Academic literature on the topic 'Gestion internationale des ressources humaines'
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Journal articles on the topic "Gestion internationale des ressources humaines"
Grillat, Marie-Laure, and Olivier Mérignac. "Stratégie de contrôle des activités internationales : la GIRH comme levier clé d’intégration et de coordination des firmes multinationales." Management international 16, no. 1 (December 14, 2011): 85–100. http://dx.doi.org/10.7202/1006920ar.
Full textBerthiaume, Guy. "Le début d’une belle amitié." Documentation et bibliothèques 63, no. 1 (February 28, 2017): 5–12. http://dx.doi.org/10.7202/1039067ar.
Full textBayad, Mohamed. "Internationalisation et pratiques de gestion des ressources humaines en PME." Revue internationale P.M.E. 10, no. 3-4 (February 16, 2012): 57–80. http://dx.doi.org/10.7202/1009030ar.
Full textFabi, Bruno, and Denis J. Garand. "L'acquisition des ressources humaines en PME." Revue internationale P.M.E. 6, no. 3-4 (February 16, 2012): 91–129. http://dx.doi.org/10.7202/1008233ar.
Full textOmnès, Catherine. "Marché du travail et gestion des ressources humaines." Entreprises et histoire 26, no. 3 (2000): 4. http://dx.doi.org/10.3917/eh.026.0004.
Full textBouteiller, Dominique, and Patrick Gilbert. "Réflexions croisées sur la gestion des compétences en France et en Amérique du Nord." Articles 60, no. 1 (October 24, 2005): 3–28. http://dx.doi.org/10.7202/011537ar.
Full textFrimousse, Soufyane, and Jean-Marie Peretti. "L'émergence d'une gestion des ressources humaines hybride au Maghreb." Revue française de gestion 32, no. 166 (August 1, 2006): 149–58. http://dx.doi.org/10.3166/rfg.166.149-158.
Full textDhifallah, Sawsen, Valérie Chanal, and Christian Defélix. "Quelle gestion des ressources humaines dans les organisations ambidextres ?" Revue française de gestion 34, no. 187 (October 30, 2008): 161–75. http://dx.doi.org/10.3166/rfg.187.161-175.
Full textGrillat, Marie-Laure. "Contrôle des filiales étrangères par la Gestion Internationale des Ressources Humaines : Le cas Schneider Electric." Management & Avenir 24, no. 4 (2009): 163. http://dx.doi.org/10.3917/mav.024.0163.
Full textMeyer, John P., and Christian Vandenberghe. "Rédacteurs de la Rubrique, Comportement Organisationnel/Gestion Des Ressources Humaines." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 24, no. 2 (2007): ii—iii. http://dx.doi.org/10.1002/cjas.19.
Full textDissertations / Theses on the topic "Gestion internationale des ressources humaines"
Poirey, Karinne. "Gestion des cadres expatriés dans les organisations multinationales françaises : élément de la gestion internationale des ressources humaines." Poitiers, 1997. http://www.theses.fr/1997POITA001.
Full textThe research aims at contributing to the knowledge of expatriates' selection and training and their intercultural performance in French Multinational Corporations. The conceptual frame is transversal to the theories of Multinational Corporations, International Human Resource Management and Management of Expatriates. It is enlightened by two underlying concepts : national culture and mechanisms of integration. The methodological frame based on a macro and micro culturalistic postulate, is supported by a data "biangulation" and a methodological "biangulation". So, from an empirical point of view, two samples of 35 French Multinational Corporations and of 96 expatriates managers have been investigated with a "quantitative" methodology and a sample of 23 Human Resource Directors belonging to the 35 French Multinational Corporations has been studied with a "qualitative" one. Results show that ethnocentrism seems to be a predominance of the headquarters management modes, a world-wide centralisation of the IHRM policies and management policies of expatriates which are different among regions. The expatriation, mainly explained by organisational and individual objectives, is based on expatriates expertise. The training is heterogeneous, then depends both from the country of expatriation and the category of manager. If multinationalisation influences the nature of ethnocentrism and the HRD discourses, it has no effect on the management practices of expatriates and the intercultural performance. The latest depends on the expatriates managers plural cultural experience. .
Grillat, Marie-Laure. "Contrôle des filiales étrangères par la gestion internationale des ressources humaines : le cas des firmes françaises." Aix-Marseille 2, 2007. http://www.theses.fr/2007AIX24009.
Full textThis thesis support the idea according to the International Human Resources Management (IHRM) encompass group of measures which support decentralization and control of foreign activities, in the context of globalization of businesses. This work describes and analyses mechanisms of control by IHRM nowadays unfolded by French multinational, to integrate and coordinate their foreign subsidiaries. It also attempts to understand its operation and antecedents. To this aim, the cross case studies method was mobilised. So, the research compares fourteen French multinationals which operate in different industries and have for the smallest 2 000 employees and for the biggest 270 000 salaries in the world. The survey combines both thirty-two semi-structured interviews conducted with different human resources professionals and a thorough analysis of intern and public documentation (annual reports, companies’ websites, professional press etc. ). At first, the results discuss the topicality of the Perlmutter and Heenan’s model (1979) in the studying contexts. In the second time, they emphasize the role of IHRM in the decentralization of international activities and in best practices diffusion. Then, results propose a model which emphasized antecedents and complementarity nature of control by IHRM mechanisms. This model shows the importance of structural and environmental context, particularly the institutional factors in the design of control system. To conclude, this framework suggests forecasts about the evolutions of IHRM firm’s practices
Merai, Nathalie. "Fusion entreprise publique française-entreprise internationale : une approche ethnographique des transformations de la gestion des Ressources Humaines (2008-2012)." Paris, EHESS, 2014. http://www.theses.fr/2014EHES0091.
Full textThe thesis is a monograph of the integration process following the merger between a private company and a public company. It builds on an ethnographic approach, complemented by a literature review related to internal and external business environment, as well as a participant observation conducted in the HR department of a multinational industrial group's branch over a three-year period (late 2009-2012). The thesis studies the transformations and evaluations of the HR function. It seeks to understand how it faces the organizational dissonance and confusion and how HR professionals manage to keep their role. The survey highlights the transformation process. It shows that it is multiple and unachieved four years after the merger. It follows several contingent, structural, institutional, managerial influences: Europeanization and implementation of an Anglo-Saxon model of human resources management within French subsidiaries, privatization, and many changes of all kinds, economic and financial crises. Measuring devices are varied and unstable, highlighting what counts at any given time. These factors explain much of the confusion felt by HR professionals. Using four theoretical models from the neo-institutional theory and economic sociology, the thesis makes some assumptions about mechanisms implemented by HR professionals to deal with this confusion, to organize and be effective. These mechanisms, such as coordination, individual relations and cooperation, hierarchical power and control involved at several levels in the post-integration period
Eidems, Judith. "La standardisation globale et l'adaptation locale dans la gestion des ressources humaines internationales : une analyse théorique et empirique sur la base de la Dynamic Capabilities Perspectives." Thesis, Paris 10, 2010. http://www.theses.fr/2010PA100072.
Full textThe thesis entitled „Global standardisation and local adaptation in the international Human Resource Management – A theoretical and empirical analysis based on the Dynamic Capabilities perspective” focuses on strategic processes within multinational enterprises which cause a adequate balance in international Human Resource Management (HRM). „Stated in terms of a number of questions, strategy process is concerned with the how, who and when of strategy: how is, and should, strategy be made, analyzed, dreamt-up, formulated, implemented, changed and controlled; who is involved; and when do the necessary activities take place?” (De Wit & Meyer, 2004, 5). The relevance of this research subject is a consequence of the advancing globalization of the global economy, in which more and more companies standardise HRM instruments across regions and countries (see for example Wittig-Goetz, 2009; Dowling, Festing & Engle, 2008; Engle & Mendenhall, 2004; CIPD, 2001) and due to a lack of scientific insights about this process dimension (Dickmann & Müller-Camen, 2004; Morris, Snell & Wright, 2006). Dickmann/Müller-Camen (2006, 581) point out that „ […] there is a need to look at communication and coordination processes […] within IHRM. […] the precise international communication and coordination instruments and activities within the international HR function of MNCs are not fully researched, yet”. The thesis tries to find answers to the following questions: • What factors prompt multinationals to standardise their HRM practices and instruments at a global level? • Which causal relationships can be identified within these processes which support the development of an adequate balance between globally standardised and locally adapted HRM? • To what extent can these postulated causal relationships be proven empirically? • What research and practical implications can be generated?In order to answer these research questions the author chose a comprehensive approach. Based on the theoretical assumptions of the Dynamic Capabilities Perspective (Teece, Pisano & Shuen, 1997; Eisenhardt & Martin, 2000) a process model (based on De Wit & Meyer, 2004, S. 5) is developed, which helps explain the content of and the causal relationships within these balancing processes in international HRM. This 4-step-process model as developed by the author is predicated on the central relationships between processes, critical resource bundles and the creation of competitive advantages (see also Barney, 1991; Wernerfelt, 1984)
Zouhaoui, Fatima Ezzahra. "L'accompagnement au changement technologique, le manager driver doué d'intelligence émotionnelle : cas de l'implantation de nouveaux progiciels de gestion intégrée dans une entreprise internationale de service." Thesis, Toulon, 2018. http://www.theses.fr/2018TOUL2004/document.
Full textThe main objective of this thesis is to address emotions management in the implementation of a new integrated management software package. The joint aspects cognition-emotion in the human resources management allows to channel emotions and negative causes of resistance. We lead a longitudinal study (3 years and 6 months) in a law firm of international affairs. At the end of this study, we find that the support associated with emotional intelligence decreases cognitive and emotional dissonance, promotes the co-construction of change, and participates in the acceptance and appropriation of change
Fontaine, Jonathan. "L'impact des activités de gestion des ressources humaines sur la performance en contexte international : le cas d'une compagnie d'assurances et de services financiers /." Thèse, Trois-Rivières : Université du Québec à Trois-Rivières, 2007. http://www.uqtr.ca/biblio/notice/resume/30031959R.pdf.
Full textFontaine, Jonathan. "L'impact des activités de gestion des ressources humaines sur la performance en contexte international : le cas d'une compagnie d'assurances et de services financiers." Thèse, Université du Québec à Trois-Rivières, 2007. http://depot-e.uqtr.ca/1771/1/030031959.pdf.
Full textMeyer, Vincent. "Performance management : an american technology in a French multinational enterprise established in China." Thesis, Université Paris-Saclay (ComUE), 2018. http://www.theses.fr/2018SACLH001/document.
Full textThe present dissertation examines the entanglement of the social and material in Multinational Enterprises during the transnational transfer of Human Resource Management Practices, especially Performance Management Practices. Using 4 local Chinese entities of a transnational firm as my case study, I explore how local employees make Performance Management practices their own, both internalizing global practices and innovating to adapt to local environments. This research is based on 60 interviews, secondary materials and direct observations over more than 10 years. In the first chapter of this dissertation, I explore more specifically the adoption of Human Resource Management practices at the micro level, and I identify four archetypes of the adoption of Human Resource Management practices: formal, ceremonial, deviant and innovative. In the second chapter, I focus on the adoption of Performance Management practices in Multinational Enterprises at a meso level. Drawing on sociomaterial theory, I propose a new definition of hybridization as being a process by which unique practices emerge in local subsidiaries from the entanglement of the social and the material at Headquarters and in local subsidiaries. This definition allowed me to identify two new hybrid performance management practices in the four Chinese entities of the Multinational Enterprises under investigation, which I have called the “harmonious Confucian” Performance Management practice and the “harmonious instrumental” Performance Management practice. In the third chapter, I build on the results of the two previous empirical chapters to conceptualize an integrated multilevel model for the transnational transfer of Human Resource Management practices in Multinational Enterprises by expanding another central concept to sociomaterial theory: the notion of “apparatus”. This dissertation aims therefore at contributing both to International Human Resources Management literature and to the literature of the sociology of management tools
Duport, Michelle. "De l’usage de l’altérité dans le management des ressources humaines : entre hétérologie et homologie dans les EIE en Chine." Thesis, Montpellier 3, 2010. http://www.theses.fr/2010MON30062.
Full textThis research concerns the use of alterity by Human Resources Management (HRM) in subsidiaries of multinational groups implanted in China. It is as interested in the discursive use of consideration of others as in its effectiveness. It looks for a sense of management practices from interviews carried out over six years between 2005 and 2010, and is completedby an historic approach and crossed disciplinary scrutiny of organization patterns of companies in Europe and in North America on the one hand and in China on the other hand. The results of these analysis bring certain incoherencies, observed in management practices, to light: between the discursive approach on alterity and the creation of a fictional cultureabout China; between the ideology displayed by an ethical and cross-cultural management worried about cultural differences and elitist, discriminatory MRH practices; between a model of universalist management imposed by headquarters and parallel organizations which carry with them dissimulation strategies organized by subsidiaries; and between the omniscience of headquarter and the desire of autonomy from subsidiaries. The main questionis the one of incoherencies: are they inherent to management? The thesis shows a possible refondation of a Western management model through this confrontation of cultures
Vennes, Alain. "L'homologation des ressources humaines en coopération internationale." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1996. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/nq26751.pdf.
Full textBooks on the topic "Gestion internationale des ressources humaines"
Kernaghan, Kenneth. Comparaison internationale des réformes de la gestion des ressources humaines. Ottawa: Centre canadien de gestion, 2001.
Find full textDavid, Rolland, and Université du Québec Télé-université, eds. Gestion des ressources humaines: Typologies et comparaisons internationales. Sainte-Foy, Qué: Télé-université, 1998.
Find full textDavid, Rolland, ed. Gestion des ressources humaines: Typologies et comparaisons internationales. Québec: Presses de l'Université du Québec, 2011.
Find full textFlood, Patrick C. Managing without traditional methods: International innovations in human resource management. Wokingham, England: Addison-Wesley, 1996.
Find full textDolan, Shimon. Gestion des ressources humaines. Saint-Laurent, Qué: Éditions du Trécarré, 1988.
Find full textKieżun, Witold. Gestion des ressources humaines. [Bujumbura]: Programme des Nations Unies pour le développement, 1988.
Find full textGall, Jean-Marc Le. La gestion des ressources humaines. Paris: Presses Universitaires de France, 1992.
Find full textBook chapters on the topic "Gestion internationale des ressources humaines"
Livian, Yves-Frédéric. "Chapitre 6. Faut-il repenser aussi la gestion internationale des ressources humaines ?" In Dérives et perspectives de la gestion, 85–94. Presses universitaires du Septentrion, 2015. http://dx.doi.org/10.4000/books.septentrion.4312.
Full text"Gestion des ressources humaines." In La gestion de l'aide, 47–55. OECD, 2011. http://dx.doi.org/10.1787/9789264060234-5-fr.
Full textHéricher, Alain, and Vivien Blanchet. "Gestion des ressources humaines." In Dictionnaire du commerce équitable, 139. Editions Quæ, 2012. http://dx.doi.org/10.3917/quae.blanc.2012.01.0139.
Full textArcand, Guy. "La gestion des ressources humaines:." In Le duo cédant/repreneur, 101–16. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18pgv3s.13.
Full text"Gestion stratégique des ressources humaines." In Panorama des administrations publiques 2011, 96–97. OECD, 2013. http://dx.doi.org/10.1787/gov_glance-2011-22-fr.
Full textBarré, Geneviève. "La gestion des ressources humaines." In Quand les entreprises chinoises se mondialisent : Haier, Huawei et TCL, 161–72. CNRS Éditions, 2016. http://dx.doi.org/10.4000/books.editionscnrs.45357.
Full textLAVIGNE, Jean-Louis. "Mobilisation des ressources humaines:." In Gestion des ressources humaines sur la scène stratégique, 89–102. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18phbc4.17.
Full textEdel, Frédéric. "Organisation et gestion des ressources humaines." In Management public, 131. Dunod, 2014. http://dx.doi.org/10.3917/dunod.holcm.2014.01.0131.
Full textVilleneuve-Alain, Pascale, and Yves Hallée. "La gestion des ressources humaines territoriale:." In L’humain, plus qu'une ressource au coeur de la gestion, 319–37. Presses de l'Université Laval, 2019. http://dx.doi.org/10.2307/j.ctv1g2471d.20.
Full textDubrion, Benjamin. "Économie et gestion des ressources humaines:." In L’humain, plus qu'une ressource au coeur de la gestion, 377–92. Presses de l'Université Laval, 2019. http://dx.doi.org/10.2307/j.ctv1g2471d.23.
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