Academic literature on the topic 'Stratégie Ressources Humaines'
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Journal articles on the topic "Stratégie Ressources Humaines"
Miller, Roger. "La stratégie d'entreprise et la gestion des ressources humaines." Articles 40, no. 1 (April 12, 2005): 68–86. http://dx.doi.org/10.7202/050110ar.
Full textLambert, François. "Vers une flotte stratégique française ?" Revue Défense Nationale 873, no. 8 (October 9, 2024): 82–87. http://dx.doi.org/10.3917/rdna.873.0082.
Full textElidrissi, Rayane. "La Gestion des Ressources Humaines confrontée à la transformation digitale : une analyse bibliométrique." La Revue des Sciences de Gestion N° 317-318, no. 5 (January 5, 2023): 71–83. http://dx.doi.org/10.3917/rsg.317.0072.
Full textCoureau, Patrice. "Ressources humaines: Une composante de la stratégie industrielle." Revue Française de Gestion Industrielle 7, no. 2 (June 1, 1988): 15–18. http://dx.doi.org/10.53102/1988.7.02.124.
Full textNdao, Assane. "La stratégie des ressources humaines dans les entreprises sénégalaises." Vie & sciences de l'entreprise 205, no. 1 (2018): 116. http://dx.doi.org/10.3917/vse.205.0116.
Full textGrillat, 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 textBoubaker, Sabri, Emna Braham, and Faten Lakhal. "La diversité du genre influence-t-elle la performance RSE des entreprises familiales ?" La Revue des Sciences de Gestion N° 303-304, no. 3 (January 29, 2021): 71–80. http://dx.doi.org/10.3917/rsg.303.0075.
Full textBarrette, Jacques, and Rachel Ouellette. "Gestion de la performance : impact sur la performance organisationnelle de l'intégration de la stratégie et de la cohérence des systèmes de GRH." Articles 55, no. 2 (April 12, 2005): 207–26. http://dx.doi.org/10.7202/051306ar.
Full textBenoît, Carmelle, and Marie-Diane Rousseau. "La gestion des ressources humaines dans les petites et moyennes entreprises au Québec." Revue internationale P.M.E. 3, no. 1 (February 16, 2012): 39–55. http://dx.doi.org/10.7202/1007945ar.
Full textBergeron, Richard. "La restructuration de l’habitat au Burkina-Faso : un moyen pour la révolution." I. Politiques d’État et stratégies de survie : l’enjeu du logement, no. 17 (December 18, 2015): 43–53. http://dx.doi.org/10.7202/1034367ar.
Full textDissertations / Theses on the topic "Stratégie Ressources Humaines"
Gendron, Bénédicte. "D'une stratégie de formation à une stratégie d'employabilité : analyse de la poursuite d'études après un BTS ou un DUT." Paris 1, 1997. http://www.theses.fr/1997PA010024.
Full textThe BTS's holders and the IUT's holders have been set up to bring a vocational training to young people during two years after the high school diploma. But more and more students pursuit their studies after this credential according to the last data of CEREQ's inquiry : 63% after the DUT and 39% after BTS in 1992. The choice of this holders can be interpretated as a double strategy : a training's strategy and an employability's strategy. Indeed, in one hand because of the selection at the entrance and the low rate of failure and drop out in these kinds of institutions, the BTS and DUT's classes can be used as a first step of training (pseudo-deug) to minimize the risk of failure at the university and, thus to go further in the educational system and. In an other hand, because of the employement's crisis, the holders try to adjust their training according to the labor market's needs and to reach their initial job's expectation. Therefore, the educational choice should be considered as a sequentiel choice and a multiple process of education
Aït, Razouk Abdelwahab. "Gestion stratégique des ressources humaines : recherche théorique et empirique sur la durabilité de la relation entre stratégie RH et performance." Thesis, Nancy 2, 2007. http://www.theses.fr/2007NAN22002/document.
Full textFor the two last decades, an abundant literature has been entirely devoted to the treatment of the place of the HRM in the implication of human resources for the achievement of strategic objectives and the improvement of the firms' performance. This literature concerns the Strategic Human Resources Management (SHRM). If the majority of the research carried out in the study of the bonds between the HRM and firms' effectiveness led to significant results, these studies remained silent on the question of resistance of this effect in a long time. Currently, firms are concerned about the way to maintain their performance as long as possible, taking into account the running risks. The sustainability of the performance thus becomes the managers' major concern. By raising this issue, our research aims to increase former studies and to provide a complementary light to the strategic human resources management. "Configurational" approach of human resources should be the conceptual foundation to find an answer to this issue. This approach stipulates that a strategy of human resources made up of internal and external coherent HRM practices with the strategy business, is likely to ensure a long term performance. Our method is based upon longitudinal data coming from REPONSE survey led by DARES and BVA Institute for the periods of 1997-1998 and 2004-2005. This survey was carried out into a representative sample of 2978 French Business Units of more than 20 employees in 1998, and 2930 Business Units of the same size in 2005. The principle static and dynamic results of this research show that simultaneous associations between HRM systems and the four dimensions of the performance (profitability, innovation, absenteeism and social climate) stand up to the introducion of temporal shift. This conclusion supports the relevance of human resource strategy's coherence like an asset in the maximization of sustainable performance
Queneau, Hervé. "La flexibilité du travail et de l'emploi dans la stratégie des entreprises." Paris 9, 1996. https://portail.bu.dauphine.fr/fileviewer/index.php?doc=1996PA090052.
Full textAs companies give more and more importance to human resources management in terms of expenses and human means, we began our research with the following question: what is the role of human resources management in firms' strategy? As we refuse the concept of the firm as being completely dependent on the market, and in which human resources are considered generic, we sought to analyses what really happens in companies. Our intuition was that the constraints were not the same in different sectors of activity. Therefore, we tried to analyses the links which could exist between strategy and human resources management in companies belonging to three different sectors: banking, chemicals industries and consumer electronics. Our methodology consisted of conducting successive simplifications. First, we tested the sector-effect hypothesis. Then, after showing that sector-effect is constraining but not determining, we tested the evolutionary hypothesis and observed that for similar sectorial constraints, different types of companies exhibited different types of behavior in terms of the way human resources management contributed to their strategy. The first contribution of our thesis consisted of proposing a typology regarding the connection between human resources management and firms' strategy. This typology allowed us to call into question the common idea that human resources management is inevitably integrated into firms' strategy. The second theoretical contribution of our thesis was to enrich the concept of specific resources in an evolutionary point of view, when attempting to link them to entrepreneurial behaviour. The last contribution of our thesis was to add some elements to the definition of an evolutionary theory of the firm which is based on the concepts of resources, including human resources and entrepreneurship
Borchani, Maktouf Manel. "Les déterminants de la stratégie sociétale des firmes multinationales : Étude empirique des filiales étrangères en France." Paris 9, 2008. https://portail.bu.dauphine.fr/fileviewer/index.php?doc=2008PA090009.
Full textOn the base of an explorative qualitative study we can precise the different elements of the social strategy of subsidiaries which are: the social vision of enterprise, the code of conduct and values, social training of employees, the structures of application and control of the social strategy and the social reporting. After that this study has proposed a model that integrates resource dependency, institutional theory and strategic choice theory. We have tried empirically to test the existence of a significant and positive relationship between the social strategy and its determinants. To this end, we carried out a typology study of the foreign companies in France based on the elements of social strategy. Then, we used the logistic regression to test the institutional, organizational and managerial determinants of the social strategy. Our results are unable to certify all hypotheses, so we have accepted the model partially and temporarily
Hebbar, Karim. "Stratégie, actifs humains & identité : Contribution à une modélisation du processus de mobilisation stratégique des ressources humaines par un entrepreneur-dirigeant : le cas des jeunes entreprises technologique." Lille 2, 2002. http://www.theses.fr/2002LIL20015.
Full textThe goal of this thesis is to understand and model the concept of strategic mobilization of human resources by a contractor-leader (mobilizing central agent). Two forms of strategic mobilization of human resources can be theoretically defined. The strategic mobilization of the human competences and the identity strategic mobilization. After having conceptualised the process of strategic mobilization, we proposed and tested according to a causal structural statistical analysis, a model which represents relations of cause and effect of the process on the productivity of human resources, the capacity of strategic development of the young company and its economic performance
Maarif, Mohammad-Syamsul. "Stratégie de lancement et optimisation d'élaboration d'un système de formation dans le domaine du management des ressources humaines." Vandoeuvre-les-Nancy, INPL, 1993. http://www.theses.fr/1993INPL057N.
Full textFeng, Qi. "What are the main factors that influence the performance of chinese SOEs?" Thesis, Pau, 2014. http://www.theses.fr/2014PAUU2004/document.
Full textCette recherche porte sur l’étude des stratégies de la GRH (SGRH) en Chine. Nous avons deux buts: (1) évaluer de manière critique le développement des pratiques de GRH en Chine au cours des dernières années; (2) identifier les lacunes à combler de la recherche sur le cas chinois pour améliorer la GRH pour le futur. La thèse étudie les différences qui subsistent entre entreprises d’Etat et entreprises privée en Chine, du point de vue de la GRH. Elle est organisée comme suit: la première partie est relative au cadrage théorique de la thèse, la seconde partie est consacrée au travail empirique. La conclusion formule des suggestions de recherches en gestion des ressources des entreprises en Chine
Boulé, Pierre. "L'impact de l'internationalisation sur la stratégie des ressources humaines en milieu PME, une étude réalisée dans le secteur du meuble au Québec." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0011/MQ41863.pdf.
Full textLauzikas, Mindaugas. "Combination of the Innovation and Human Resource strategies : the case of Lithuanian IT sector." Thesis, Lyon 2, 2009. http://www.theses.fr/2009LYO22003.
Full textGiven an increasing competition in knowledge intensive economic sectors, a perfectly aligned and executed Innovation strategy appears crucial to reduce the cost and time necessary for creation as well as introduction of a new product or service. More than that, the chosen Innovation strategy should be aligned with the company’s business model, technological base and the Human Resource strategy. Thus, the structure of this research work is built on the flow ‘From general to case’ basis where at first, there are the classification of innovations and foundations of combination of the two strategies presented, and only then our survey on combination of the Innovation and Human Resource strategies in Lithuanian IT sector 2008 (covering a three-year period from 2004 to 2007) delivers results by applying both the experience of other countries and the data enclosing the answers from CEOs of Lithuanian IT companies. The survey is conducted to create a systemic approach and multifactor understanding of combination between the Innovation and Human Resource strategies in Lithuanian IT sector. Such a structure serves as a solid background for Policy implications: we deliver recommendations for Lithuanian Government, intermediaries, enterprises and both firms’ managers and its employees. We believe that Lithuanian IT companies are on the right track to catch up more developed countries in innovation; however, there should be many changes done, and we expect a fast transformation process in the upcoming years
François, Pierre. "La conduite d’une stratégie de différenciation dynamique,recherche-intervention dans une PME hybride." Thesis, Lyon, 2016. http://www.theses.fr/2016LYSE3074/document.
Full textBased on a socio-economic & longitudinal intervention-research carried on in a multi-activities SME and in response to the defaults of traditional strategic practices, this research suggests the concept of dynamic differentiation strategy. This later comes from the combination between socio-economic strategy, theory of dynamic capabilities and the differentiation strategy. It takes into account the complexity of the environment and is aimed to answer to the new strategic challenges of companies and organizations. To do so, strategic practices which are using and configuring the company’s resources, and especially the human potential, allow to integrate an effective dynamic of change. A proactive strategic behavior incorporating deliberated choices with some emerging ones make it possible. After suggesting first the concept, this one is tested and enriched with an analysis in depth of the field’s strategic practices. Then, we discuss the concept comparing it to the literature review and with more detailed practices. Finally, we suggest some management recommendations allowing the implementation of a dynamic differentiation strategy
Books on the topic "Stratégie Ressources Humaines"
André, Boyer, ed. Panorama de la gestion: Marketing, production, finance, ressources humaines, stratégie. Paris: Éditions d'Organisation, 1997.
Find full textCanada. Human Resources Development Canada. Sustainable development strategy : Human Resources Development Canada =: Stratégie de développement durable : Développement des ressources humaines Canada. Ottawa, Ont: Human Resources Development Canada = Développement des ressources humaines Canada, 1997.
Find full textSt-Onge, Sylvie. Relever les de fis de la gestion des ressources humaines. 2nd ed. Montre al: G. Morin, 2004.
Find full textHebbar, Karim. Stratégie, actifs humains & identité: Contribution à une modélisation du processus de mobilisation stratégique des ressources humaines par un entrepreneur-dirigeant : le cas de jeunes entreprises technologiques. Grenoble: A.N.R.T, Université Pierre Mendes France (Grenoble II), 2002.
Find full textGroupe consultatif "secteur éducatif." Réunion du groupe consultatif 1997: Développement des ressources humaines secteur éducation/formation : politique et stratégie d'action 1998-2000. Côte d'Ivoire]: Groupe consultatif "secteur éducatif,", 1997.
Find full textR, Baldwin John. La formation comme stratégie en matière de ressources humaines: La réaction aux pénuries de personnel et au changement technologique. Ottawa, Ont: Direction des études analytiques, Statistique Canada, 2001.
Find full textAboriginal Human Resources Development Strategy (Canada), Canada. Human Resources Development (Canada), Stratégie de développement des ressources humaines autochtones (Canada), and Canada. Développement des ressources humaines Canada., eds. The Aboriginal Human Resources Development Strategy: Partnering for progress = La Stratégie de développement des ressources humaines autochtones : progressons ensemble. Gatineau, Que: Government of Canada = Gouvernement du Canada, 2003.
Find full textCanada. Human Resources Development Canada. Human Resources Development Canada's sustainable development strategy II =: Stratégie du développement durable II de Développement des ressources humaines Canada. Hull, Qué: Human Resources Development Canada = Développement des ressources humaines Canada, 2001.
Find full textCanada. Human Resources Development Canada. Human Resources Development Canada's sustainable development strategy III, 2004-2006: Développement de ressources humaines Canada, stratégie de développement durable III, 2004-2006 [ressource électronique]. Hull, Qué: Human Resources Development Canada = Développement des ressources humaines Canada, 2004.
Find full textGebel, Hélène. La FONCTION RESSOURCES HUMAINES STRATÉGIQUE. Paris: Editions L'Harmattan, 2008.
Find full textBook chapters on the topic "Stratégie Ressources Humaines"
DAMPHOUSSE, Michel. "L’intégration des ressources humaines à la stratégie d’entreprise." In Gestion des ressources humaines sur la scène stratégique, 15–18. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18phbc4.6.
Full textXARDEL, Dominique. "La stratégie des ressources humaines et l’Europe de 1993." In Gestion des ressources humaines sur la scène stratégique, 125–36. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18phbc4.19.
Full textSerizier, Sophie, and Anne Bartel-Radic. "Recherches sur la Sustainability." In Recherches sur la Sustainability, 310–25. EMS Editions, 2023. http://dx.doi.org/10.3917/ems.cheva.2023.01.0310.
Full textJARNUSZKIEWICZ, Agnès. "L’apport de la gestion des ressources humaines à la stratégie de l’entreprise:." In Gestion des ressources humaines sur la scène stratégique, 7–14. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18phbc4.5.
Full textAldebert, Bénédicte, and Sabrina Loufrani-Fedida. "Chapitre 5. La stratégie au cœur de l’articulation entre management des compétences et PME innovantes : le cas d’une PME touristique sur la Côte d’Azur." In Management des ressources humaines en PME, 89–103. Vuibert, 2022. http://dx.doi.org/10.3917/vuib.adla.2022.01.0089.
Full textMONTEIL, Bernard. "Contribution des gestionnaires en ressources humaines à la stratégie de la qualité et de l’excellence." In Gestion des ressources humaines sur la scène stratégique, 55–64. Presses de l'Université du Québec, 2011. http://dx.doi.org/10.2307/j.ctv18phbc4.13.
Full text"Ressources humaines minimales requises pour l’élaboration et la mise en oeuvre de la stratégie." In Etudes méthodologiques (Ser. F), 166. United Nations, 2023. http://dx.doi.org/10.18356/9789210019170c019.
Full textCoste, Frédéric. "Armées et ressources humaines." In Annuaire stratégique et militaire 2006-2007, 75–101. Odile Jacob, 2007. http://dx.doi.org/10.3917/oj.fonda.2007.01.0075.
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 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 textReports on the topic "Stratégie Ressources Humaines"
Dudoit, Alain. Les espaces européens communs de données : une initiative structurante nécessaire et adaptable au Canada. CIRANO, October 2023. http://dx.doi.org/10.54932/ryht5065.
Full textLes forêts françaises face au changement climatique. Académie des sciences, June 2023. http://dx.doi.org/10.62686/6.
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