Abstract
This communication is based on a case study carrying out in an SME according to an intervention-research protocol and deals with the following problem: is it possible to develop sustainable and innovative HR practices outside a functional approach of the field? In organizations, the role of management and proximity managers is both a diagnostic variable and a lever for action to implement a more appropriate and innovative human resources management. Key words: socio-economic approach / performance management consulting / HRM / Role of managers / Decentralized synchronization
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