Quand on gère les ressources humaines d’une PME par les paradoxes: leçons d’une étude de cas

Ludivine Adla () and Christian Defélix ()
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Ludivine Adla: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes, Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes, UGA - Université Grenoble Alpes
Christian Defélix: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes

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Abstract: The literature has highlighted the central importance of paradoxes in the management of organizations as well as their presence within the management of human resources. However, few studies have been devoted to understanding how actors react to these contradictory tensions through the implementation of active strategies. The objective of this article is to examine how employees perceive the paradoxical HRM introduced by the management of an SME. We apply the theoretical framework of Smith and Lewis (2011) to the case study of an SME with an atypical HRM.

Keywords: HRM; paradoxes; SME; GRH; PME (search for similar items in EconPapers)
Date: 2023
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Published in @GRH, 2023, 47 (2), pp.149-168. ⟨10.3917/grh.047.0149⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04809373

DOI: 10.3917/grh.047.0149

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