000			01971cam a2200229 4500500
005			20250112055501.0
041			_afre
042			_adc
100	1	0	_aSedo, Sénana Kodjovi Wuayi _eauthor
245	0	0	_aSocially 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			_c2021.
500			_a41
520			_aThis 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			_asocially responsible HRM
690			_asocial degradation
690			_ahealth crisis
690			_asocially responsible HRM
690			_asocial degradation
690			_ahealth crisis
786	0		_nRIMHE : Revue Interdisciplinaire Management, Homme & Entreprise | 10o 45 | 4 | 2021-12-10 | p. 57-80 | 2259-2490
856	4	1	_uhttps://shs.cairn.info/journal-rimhe-2021-4-page-57?lang=en
999			_c218887 _d218887