Cet article vise à apporter un éclairage conceptuel et empirique sur la vision RH de dirigeants de PME. La problématique de la recherche est la suivante : quel est le contenu de la vision RH des dirigeants de PME ? Pour y accéder, l’approche S.P.I.NS (« Souhaitables, Possibles, Impossibles, Non Souhaitables et Incontournables ») est mobilisée auprès de 21 dirigeants. Les résultats font émerger une vision centrale, composée de cinq dimensions et d’une vision périphérique d’une dizaine de dimensions secondaires. En outre, on distingue au sein de cette vision d’ensemble des thèmes relevant des politiques et outils RH et d’autres plus proches du management.
Many authors and journalists underline the dominate place of small and medium sized enterprises (SME) in the economy, especially in France: 60% of employment, 53% of added value, 41% of investment, and 30% of exportation for business with less than 250 people (Insee source in Savajol, 2003). As others kinds of business, SME encounter some problems concerning human resource management (HRM). The perspective positive aspects which foresee e-HRM in this area are not exempted from other more delicate consequences in others areas. These ones identify another practice which is relatively recent and unknown: shared-time work (STW). After returning to the notion of SME and the speci- fications of their HRM, more particularly the development of e-HRM, we will examine converging points of this one with STW.
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