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dc.contributor.authorTixier, Julie
dc.date.accessioned2009-10-14T13:48:46Z
dc.date.available2009-10-14T13:48:46Z
dc.date.issued2004
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/2235
dc.language.isoenen
dc.subjectInformation systemen
dc.subjectImplementation processen
dc.subjectMultinationalsen
dc.subjectHuman resource managementen
dc.subjectEvolutionen
dc.subject.ddc658.3en
dc.subject.classificationjelF23en
dc.subject.classificationjelL86en
dc.subject.classificationjelM12en
dc.titleDoes the evolution of human resources practices imply the implementation of an information system? For a contextualism of practicesen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenThis paper studies the possible effects of the implementation of an HRIS (human resources information system) on human resources job within a multinational company. I study the case of the Rexel group which, in particular, by the implementation of an HRIS, seeks to transform HRM practices of its various subsidiaries. These have an HR strategy centred around two main orientations: harmonisation of tools and practices of management staff (ADM), and development of human resources management (HRM). Each subsidiary developed a strategy according to its own organisational, historical and legal context; therefore, the HRD group seeks to harmonise current practices. It is within the development framework of the HRM policy and its harmonisation, that the information system is established in the subsidiaries of the group. Moreover, this evolution is accompanied by a major change within the Rexel group: through the implementation of the HRIS as an HRM tool, the management of the group will show its interest in the contents of local HR policies and not merely in financial data from the subsidiaries. The reporting system being then centred on HR policies constitutes on its own a migration of the coordination process in the group.en
dc.relation.isversionofjnlnameInternational Journal of Human Resources Development and Management
dc.relation.isversionofjnlvol4en
dc.relation.isversionofjnlissue4en
dc.relation.isversionofjnldate2004
dc.relation.isversionofjnlpages414-430en
dc.relation.isversionofdoihttp://dx.doi.org/10.1504/IJHRDM.2004.005048en
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherInderscience Publishersen
dc.subject.ddclabelRessources humainesen


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