References of "Moreau, Charlotte"
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See detailThe professionalization of HR management: towards an analytical framework for social enterprises
Moreau, Charlotte ULg; Mertens de Wilmars, Sybille ULg; Pichault, François ULg

Conference (2013, July 02)

At the present time, the social enterprise sector is undergoing important changes: increased activity, diversification of social demands, increased complexity of legal framework and institutional ... [more ▼]

At the present time, the social enterprise sector is undergoing important changes: increased activity, diversification of social demands, increased complexity of legal framework and institutional landscape, transformation of public funding mechanisms (contractualisation setting up competition between providers in a quasi-market) (Dees & Elias, 1998; Mertens, 2010). At the same time, we may observe a trend towards the professionalization of social enterprises (Bode, Evers, & Schulz, 2006; Comeau & Davister, 2008; Davister, 2010; Petrella & Richez-Battesti, 2010). This movement toward professionalization brings changes, among others, with regard to evolutions in human resources management (HRM) practices (Davister, 2010; McCandless Baluch, 2012; Theuvsen, 2004): increasing formalization of procedures, developments of senior staff training, a changeover from a militant attitude on the part of directors toward a managerial attitude, development of pay-for-performance plans, etc. That concept of professionalization knows a large echo in the working world, not only in the social enterprise sector. Wilensky (1964) was already talking about the « professionalization of everyone? ». But what does professionalization mean? Various understandings of that concept co-exist. Indeed, according to Wittorski (2008), the notion refers either to the constitution of a group of people sharing the same activity (professionalization-profession), to the development of competences of a professional by its education (professionalization-training), or to the fact of “putting in movement” individuals within work contexts (professionalization-efficiency). The tendencies to professionalize have been studied but in a quite heterogeneous and fragmented way (Le Naëlou, 2004; Maier, Steinbereithner, & Meyer, 2012) with various dimensions and forms of the concept being possible. This paper intends to apprehend the professionalization of human resource management in all its complexity. Relying on the model proposed by Hatchuel and Weil (1992), we develop a nuanced approach of the professionalization of HRM, by declining the concept in three major dimensions: a technical substrate, a vision of the actors’ roles, and a managerial philosophy (Gilbert, 2012; Hatchuel & Weil, 1992; Oiry, 2006). Each of those three dimensions knows different degrees of elaboration, going from a human resource management qualified as few professionalized to one strongly professionalized. This model has to be understood as an “ideal type”, in the Weberian sense, an intellectual construction obtained by accentuation of certain traits of the considered subject (Coenen-Huther, 2003). That ideal type, that model in three dimensions, constitutes a measurement standard from which the comparison between various situations of HRM professionalization in different organisations is made possible. Two questions resume our approach: what means professionalization of human resource management (conceptual approach)? And what is the scope of the professionalization of HRM in the social enterprises sector in Wallonia (empirical results)? To answer those questions, a twofold research design is necessary. To understand more precisely what professionalization of HRM is, a strong analysis of the literature on professionalization, managerial devices and HRM allows constructing an analytical framework to apprehend the concept. But, the model also allows designing a broad picture of the human resource management in the social enterprises’ sector. For that second question, the data collection is accomplished through the administration of an online questionnaire given to a sample containing 2000 social enterprises, chosen from an exhaustive database of Belgian social enterprises . A first statistical analysis allows constructing a descriptive picture of what happen in the social enterprise sector in terms of HRM in Wallonia. In order to determine the influence of contextual elements such as the size of the organization, its level of subvention, its sector of activity, etc, cross tabulation is necessary. We will use the method of descriptive analysis by clusters that is often used in order to constitute typologies. It will enable us to isolate profiles of social enterprises in terms of their human resource management and its professionalization. By the construction of a conceptual model on the HRM professionalization, our paper contributes to enrich the understanding of that concept while apprehending its complexity. Gathering data on HRM in social enterprises is useful to design the scope of HRM professionalization. Though, that kind of data has not yet been collected and mobilized in Belgium. Our research will also contribute to better understand the influences of the organization’s size, level of subvention or sector of activity on the HRM professionalization. [less ▲]

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See detailLes spécificités managériales dans les entreprises sociales : une démarche européenne par la gestion des compétences
Cuénoud, Thibault; Moreau, Charlotte ULg; Mertens de Wilmars, Sybille ULg

in Revue Internationale de l'Economie Sociale : Recma, Revue des Etudes Coopératives, Mutualistes et Associatives (2013), 329

Few studies have looked at the nature of management in social enterprises, organisations that combine social objectives and economic constraints. How can they embrace their values in increasingly ... [more ▼]

Few studies have looked at the nature of management in social enterprises, organisations that combine social objectives and economic constraints. How can they embrace their values in increasingly difficult economic and financial times? Governance defines the overall strategy of a firm, which in turn determines the management style in relation to the parties involved. The argument put forward in this article is based on an underlying assumption that managing a social enterprise draws on specific competencies. The hypothesis was empirically validated among experts and professionals from the sector participating in the European project Leonardo Ariadne. A list of skills was assembled as a framework for this approach to facilitate the development of training courses in this area. [less ▲]

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See detailLe volontariat : concepts et enjeux actuels
Moreau, Charlotte ULg

Speech (2013)

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See detailCréaholic : une entreprise « malade » de la créativité
Crutzen, Nathalie ULg; Moreau, Charlotte ULg; Pichault, François ULg

Learning material (2013)

Créaholic est une entreprise européenne composée de 23 collaborateurs. Son cœur de métier est l’innovation par rupture et la créativité. Toujours dirigée par son fondateur charismatique, l’entreprise ... [more ▼]

Créaholic est une entreprise européenne composée de 23 collaborateurs. Son cœur de métier est l’innovation par rupture et la créativité. Toujours dirigée par son fondateur charismatique, l’entreprise présente une structure relativement horizontale et un mode de fonctionnement par projet. Le « chaos créatif » est favorisé afin de laisser libre cours et de stimuler la créativité de chaque travailleur. Créaholic a souffert de la crise récente et, à l’heure actuelle, plusieurs collaborateurs souhaitent la mise en place d’une organisation davantage structurée et de procédures plus formalisées. [less ▲]

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See detailManagers’ competences in social enterprises: which specificities?
Moreau, Charlotte ULg; Mertens de Wilmars, Sybille ULg

in Social Enterprise Journal (2013), 9(2), 164-183

The management of an organization and the context within which this organization evolves are recognized as two important aspects of any organization. Few studies have been conducted however on the ... [more ▼]

The management of an organization and the context within which this organization evolves are recognized as two important aspects of any organization. Few studies have been conducted however on the management function within the specific context of social enterprises, organizations that mix social goals and economic imperatives (Darbus & Lazuech, 2010). This paper examines the specific competences of management in social enterprises, by constructing a competence model, the emblematic tool of competence-based management, relevant to the management of social enterprises (Colin & Grasser, 2007; Oiry & Sulzer, 2002; Retour & Rapiaux, 2006). Our hypothesis is that certain competences required of managers in social enterprises are specific, regarding the particular internal and external context of social enterprises, the governance model, etc. The methodology used is based on four main steps: a review of the literature and the conducting of exploratory interviews, the construction of a first draft of the competence model, the conducting of group interviews with managers of social enterprises in six European countries as this research takes place within the framework of a European research project on lifelong learning , and the final adaptation and validation of the competence model. [less ▲]

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See detailProfessionalization of human resource management: analytical framework’s proposal
Moreau, Charlotte ULg

Scientific conference (2012, December 18)

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See detailManagers’ competences in social enterprises: what specificities?
Moreau, Charlotte ULg; Mertens de Wilmars, Sybille ULg

Conference (2011, July 04)

In any enterprise, the manager keeps a determining and real leeway which is susceptible to stimulate, give directions to the organization (Pichault, 2009), and is determining in the capability to innovate ... [more ▼]

In any enterprise, the manager keeps a determining and real leeway which is susceptible to stimulate, give directions to the organization (Pichault, 2009), and is determining in the capability to innovate (King, 1990; Osborne, 1998; Schin & McClomb, 1998). That leadership style needs therefore to be adapted to the specific internal context of the organization (Schmid, 2006). The paper examines what are the specific competencies of the manager in social enterprises, by constructing a competencies model, the emblematic tool of the competence-based management, relevant to social enterprises (Collin & Grasser, 2007; Retour & Rapiaux, 2006; Oiry & Sulzer, 2002). Our hypothesis is standing that certain competencies mobilized by managers in social enterprises are specific, regarding to the particular internal and external context of social enterprises, etc. First of all, we propose a theoretical competencies model for the managers in social enterprises, based on a review of the literature and the conduction of 12 semi-structured interviews of experts and managers. Then, we propose a competencies model for the manager in social enterprises. Finally, group interviews with some managers of social enterprises are conducted in various European countries as this research takes place in a European research on long-life learnings. [less ▲]

Detailed reference viewed: 8 (3 ULg)