ror.org/02rx3b187
Abstracts
Précis
Évoluant dans des contextes économique et géopolitique turbulents, des questions sociales s’ajoutent aux difficultés quotidiennes des PME. Certains dirigeants sont donc amenés à concilier leurs différentes préoccupations, tout en replaçant les salariés au coeur de l’organisation. Autrement dit, il s’agit de mieux prendre en compte leurs attentes et de les faire participer aux décisions relatives à la gestion des ressources humaines. Dans cette optique, l’émergence d’une GRH inclusive, favorisant l’épanouissement professionnel et la reconnaissance de chaque salarié, s’invite en PME.
Ainsi, notre étude exploratoire apporte des éléments de réponse à sa construction, tout en remettant en question certaines croyances établies. En effet, à travers la logique du don, nous montrons que cette GRH repose principalement sur des relations d’échange, qui ne sont pas exemptes de difficultés.
Résumé
Cet article vise à comprendre l’émergence et le développement d’une gestion des ressources humaines (GRH) inclusive en PME. Le concept d’inclusion renvoie à l’épanouissement professionnel et à la reconnaissance des salariés (Bonneveux et al., 2020). Cette forme de GRH comporte une visée intégrative dans la mesure où elle offre la possibilité d’améliorer la collaboration notamment entre le dirigeant et ses salariés. Dans cette optique, nous avons mobilisé de façon originale la logique du don de Mauss, couplée à la littérature sur la GRH en PME afin de proposer une nouvelle grille de lecture. À partir du cas emblématique d’une PME, une étude qualitative longitudinale a été menée sur une période de 8 ans.
Les résultats soulignent le décalage entre les contre-dons attendus et ceux réellement réalisés par le dirigeant, qui conditionnent in fine l’adonnement des salariés. Ce déséquilibre dans la relation amène à la construction d’une GRH inclusive.
Mots clefs:
- GRH,
- inclusion,
- PME,
- don,
- contre-don,
- relations
Abstract
This article aims to understand the emergence and development of inclusive human resource management (HRM) in SMEs. The concept of inclusion refers to the professional fulfillment and recognition of employees (Bonneveux et al., 2020). This form of HRM has an integrative aim insofar as it offers the possibility of improving collaboration, particularly between the manager and his employees. In this perspective, we have mobilized in an original way Mauss's logic of gift, coupled with the literature on HRM in SMEs in order to propose a new reading grid. Based on the emblematic case of an SME, a longitudinal qualitative study was conducted over a period of 8 years.
The results underline the gap between the expected counter-gifts and those actually provided by the manager, which ultimately condition the employees' adoration. This imbalance in the relationship leads to the construction of an inclusive HRM.
Keywords:
- HRM,
- inclusion,
- SMEs,
- gift,
- counter-gift,
- relationships
Appendices
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