La dynamique de construction d'une GRH sociétale dans une PME française du secteur de l'économie sociale et solidaire.
In our globalized world, the actors' playground is no longer confined to structure, but is now extended to territory. The blurring of organizational boundaries tends to encourage the development of a partnership logic, including in Human Resource Management (HRM), in the face of socio-economic envir...
| Publicado en: | Industrial Relations / Relations Industrielles Vol. 73; no. 1; pp. 67 - 93 |
|---|---|
| Autores principales: | , |
| Formato: | Artículo |
| Publicado: |
Universite Laval, Department of Industrial Relations
Winter2018
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=128884703&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 128884703 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 0034379X RID jtl: Industrial Relations / Relations Industrielles issn: 0034379X maglogo: N pubinfo: dt: Winter2018 vid: 73 iid: 1 pid: 2433 pub: Universite Laval, Department of Industrial Relations artinfo: ui: 128884703 10.7202/1044427ar ppf: 67 ppct: 26 formats: fmt: @attributes: type: P size: 744KB tig: atl: La dynamique de construction d'une GRH sociétale dans une PME française du secteur de l'économie sociale et solidaire. aug: au: Adla, Ludivine Gallego-Roquelaure, Virginie affil: Doctorante contractuelle, iaelyon-Centre de recherche Magellan et Université Lyon III-Jean Moulin, Lyon, France Maître de conférences HDR, iaelyon-Centre de recherche Magellan, Université Lyon III-Jean Moulin, Lyon, France su: France Personnel management Small business Social responsibility of business Contextualism (Philosophy) Economic sectors sug: subj: Personnel management Small business Social responsibility of business France Human Resources Consulting Services Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs) Contextualism (Philosophy) Economic sectors keyword: alternative management contextualism small and mediumsized enterprise (SME) social and solidarity economic sector societal HRM contextualismo economía social y solidaria gestión alternativa GRH societal pequeña y mediana empresa (PME) économie sociale et solidaire contextualisme gestion alternative GrH sociétale petite et moyenne entreprise (pme) alternative management contextualism small and mediumsized enterprise (SME) social and solidarity economic sector societal HRM contextualismo economía social y solidaria gestión alternativa GRH societal pequeña y mediana empresa (PME) économie sociale et solidaire contextualisme gestion alternative GrH sociétale petite et moyenne entreprise (pme) ab: In our globalized world, the actors' playground is no longer confined to structure, but is now extended to territory. The blurring of organizational boundaries tends to encourage the development of a partnership logic, including in Human Resource Management (HRM), in the face of socio-economic environmental upheavals. It is in this current context that a new form of HRM is emerging, that falls within a CSR (Corporate Social Responsibility) approach that is no longer restricted to only certain social aspects. The objective of this article is to study an alternative approach to HRM that is more societally based. We focus on answering the following question: How is a societalbased HRM established in SMEs? Using the contextual approach of Pichault and Nizet (2013), we emphasize the importance for organizational leaders to mobilize both internal and external actors in order to achieve this objective. Considering the case of a French SME in the social and solidarity economic sector, we explore from life stories, semi-structured interviews, participant and non-participant observations, as well as documentary analyses, the process of building this new form of HRM. Our results highlight three key steps: 1- the emergence of this type of HRM around the creation of a social pact; 2- its evolution resulting in both support and frustration; and finally, 3- the diffusion of this alternative HRM to external partners. pubtype: Academic Journal doctype: Article src: R language: French refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
|---|