Strategic Human Resource Management Practices: An Exploratory Survey of French Organisations

Strategic Human Resource Management (SHRM) have been amply discussed in both academic circles and business press. Most of our notion of SHRM are from the work done in the US and from the body of literature known as "High Performance Work Practices". This paper tries to contribute to the debate by understanding the changes in strategic HRM practices (Role and Structure of HR Department, Recruitment, Retraining & Redeployment, Performance Appraisal, Compensation, and Rightsizing) in France in the last 5 years and try to answer specifically the question of how strategic HRM practices have changed in French organizations to enhance corporate performance. A multi-respondent survey of 28 French organizations are analyzed to find the changes in SHRM in French organizations. The responses yielded a variety of HRM variables relating to role and structure of the HRM department, recruitment, performance appraisal, retraining and redeployment and rightsizingSHRM; Performance; Change; France

Exploring the development and transfer of career capital in an international governmental organization

This study investigates global career self-management behaviors of staff in an international governmental organization (IGO). The literature on global careers argues that individuals should maximize their career capital, operationalized in the intelligent careers (IC) concept as competencies, social networks, and motivations of persons related to their careers. The IC concept implies that career capital is transferable and argues that IC components are interrelated and self-reinforcing. We explored these assumptions through a case study in a United Nations (UN) organization. Using the IC framework we undertook 29 semi-structured interviews with international assignees, HR, and operational experts and conducted one focus group discussion with seven staffing coordinators. We found that the UN organization had high barriers to career capital transfer between head office and field stations. Therefore, the IGO staff experienced conflicting demands in terms of their career capital behaviors. Many staff did not focus on maximizing their career-relevant capabilities or social networks. Instead, they pursued international careers that intentionally sacrificed internal career progression in favor of their humanitarian aid duties. The research adds to the insights of the global careers literature and refines our understanding of the relationship of the organizational center to its foreign affiliates. The findings expose potentially contradictory behavioral implications of elements of the IC concept and call for a context-sensitive refinement. Managerial implications for resourcing, development, career management, and retention are discussed

Vers quelles innovations RH dans les entreprises françaises ?

The practices of innovative in Human Resources Management (HRM) has been discussed in both the academic and professional literature. This article contributes to the debate on the evolution of innovative human resource practices in France during the last five years. From an exploratory empirical study of 28 French companies, we seek to depict the more innovative changes in the practices of HRM for enhancement in organisational performance.Innovation – Change – France – HRM Innovation; Change; France; HRM

Career Success Schemas and their Contextual Embeddedness: A Comparative Configurational Perspective

We introduce career success schemas as critical for understanding how people in different contexts perceive and understand career success. Using a comparative configurational approach, we show, in a study of 13 countries, that two structural characteristics of career success schemas\u2014complexity and convergence\u2014differ across country contexts and are embedded in specific configurations of institutional factors. Adopting complexity and convergence as primary dimensions, we propose a taxonomy of career success schemas at the country level. Based on this taxonomy, we contribute to the understanding of subjective career success across countries, discuss the importance of schemas for organisational career systems in multinational enterprises, and propose specific guidelines for future comparative careers research

Linking institutional context to the community and career embeddedness of skilled migrants: the role of destination- and origin-country identifications

Migration is one of the most pressing global issues of our time. However, relatively little is known about the factors and mechanisms that govern the post-migration experiences of skilled migrants. We adopt an acculturation- and social identity-based approach to examine how differences between institutional characteristics in the destination and origin country, as well as migrants’ experiences with formal and informal institutions shape their identification with the destination and origin country and contribute to their community and career embeddedness. Our study of 1709 highly skilled migrants from 48 origin countries in 12 destination countries reveals that the institutional environment migrants encounter provides both sources of opportunity (potential for human development and value-congruent societal practices) and sources of disadvantage (experienced ethnocentrism and downgrading). These contrasting dynamics affect migrants’ destination-country identification, their origin-country identification and, ultimately, their embeddedness in the destination country. Our results have important implications for multinational enterprises and policy makers that can contribute to enhancing skilled migrants’ community and career embeddedness. For example, these actors may nurture a work environment and provide supportive policies that buffer against the institutional sources of disadvantage we identified in this study, while helping migrants to leverage the opportunities available in the destination country

Trends and emerging values in human resource management in France

International audienc

Trends and emerging values in human resource management in France

International audienc

Employer branding and career theory:new directions for research

No abstract available