions, attitudes, and interests. less formal activities designed and managed by
applicant tracking systems (ATS) Databases of
the organization to influence the career devel-
potential candidates that enable a good match blind ads Job ads that do not identify the
opment of one or more employees.
between job requirements and applicant charac- employer.
teristics and also enlarge the recruitment pool. career planning The process through which
blog A web log—an online journal, diary, or
someone becomes more aware of their interests
apprenticeships A form of on-the-job training serial published by a person or group of people.
and needs, motivations, etc. in terms of their
in which junior employees learn a trade from
bona fide occupational requirement career.
an experienced person.
xx Preface

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 Preface xxi

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Acknowledgements
The writing of a textbook requires the co-operation and support of many people. Canadian Human
Resource Management is no exception. We are deeply indebted to the following persons for their time,
expertise, and guidance in reviewing and commenting on the eleventh edition:

Stan Arnold Humber College

Gordon Barnard Durham College
Anna Bortolon Conestoga College
Vilma Coutino-Hill Carleton University
Gerry Culina McMaster University
Raymond Lee University of Manitoba
Sean MacDonald University of Manitoba
Darragh McManamon Memorial University
Cheryl Meheden University of Lethbridge
Lisa Phillips Douglas College
Carol Ann Samhaber Algonquin College
Helen Stavaris Dawson College
Kathryn Taft Capilano University
Andrew Templer University of Windsor
Spring Tompkins St. Lawrence College
Roger Wheeler Okanagan College

We are also thankful to the many students, instructors, researchers, and practitioners who have used
and commented on our last edition. Ultimately, it is the users of a book who can tell us about what we
did right in the past and what we should do in the future. We hope the readers will find this eleventh
edition even more useful in teaching and learning about human resource management.
A very special thank you goes to the editorial staff of McGraw-Hill Ryerson: Kim Brewster,
Publisher/Group Product Manager; Lindsay MacDonald, Product Developer; Cathie Lefebvre,
Marketing Manager; Cathy Biribauer and Jeanette McCurdy, Supervising Editors; and Cat Haggert,
Copy Editor, who, with their special expertise, guided us toward a better product.
Julie Bulmash would like to extend a special note of thanks to Courtney Fuller, a student in the post-
graduate human resources program at George Brown College, for her research assistance, support, and
insights.
And finally, we would like to express our deeply felt thanks to those who assisted us in many tangible
and intangible ways: Ruth, Neil, Leslie, and Krista.
Hermann F. Schwind
Krista Uggerslev
Terry H. Wagar
Neil Fassina
Julie Bulmash
The Strategic Human PA R T

Resource Management
Model
1
Human resource management helps organizations and their employees attain their goals. This section
explores some of the challenges facing organizations and outlines how strategic human resource
management provides a framework for success upon which the rest of this book builds.

Organizational
Mission,Goals,and
Strategy Analysis

Review, Evaluation, Environmental

and Audit of Human Scan
Resource Strategies

Choice and Analysis of

Implementation of Organizational
Human Resource Character and
Strategies Culture

Maintaining Planning
High Human
Performance Resources

Motivating and Attracting

Rewarding Human
Human Resources Resources

Placing,
Developing, and
Evaluating Human
Resources
 CHAPTER 1

Strategic Human
Resource Management

The only vital value an enterprise has is the experience, skills, innovativeness,
and insights of its people.
LEIF EDVINSSON 1

LEARNING OBJECTIVES
After studying this chapter, you should be able to:

LO1 Discuss the objectives of human resource management.

LO2 Identify steps in strategic management of human resources.

LO3 Explain how human resource departments are organized and function.

LO4 Discuss the role of human resource professionals in today’s organization.

Consider for a moment the impact organizations have on your daily life. From the products you
consume to the services you use, to the post-secondary institution you are attending, the vast majority
of our time is spent interacting with organizations, their products, or services. One element ties all of
these organizations together: people.
People are at the core of all social organizations—from the sole proprietor who owns and operates a
small coffee shop to a multimillion dollar organization like George Weston Limited <http://www.weston.ca>.
They create the goals, the innovations, and the accomplishments for which organizations are praised. They create
the work environments that win awards like the “Canada’s Best Managed Companies” <https://www.
bestmanagedcompanies.ca>. When looked at from the perspective of the organization, people are resources.
They are not inanimate resources, such as land and capital; instead, they are human resources. Without
them, organizations would not exist.
Another random document with
no related content on Scribd:
 The Project Gutenberg eBook of Œuvres
complètes de Guy de Maupassant - volume 20
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.

Title: Œuvres complètes de

Guy de
Maupassant -
volume 20

Author: Guy de
Maupassant

Release date: May 9, 2022

[eBook #68036]

Language: French

Original publication:
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Conard, 1908

Credits: Claudine
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(This file was
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*** START OF THE PROJECT GUTENBERG EBOOK ŒUVRES

COMPLÈTES DE GUY DE MAUPASSANT - VOLUME 20 ***
Au lecteur
Table des matières

ŒUVRES COMPLÈTES
DE
GUY DE MAUPASSANT

LA PRÉSENTE ÉDITION
DES
ŒUVRES COMPLÈTES DE GUY DE
MAUPASSANT
A ÉTÉ TIRÉE
PAR L’IMPRIMERIE NATIONALE
EN VERTU D’UNE AUTORISATION
DE M. LE GARDE DES SCEAUX
EN DATE DU 30 JANVIER 1902.

IL A ÉTÉ TIRÉ À PART

100 EXEMPLAIRES SUR PAPIER DE LUXE
SAVOIR:

60 exemplaires (1 à 60) sur japon ancien.

20 exemplaires (61 à 80) sur japon impérial.
20 exemplaires (81 à 100) sur chine.

Le texte de ce volume
est conforme à celui de l’édition originale:
Le Rosier de Madame Husson.
Paris, Quantin, 1888,
avec addition de:
Souvenirs—Celles qui osent—L’Anglais d’Étretat
(inédits).
 ŒUVRES COMPLÈTES
DE

G U Y D E M A U PA S S A N T

LE ROSIER
DE

MADAME HUSSON

SO UV EN IR S—CEL L ES Q UI O SENT
L’AN G L AIS D’ÉT RETAT

PARIS
LOUIS CONARD, LIBRAIRE-ÉDITEUR
17, BOULEVARD DE LA MADELEINE, 17

MDCCCCIX
Tous droits réservés.
 LE ROSIER
DE

MADAME HUSSON.

N
OUS venions de passer Gisors, où je m’étais réveillé en
entendant le nom de la ville crié par les employés, et j’allais
m’assoupir de nouveau, quand une secousse épouvantable
me jeta sur la grosse dame qui me faisait vis-à-vis.
Une roue s’était brisée à la machine qui gisait en travers de la
voie. Le tender et le wagon de bagages, déraillés aussi, s’étaient
couchés à côté de cette mourante qui râlait, geignait, sifflait,
soufflait, crachait, ressemblait à ces chevaux tombés dans la rue,
dont le flanc bat, dont la poitrine palpite, dont les naseaux fument et
dont tout le corps frissonne, mais qui ne paraissent plus capables du
moindre effort pour se relever et se remettre à marcher.
Il n’y avait ni morts ni blessés, quelques contusionnés seulement,
car le train n’avait pas encore repris son élan, et nous regardions,
désolés, la grosse bête de fer estropiée, qui ne pourrait plus nous
traîner et qui barrait la route pour longtemps peut-être, car il faudrait
sans doute faire venir de Paris un train de secours.
Il était alors dix heures du matin, et je me décidai tout de suite à
regagner Gisors pour y déjeuner.
Tout en marchant sur la voie, je me disais: «Gisors, Gisors, mais
je connais quelqu’un ici. Qui donc? Gisors? Voyons, j’ai un ami dans
cette ville.» Un nom soudain jaillit dans mon souvenir: «Albert
Marambot.» C’était un ancien camarade de collège, que je n’avais
pas vu depuis douze ans au moins, et qui exerçait à Gisors la
profession de médecin. Souvent il m’avait écrit pour m’inviter; j’avais
toujours promis, sans tenir. Cette fois enfin je profiterais de
l’occasion.
Je demandai au premier passant: «Savez-vous où demeure M. le
docteur Marambot?» Il répondit sans hésiter, avec l’accent traînard
des Normands: «Rue Dauphine.» J’aperçus en effet, sur la porte de
la maison indiquée, une grande plaque de cuivre où était gravé le
nom de mon ancien camarade. Je sonnai; mais la servante, une fille
à cheveux jaunes, aux gestes lents, répétait d’un air stupide: «I y est
paas, i y est paas.»
J’entendais un bruit de fourchettes et de verres, et je criai: «Hé!
Marambot.» Une porte s’ouvrit, et un gros homme à favoris parut,
l’air mécontent, une serviette à la main.
Certes, je ne l’aurais pas reconnu. On lui aurait donné quarante-
cinq ans au moins, et, en une seconde, toute la vie de province
m’apparut, qui alourdit, épaissit et vieillit. Dans un seul élan de ma
pensée, plus rapide que mon geste pour lui tendre la main, je
connus son existence, sa manière d’être, son genre d’esprit et ses
théories sur le monde. Je devinai les longs repas qui avaient arrondi
son ventre, les somnolences après dîner, dans la torpeur d’une
lourde digestion arrosée de cognac, et les vagues regards jetés sur
les malades avec la pensée de la poule rôtie qui tourne devant le
feu. Ses conversations sur la cuisine, sur le cidre, l’eau-de-vie et le
vin, sur la manière de cuire certains plats et de bien lier certaines
sauces me furent révélées, rien qu’en apercevant l’empâtement
rouge de ses joues, la lourdeur de ses lèvres, l’éclat morne de ses
yeux.
Je lui dis: «Tu ne me reconnais pas. Je suis Raoul Aubertin.»
Il ouvrit les bras et faillit m’étouffer, et sa première phrase fut
celle-ci:
—Tu n’as pas déjeuné, au moins?
—Non.
 —Quelle chance! je me mets à table et j’ai une excellente truite.
Cinq minutes plus tard je déjeunais en face de lui.
Je lui demandai:
—Tu es resté garçon?
—Parbleu!
—Et tu t’amuses ici?
—Je ne m’ennuie pas, je m’occupe. J’ai des malades, des amis.
Je mange bien, je me porte bien, j’aime à rire et chasser. Ça va.
—La vie n’est pas trop monotone dans cette petite ville?
—Non, mon cher, quand on sait s’occuper. Une petite ville, en
somme, c’est comme une grande. Les événements et les plaisirs y
sont moins variés, mais on leur prête plus d’importance; les relations
y sont moins nombreuses, mais on se rencontre plus souvent.
Quand on connaît toutes les fenêtres d’une rue, chacune d’elles
vous occupe et vous intrigue davantage qu’une rue entière à Paris.
C’est très amusant, une petite ville, tu sais, très amusant, très
amusant. Tiens, celle-ci, Gisors, je la connais sur le bout du doigt
depuis son origine jusqu’à aujourd’hui. Tu n’as pas idée comme son
histoire est drôle.
—Tu es de Gisors.
—Moi? Non. Je suis de Gournay, sa voisine et sa rivale. Gournay
est à Gisors ce que Lucullus était à Cicéron. Ici, tout est pour la
gloire, on dit: «les orgueilleux de Gisors». A Gournay, tout est pour le
ventre, on dit: «les mâqueux de Gournay». Gisors méprise Gournay,
mais Gournay rit de Gisors. C’est très comique, ce pays-ci.
Je m’aperçus que je mangeais quelque chose de vraiment
exquis, des œufs mollets enveloppés dans un fourreau de gelée de
viande aromatisée aux herbes et légèrement saisie dans la glace.
Je dis en claquant la langue pour flatter Marambot: «Bon, ceci.»
 Il sourit: «Deux choses nécessaires, de la bonne gelée, difficile à
obtenir, et de bons œufs. Oh! les bons œufs, que c’est rare, avec le
jaune un peu rouge, bien savoureux! Moi, j’ai deux basses-cours,
une pour l’œuf, l’autre pour la volaille. Je nourris mes pondeuses
d’une manière spéciale. J’ai mes idées. Dans l’œuf comme dans la
chair du poulet, du bœuf ou du mouton, dans le lait, dans tout, on
retrouve et on doit goûter le suc, la quintessence des nourritures
antérieures de la bête. Comme on pourrait mieux manger si on
s’occupait davantage de cela!
Je riais.
—Tu es donc gourmand?
—Parbleu! Il n’y a que les imbéciles qui ne soient pas
gourmands. On est gourmand comme on est artiste, comme on est
instruit, comme on est poète. Le goût, mon cher, c’est un organe
délicat, perfectible et respectable comme l’œil et l’oreille. Manquer
de goût, c’est être privé d’une faculté exquise, de la faculté de
discerner la qualité des aliments, comme on peut être privé de celle
de discerner les qualités d’un livre ou d’une œuvre d’art; c’est être
privé d’un sens essentiel, d’une partie de la supériorité humaine;
c’est appartenir à une des innombrables classes d’infirmes, de
disgraciés et de sots dont se compose notre race; c’est avoir la
bouche bête, en un mot, comme on a l’esprit bête. Un homme qui ne
distingue pas une langouste d’un homard, un hareng, cet admirable
poisson qui porte en lui toutes les saveurs, tous les aromes de la
mer, d’un maquereau ou d’un merlan, et une poire crassane d’une
duchesse, est comparable à celui qui confondrait Balzac avec
Eugène Sue, une symphonie de Beethoven avec une marche
militaire d’un chef de musique de régiment, et l’Apollon du Belvédère
avec la statue du général de Blanmont!
—Qu’est-ce donc que le général de Blanmont?
—Ah! c’est vrai, tu ne sais pas. On voit bien que tu n’es point de
Gisors? Mon cher, je t’ai dit tout à l’heure qu’on appelait les habitants
de cette ville les «orgueilleux de Gisors» et jamais épithète ne fut
mieux méritée. Mais déjeunons d’abord, et je te parlerai de notre
ville en te la faisant visiter.
Il cessait de parler de temps en temps pour boire lentement un
demi-verre de vin qu’il regardait avec tendresse en le reposant sur la
table.
Une serviette nouée au col, les pommettes rouges, l’œil excité,
les favoris épanouis autour de sa bouche en travail, il était amusant
à voir.
Il me fit manger jusqu’à la suffocation. Puis, comme je voulais
regagner la gare, il me saisit le bras et m’entraîna par les rues. La
ville, d’un joli caractère provincial, dominée par sa forteresse, le plus
curieux monument de l’architecture militaire du XIIe siècle qui soit en
France, domine à son tour une longue et verte vallée où les lourdes
vaches de Normandie broutent et ruminent dans les pâturages.
Le docteur me dit:—Gisors, ville de 4,000 habitants, aux confins
de l’Eure, mentionnée déjà dans les Commentaires de Jules César:
Cæsaris ostium, puis Cæsartium, Cæsortium, Gisortium, Gisors. Je
ne te mènerai pas visiter le campement de l’armée romaine dont les
traces sont encore très visibles.
Je riais et je répondis:—Mon cher, il me semble que tu es atteint
d’une maladie spéciale que tu devrais étudier, toi médecin, et qu’on
appelle l’esprit de clocher.
Il s’arrêta net:—L’esprit de clocher, mon ami, n’est pas autre
chose que le patriotisme naturel. J’aime ma maison, ma ville et ma
province par extension, parce que j’y trouve encore les habitudes de
mon village; mais si j’aime la frontière, si je la défends, si je me
fâche quand le voisin y met le pied, c’est parce que je me sens déjà
menacé dans ma maison, parce que la frontière que je ne connais
pas est le chemin de ma province. Ainsi moi, je suis Normand, un
vrai Normand; eh bien, malgré ma rancune contre l’Allemand et mon
désir de vengeance, je ne le déteste pas, je ne le hais pas d’instinct
comme je hais l’Anglais, l’ennemi véritable, l’ennemi héréditaire,
l’ennemi naturel du Normand, parce que l’Anglais a passé sur ce sol
habité par mes aïeux, l’a pillé et ravagé vingt fois, et que l’aversion
de ce peuple perfide m’a été transmise avec la vie, par mon père...
Tiens, voici la statue du général.
—Quel général?
—Le général de Blanmont! Il nous fallait une statue. Nous ne
sommes pas pour rien les orgueilleux de Gisors! Alors nous avons
découvert le général de Blanmont. Regarde donc la vitrine de ce
libraire.
Il m’entraîna vers la devanture d’un libraire où une quinzaine de
volumes jaunes, rouges ou bleus attiraient l’œil.
En lisant les titres, un rire fou me saisit; c’étaient: Gisors, ses
origines, son avenir, par M. X..., membre de plusieurs sociétés
savantes;
Histoire de Gisors, par l’abbé A...;
Gisors, de César à nos jours, par M. B..., propriétaire;
Gisors et ses environs, par le docteur C. D...;
Les gloires de Gisors, par un chercheur.
—Mon cher, reprit Marambot, il ne se passe pas une année, pas
une année, tu entends bien, sans que paraisse ici une nouvelle
histoire de Gisors; nous en avons vingt-trois.
—Et les gloires de Gisors? demandai-je.
—Oh! je ne te les dirai pas toutes, je te parlerai seulement des
principales. Nous avons eu d’abord le général de Blanmont, puis le
baron Davillier, le célèbre céramiste qui fut l’explorateur de
l’Espagne et des Baléares et révéla aux collectionneurs les
admirables faïences hispano-arabes. Dans les lettres, un journaliste
de grand mérite, mort aujourd’hui, Charles Brainne, et parmi les bien
vivants le très éminent directeur du Nouvelliste de Rouen, Charles
Lapierre... et encore beaucoup d’autres, beaucoup d’autres...
 Nous suivions une longue rue, légèrement en pente, chauffée
d’un bout à l’autre par le soleil de juin, qui avait fait rentrer chez eux
les habitants.
Tout à coup, à l’autre bout de cette voie, un homme apparut, un
ivrogne qui titubait.
Il arrivait, la tête en avant, les bras ballants, les jambes molles,
par périodes de trois, six ou dix pas rapides, que suivait toujours un
repos. Quand son élan énergique et court l’avait porté au milieu de
la rue, il s’arrêtait net et se balançait sur ses pieds, hésitant entre la
chute et une nouvelle crise d’énergie. Puis il repartait brusquement
dans une direction quelconque. Il venait alors heurter une maison
sur laquelle il semblait se coller, comme s’il voulait entrer dedans, à
travers le mur. Puis il se retournait d’une secousse et regardait
devant lui, la bouche ouverte, les yeux clignotants sous le soleil, puis
d’un coup de reins, détachant son dos de la muraille, il se remettait
en route.
Un petit chien jaune, un roquet famélique, le suivait en aboyant,
s’arrêtant quand il s’arrêtait, repartant quand il repartait.
—Tiens, dit Marambot, voilà le rosier de Mme Husson.

Je fus très surpris et je demandai: «Le rosier de Mme Husson,

qu’est-ce que tu veux dire par là?»
Le médecin se mit à rire.
—Oh! c’est une manière d’appeler les ivrognes que nous avons
ici. Cela vient d’une vieille histoire passée maintenant à l’état de
légende, bien qu’elle soit vraie en tous points.
—Est-elle drôle, ton histoire?
—Très drôle.
—Alors, raconte-la.
—Très volontiers. Il y avait autrefois dans cette ville une vieille
dame, très vertueuse et protectrice de la vertu, qui s’appelait Mme
Husson. Tu sais, je te dis les noms véritables et pas des noms de
fantaisie. Mme Husson s’occupait particulièrement des bonnes
œuvres, de secourir les pauvres et d’encourager les méritants.
Petite, trottant court, ornée d’une perruque de soie noire,
cérémonieuse, polie, en fort bons termes avec le bon Dieu
représenté par l’abbé Malou, elle avait une horreur profonde, une
horreur native du vice, et surtout du vice que l’Église appelle luxure.
Les grossesses avant mariage la mettaient hors d’elle,
l’exaspéraient jusqu’à la faire sortir de son caractère.
Or c’était l’époque où l’on couronnait des rosières aux environs
de Paris, et l’idée vint à Mme Husson d’avoir une rosière à Gisors.
Elle s’en ouvrit à l’abbé Malou, qui dressa aussitôt une liste de
candidates.
Mais Mme Husson était servie par une bonne, par une vieille
bonne nommée Françoise, aussi intraitable que sa patronne.
Dès que le prêtre fut parti, la maîtresse appela sa servante et lui
dit:
—Tiens, Françoise, voici les filles que me propose M. le curé
pour le prix de vertu; tâche de savoir ce qu’on pense d’elles dans le
pays.
Et Françoise se mit en campagne. Elle recueillit tous les potins,
toutes les histoires, tous les propos, tous les soupçons. Pour ne rien
oublier, elle écrivait cela avec la dépense, sur son livre de cuisine, et
le remettait chaque matin à Mme Husson, qui pouvait lire, après avoir
ajusté ses lunettes sur son nez mince:

Pain.................. quatre sous.

Lait.................. deux sous.
Beurre.............. huit sous.

Malvina Levesque s’a dérangé l’an dernier avec Mathurin Poilu.

 Un gigot.............. vingt-cinq
sous.
Sel....................... un sou.

Rosalie Vatinel qu’a été rencontrée dans le boi Riboudet avec Césaire
Piénoir par Mme Onésime repasseuse, le vingt juillet à la brune.

Radis...................... un sou.
Vinaigre................. deux
sous.
Sel d’oseille........... deux
sous.

Joséphine Durdent qu’on ne croit pas qu’al a fauté nonobstant qu’al

est en correspondance avec le fil Oportun qu’est en service à Rouen et
qui lui a envoyé un bonet en cado par la diligence.

Pas une ne sortit intacte de cette enquête scrupuleuse.

Françoise interrogeait tout le monde, les voisins, les fournisseurs,
l’instituteur, les sœurs de l’école et recueillait les moindres bruits.
Comme il n’est pas une fille dans l’univers sur qui les commères
n’aient jasé, il ne se trouva pas dans le pays une seule jeune
personne à l’abri d’une médisance.
Or Mme Husson voulait que la rosière de Gisors, comme la
femme de César, ne fût même pas soupçonnée, et elle demeurait
désolée, désespérée, devant le livre de cuisine de sa bonne.
On élargit alors le cercle des perquisitions jusqu’aux villages
environnants; on ne trouva rien.

Le maire fut consulté. Ses protégées échouèrent. Celles du Dr

Barbesol n’eurent pas plus de succès, malgré la précision de ses
garanties scientifiques.
Or, un matin, Françoise, qui rentrait d’une course, dit à sa
maîtresse:
—Voyez-vous, madame, si vous voulez couronner quelqu’un, n’y
a qu’Isidore dans la contrée.
 Mme Husson resta rêveuse.
Elle le connaissait bien, Isidore, le fils de Virginie la fruitière. Sa
chasteté proverbiale faisait la joie de Gisors depuis plusieurs années
déjà, servait de thème plaisant aux conversations de la ville et
d’amusement pour les filles qui s’égayaient à le taquiner. Agé de
vingt ans passés, grand, gauche, lent et craintif, il aidait sa mère
dans son commerce et passait ses jours à éplucher des fruits ou des
légumes, assis sur une chaise devant la porte.
Il avait une peur maladive des jupons qui lui faisait baisser les
yeux dès qu’une cliente le regardait en souriant, et cette timidité bien
connue le rendait le jouet de tous les espiègles du pays.
Les mots hardis, les gauloiseries, les allusions graveleuses le
faisaient rougir si vite que le Dr Barbesol l’avait surnommé le
thermomètre de la pudeur. Savait-il ou ne savait-il pas? se
demandaient les voisins, les malins. Était-ce le simple pressentiment
de mystères ignorés et honteux, ou bien l’indignation pour les vils
contacts ordonnés par l’amour qui semblait émouvoir si fort le fils de
la fruitière Virginie? Les galopins du pays, en courant devant sa
boutique, hurlaient des ordures à pleine bouche afin de le voir
baisser les yeux; les filles s’amusaient à passer et repasser devant
lui en chuchotant des polissonneries qui le faisaient rentrer dans la
maison. Les plus hardies le provoquaient ouvertement, pour rire,
pour s’amuser, lui donnaient des rendez-vous, lui proposaient un tas
de choses abominables.
Donc Mme Husson était devenue rêveuse.
Certes, Isidore était un cas de vertu exceptionnel, notoire,
inattaquable. Personne, parmi les plus sceptiques, parmi les plus
incrédules, n’aurait pu, n’aurait osé soupçonner Isidore de la plus
légère infraction à une loi quelconque de la morale. On ne l’avait
jamais vu non plus dans un café, jamais rencontré le soir dans les
rues. Il se couchait à huit heures et se levait à quatre. C’était une
perfection, une perle.