Abstracts
Résumé
Objectif : Cette revue systématique vise à définir de manière exhaustive les pratiques GRH à haut engagement et à analyser leur corrélation avec les indicateurs clés de l’échange social. Elle propose une définition unifiée, établit les pratiques spécifiques et leurs instruments de mesure, et explore leurs effets sur les résultats individuels et organisationnels.
Méthodologie : En suivant les lignes directrices de Kitchenham et al. (2009), une revue systématique a été menée sur la base de données Scopus pour la période 1985–2023. Sur 92 documents initiaux, 32 ont été retenus après une sélection rigoureuse.
Résultats : Les pratiques GRH à haut engagement reposent sur des fondements relationnels et psychologiques visant à instaurer une relation de confiance et de réciprocité entre l’employeur et les employés. La sécurité de l’emploi en constitue un pilier central. Ces pratiques, ancrées dans la théorie de l’échange social, forment un système cohérent incluant la formation et le développement, les possibilités de carrière, l’autonomie au travail, la communication ouverte, et les évaluations de performance à visée développementale. Bien que le concept soit né et développé en contexte occidental, nos résultats indiquent que la relation d’emploi, perçue comme un échange social, constitue un noyau conceptuel universel, applicable à une diversité de contextes culturels et organisationnels.
Cadre théorique : La théorie de l’échange social émerge comme cadre explicatif central pour comprendre les effets positifs de ces pratiques sur l’engagement, le bien-être et la performance.
Implications de la recherche : L’étude fournit des pistes concrètes pour les chercheurs et les praticiens souhaitant promouvoir une GRH durable et centrée sur l’humain. Elle encourage l’adoption d’approches centrées sur la confiance, le développement et la réciprocité, au-delà des logiques purement économiques.
Originalité/valeur : Cette étude se distingue par sa rigueur méthodologique et son approche systématique, offrant une synthèse à la fois approfondie et critique des pratiques GRH à haut engagement. Elle propose une définition unifiée de ces pratiques, en distinguant les composantes spécifiques ainsi que leurs instruments de mesure, tout en clarifiant leur distinction par rapport aux approches de haute performance et de haute implication. En écartant les pratiques reposant exclusivement sur des logiques économiques telles que la rémunération liée à la performance, elle privilégie un modèle ancré dans la théorie de l’échange social, en soulignant l’importance d’intégrer les évaluations à visée développementale. Enfin, l’étude met en évidence la plasticité de ces pratiques, capables de s’adapter à une diversité de contextes culturels et sectoriels, tout en réaffirmant leur rôle stratégique dans une gestion durable des ressources humaines.
Mots-clés :
- Pratique GRH à haut engagement,
- Echange social,
- performance organisationnelle,
- confiance,
- soutien,
- justice
Abstract
Objective: This systematic review aims to comprehensively define high-commitment HR practices and analyze their correlation with key indicators of social exchange. It provides a unified definition, identifies specific practices and their measurement instruments, and explores their effects on individual and organizational outcomes.
Methodology: Following the guidelines of Kitchenham et al. (2009), a systematic review was conducted based on Scopus data from the period 1985–2023. Out of 92 initial documents, 32 were retained after a rigorous selection process.
Results: High-commitment HR practices are based on relational and psychological foundations aimed at fostering a relationship of trust and reciprocity between employers and employees. Job security serves as a central pillar. These practices, rooted in social exchange theory, form a coherent system that includes training and development, career opportunities, work autonomy, open communication, and performance evaluations with a developmental focus. Although the concept originated and developed in a Western context, our findings suggest that the employment relationship, perceived as a social exchange, constitutes a universal conceptual core applicable to a diversity of cultural and organizational contexts.
Theoretical Framework: Social exchange theory emerges as the central explanatory framework for understanding the positive effects of these practices on engagement, well-being, and performance.
Research Implications: The study provides practical insights for both researchers and practitioners seeking to promote sustainable, human-centered HR management. It encourages the adoption of trust-based, developmental, and reciprocal approaches, moving beyond purely economic logic.
Originality/Value: This study stands out for its methodological rigor and systematic approach, offering a comprehensive yet critical synthesis of high-commitment HR practices. It provides a unified definition of these practices, identifying specific components and their measurement instruments, while clarifying their distinction from high-performance and high-involvement approaches. By excluding practices solely based on economic logic, such as performance-based pay, it advocates for a model grounded in social exchange theory, emphasizing the importance of integrating developmental-focused evaluations. Finally, the study highlights the flexibility of these practices, capable of adapting to a variety of cultural and sectoral contexts, while reaffirming their strategic role in sustainable human resource management.
Keywords:
- High-commitment HR practices,
- Social exchange,
- Organizational performance,
- Trust,
- Support,
- Justice
Appendices
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