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See detailLa gestion des ressources humaines au sein des ONG internationales: les relations siège-filiale dans un contexte instable (le cas du Burundi)
Hakizumukama, Alexis ULg

Doctoral thesis (2016)

Executive summary Applied to different contexts, the approach to management and HRM practices initially operative, considered by some as the essential and universal key to organizational success, may face ... [more ▼]

Executive summary Applied to different contexts, the approach to management and HRM practices initially operative, considered by some as the essential and universal key to organizational success, may face some contextual constraints and lead to conflicting results. Now, the local context brings to the subsidiary of international organizations little or no opportunities for the Headquarters. At the same time, the local context adds specific constraints. The consideration of these opportunities and constraints by the officials of the subsidiary is a real managerial challenge for them. This implies much more than a simple transfer of what has always worked well elsewhere. This questioning of the success of the universalist perspective pushes us to diagnose other possible ways to suggest for the approach to management and HRM practices that could better accommodate the local management. Our study is particularly concerned with international NGOs operating in sub-Saharan Africa and Burundi in particular. Our theoretical argument mobilizes universalist, culturalist and institutionalist approaches. Our study concerns only the subsidiaries of international NGOs and not their Headquarters. Note that throughout our work, the word "Siège" means the Headquarters and not the local management of the subsidiary. To mark this distinction, we opt to write it with a capital "S". Based on a contextualist analysis of five case studies of subsidiaries of international NGOs, we find that, upon their arrival or within the first years of implementation of the subsidiary, the leaders of these international subsidiaries almost always opt for a relational or even paternalistic model of management. Indeed, this model allows a gain in confidence and the establishement of strong relationships between the expats and the locals, and between volunteers and employees. The latter model also helps to react or deal with the complexity of an unstable local context (civil war, hatred and ethnic conflicts, distrust versus foreigners, oral tradition culture, lack of separation between work and family life, lack of some skills in the labor market and poverty of the population). Beyond the local constraints, pressure from the Headquarters, and the donors' requirements often result in the evolution of the business model implemented during the establishment period. But toward what model is moving the subsidiary, why, how and what are the implications for HRM practices? This is the series of questions we try to answer throughout this work. To get there, we pay special attention to the power games, the identification of the most influential players, the relationships, the mechanisms of prevention and / or of conflict management and the mobilization around the common goal. Our study shows that the managers of subsidiaries have two possible choices of a position: control logic or adaptation logic. The results of our research argue for the second option to be the most favorable to take into consideration the local context and to contribute to the emergence of consistent and very innovative HRM practices. Our work shows that the model based on the adaptation logic is more effective when the appropriation of the Headquarters rule by the members of the subsidiary is dominated by joint regulation mechanisms, and when the management of the subsidiary is polyphonic for what concerns managing the evolution of contextual factors. In fact, the latter mechanisms lead to the organization, in due time, to a genuine process of organizational change. The polyphonic style is generally characterized by flexibility, autonomy, accountability, collaboration, cooperation within teams and the search for compromise to satisfy the essential interests of the different stakeholders, including those at Headquarters. However, we note that some managers, guided by rational mimicry derived from the culture of their country of origin and their experience elsewhere, tried control-based management resulting in the domination of regulatory mechanisms either autonomous or controlled. Our observation is that the control-based management model leads the subsidiary in a logic of submission or circumvention of the rules and practices developed by the parent company. This management model quickly faces major resistance from certain groups of stakeholders who feel that their interests are threatened. For example, internal conflicts occur in these subsidiaries at the expense of the cooperation and the achievement of desired results. Highlighting the importance of the local context and the relationships Headquarters- subsidiaries together with the role of the management style in the evolution of HRM practices in the local management of international NGOs working in unstable and specific context (land and sector insufficiently studied up to now), this study brings a great contribution to international management and intercultural management theory in general and sub-Saharan Africa in particular. [less ▲]

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See detailLa gestion des ressources humaines en économie sociale
Davister, Catherine ULg

in Regards sur le Travail - Ministère du Travail de Québec (2008), 5(1),

Detailed reference viewed: 152 (14 ULg)
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See detailGestion des ressources humaines en milieu hospitalier. Question universelle, réponses locales
Pichault, François ULg; Durieux, Dorothée

in Hospital, Journal Officiel de l’Association Européenne des Directeurs d’Hôpitaux (2006), 8(4), 30-31

Provides landmarks for renewing HRM policies in hospitals

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Peer Reviewed
See detailGestion des ressources humaines, stratégie et leadership
Robert, Jocelyne ULg

Article for general public (2005)

Detailed reference viewed: 203 (34 ULg)
See detailLa gestion des ressources hydrauliques
Pirotton, Michel ULg

Learning material (1999)

Detailed reference viewed: 17 (2 ULg)
See detailGestion des risques lors du transfert de méthodes analytiques
Rozet, Eric ULg; Dewe, W.; Hubert, Philippe ULg

Scientific conference (2009)

Detailed reference viewed: 36 (4 ULg)
See detailGestion des seniors
Cornet, Annie ULg

Conference given outside the academic context (2015)

Detailed reference viewed: 37 (9 ULg)
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See detailGestion des sols contamines par les metaux lourds (synthese bibliographique).
Impens, R.; Fagot, Jean ULg; Avril, C.

in Annales de Gembloux (1991), 97(4), 235-276

Synthèse bibliographique

Detailed reference viewed: 9 (0 ULg)
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See detailLa gestion des sols
Renneson, Malorie ULg; Colinet, Gilles ULg; Lienard, Amandine ULg et al

Conference given outside the academic context (2010)

Detailed reference viewed: 49 (12 ULg)
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Peer Reviewed
See detailLa gestion des spécificités linguistiques et culturelles dans les évaluations internationales de la lecture
Baye, Ariane ULg

in Politiques d'Education et de Formation : Analyses et Comparaisons Internationales (2004), 11

Detailed reference viewed: 29 (8 ULg)
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See detailGestion des stupéfiants au bloc opératoire
LOMMEL, Isabelle ULg

Master of advanced studies dissertation (2016)

La gestion des stupéfiants est une obligation légale. Dans le travail quotidien de l’infirmier de salle d’opération, la redondance d’écritures et le manque de disponibilités entrainent une banalisation de ... [more ▼]

La gestion des stupéfiants est une obligation légale. Dans le travail quotidien de l’infirmier de salle d’opération, la redondance d’écritures et le manque de disponibilités entrainent une banalisation de cette obligation. On oublie que ce médicament ‘différent’ est source de danger, d’addiction, de deal et qu’il peut être mortel. Ce travail est le résultat d’une analyse de la situation existante et de son adéquation avec la loi et la littérature scientifique. Sa conclusion permet de mettre en évidence que les participants au flux des stupéfiants doivent être conscientisés que leurs actions doivent être guidées par une logique. Cette logique de processus doit être institutionnelle. La philosophie Lean est d’application dans ce travail. Par la publication d’une synthèse des pistes de perfectionnement sous forme de délivrable ‘A3’, cette étude sera remise aux dirigeants du bloc opératoire Selon cette philosophie, il faut impérativement implémenter des méthodes de brainstorming consistant à mettre en évidence, entre collègues, les raisons de mal-fonctionnement. C’est également en équipe que des moyens d’amélioration de la situation doivent être élaborés, ce sans bouleversement majeur, c’est la méthode des petits pas. L’équipe du bloc doit mettre en place: 1. Un descriptif de la situation existante. 2. La pose en groupe d’indicateurs de bon fonctionnement. 3. L’étude collégiale de méthodes d’optimalisation des processus existants via des standards de travail. 4. Le suivi des indicateurs pour constater les améliorations et les amplifier par ajustement des processus. 5. Le bénéfice doit être visible tant au niveau de la sécurité du patient et du personnel que du stress ambiant. Cette philosophie doit perdurer dans le temps et s’intégrer dans le LEAN institutionnel. [less ▲]

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See detailGestion des zones d'activité économique existantes. Gestion parcimonieuse du sol et mixité raisonnée des fonctions
Girolimetto, F.; Labeeuw, F.-L.; Lambotte, Jean-Marc ULg et al

Poster (2010, November 08)

Detailed reference viewed: 24 (1 ULg)