Decolonizing HR processes in Canadian business schools: challenges for Indigenous faculty members

Abstract

This dissertation investigates the challenges for Indigenous faculty members within Canadian universities, focusing on the decolonization of human resources (HR) processes from a post-humanist perspective. The research analyzes HR-related processes, such as hiring, tenure, and promotion, which often implicitly favor western pedagogical approaches, thereby limiting Indigenous representation. Through a post-humanist lens, the study employs a diffractive reading of institutional documents from three British Columbia universities (UBC, UFV, and TRU), highlighting the need for an alternative approach to HR practices that acknowledge Indigenous knowledge and cultural practices. Originally, this research aimed at using AI and technology (Mapify Pro) to create a cartography for each institution. The initial plan was to extract AI-generated cartography for each institution based on statistical and coding analysis of their collective agreement (HR-related documents). However, the absence of wording observed for the three universities in relation to Indigenous-related matters changed the way I interact with AI technology. Indeed, due to the few occurrences of words/contexts related to Indigenous-related matters, I had to use AI technology to visualize the institutional void (called ‘hauntology’) for Indigenous-related matters in collective agreements. The dissertation advocates for a holistic framework to support meaningful decolonization, proposing actionable recommendations for fostering a more inclusive academic environment that integrates Indigenous epistemologies within the structural fabric of Canadian business schools.