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
Full Text 
Sign-in/Register to access full text options
Sign-in/Register to access full text options 
Paper version not known
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
