Documents Dany, Françoise 3 results

"What is the reality of contemporary careers? Have individuals become masters of their professional destiny? While the 'new career literature' puts forward the figure of an individual free to invent his/her career (the 'free actor model'), this article shows that the changes purported to affect careers are less radical than they seem. Despite a weakening of environments, discriminating career mechanisms are still imposed on cadres, at least in France. Because individuals do not always have the means or the will to escape those mechanisms, 'external clues' continue to mark careers more than the new career literature supposes. To account for the realities observed in France, this paper proposes a specific view on careers, which highlights why career rules still exist in the country."

"Unlike most of human resource management (HRM) research attempting to identify the set of practices that are likely to improve organizational performance, this paper focuses on two key aspects of the organization of HRM: 1) the integration of HRM and business strategy; and 2) the distribution of roles and influences between line managers (LMs) and HRM specialists. Building on the resource-based view, we suggest that HRM integration is a necessary but not sufficient condition for HRM positively to impact organizational performance. An equally necessary condition is to provide HRM specialists with a prominent role compared to LMs in order to ensure the required proper quality of implementation of decided HRM policies.Using data from the Cranet Survey, we employed a series of structural equation models to test the moderating effect of the HRM/LM relationship on the link between HRM strategic integration and organizational performance. This technique allowed us to estimate measurement models and structural relations among latent variables, which reinforces to a great extent the robustness of our empirical findings compared to previous studies, which have relied merely on standard OLS regression analysis.Our empirical findings lead us to call for less emphasis on 'instrumental' approaches to researching HRM, emphasizing 'what practices must be implemented?', in favour of an approach which HRM examines the question of who is in charge of defining and implementing HRM practices. "