Socially responsible human resources management for employees in situations of social decline: The case of a clinic in Togo in the context of the pandemic (notice n° 218887)
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| fixed length control field | 01971cam a2200229 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250112055501.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Sedo, Sénana Kodjovi Wuayi |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Socially responsible human resources management for employees in situations of social decline: The case of a clinic in Togo in the context of the pandemic |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2021.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 41 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | This article examines socially responsible human resources management (HRM) practices capable of supporting socially deprived employees in a period of crisis. Our objective is to move away from the classic analysis of socially responsible HRM practices that adopts the point of view of capital providers to propose practices that consider the experiences of employees. Based on the case study of a clinic in Togo in the context of the COVID-19 pandemic, our results suggest that the development of specific HRM practices can reduce turnover and foster the engagement of employees in situations of social decline, despite the public rejection to which they are subjected. The results obtained, in addition to the identification of innovative practices, such as the establishment of a non-contamination map, point to the existence of relationships between the type of reaction employees exhibit and their satisfaction with HRM practices. Other aspects of the consequences of crises can thus be understood, as well as the ways in which interactions between the company’s stakeholders, hitherto often neglected, can be taken into account. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | socially responsible HRM |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | social degradation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | health crisis |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | socially responsible HRM |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | social degradation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | health crisis |
| 786 0# - DATA SOURCE ENTRY | |
| Note | RIMHE : Revue Interdisciplinaire Management, Homme & Entreprise | 10o 45 | 4 | 2021-12-10 | p. 57-80 | 2259-2490 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-rimhe-2021-4-page-57?lang=en">https://shs.cairn.info/journal-rimhe-2021-4-page-57?lang=en</a> |
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