Revue de Gestion des Ressources Humaines

IS CLIMATE ACTION TRANSFORMING IHRM STRATEGIES?

Anne Bartel-Radic — 2025-12-10

Corporate social responsibility (CSR) in multinational enterprises (MNEs) poses crucial strategic and societal challenges, giving rise to a vast body of academic literature. However, this literature has so far paid little attention to the environmental impact of international human resource management (IHRM), despite the significant carbon footprint generated by the international mobility (IM) of expatriates and international executives. This article aims to examine how IM departments in MNEs address environmental responsibility and how climate action is transforming IHRM strategies.
Through a multiple case study conducted between 2021 and 2023 among nine French MNEs, we identify the changes that have been implemented. In some MNEs, obstacles have led to inaction on climate change. In most cases, IM policies are being ‘greened’ through incentives and employee accountability rather than constraints. Only one of the MNEs studied goes further and transforms its IHRM strategies by linking IM to talent management. These results contribute to our understanding of the implementation of CSR from the perspective of neo institutionalist theories and organisational learning, as well as to the emergence of green IHRM.

The role of Territorial HRM in the creation of inclusive practices : securing vulnerable workers by the employer group

Bérangère CONDOMINES — 2025-12-10

Inclusive HRM structures its thinking with reference to intra-organisational processing, thereby limiting its scope. The field of inclusion proposes, in this sense, to mobilise the notion of the vulnerable person in order to consider the multi-factorial dimension of risks and barriers as well as opportunities. In this way, this approach extends the understanding of inclusion beyond the organisational and functional perimeter. In this vein, the securing of career paths, which is based, among other things, on intermediation actions whose operationalisation through HRM-Territorial systems, seems to constitute an interesting avenue. We therefore propose to look at the territory both in terms of its inclusive capacities, through the activation of resources inherent in the socio-economic fabric, and its unifying capacities, through the deployment of processes for creating an inclusive territory. Among the collective practices of HRM-Territorial, the employers’ pool (EP) is atypical, in the sense that it integrates in a statutory way an obligation to secure the careers of vulnerable employees by means of territorial intermediation. Based on three case studies carried out within employers’ pools, our results confirm that this mechanism is perceived as a tool for “de-precarisation” and reveal three practices for securing employment, at collective and territorial level. The operationalisation of this inclusion is based either on categorical equity or on equity of opportunity, depending on the capacity-building potential of the EP and its environment. Compared with the intra-organisational approach of member companies, HRM-Territorial enriches the response to vulnerabilities, by promoting the power to act.

MINDFULNESS AT WORK: UNLOCKING AFFECTIVE ORGANIZATIONAL COMMITMENT

Carole DANIEL — 2025-12-10

Organisational commitment is a key indicator of employee loyalty, satisfaction and productivity. However, recent years have seen worrying levels of organisational commitment. Mindfulness, characterised by heightened attention and awareness of the present moment, is proving to be a potentially promising skill and character trait for supporting employee engagement. However, the mechanisms explaining this phenomenon remain poorly understood, potentially hindering the implementation of new human resources practices.

The role of materialism, an extrinsic motivational value present in many current remuneration and motivation practices, is tested as an explanatory variable for this effect using self-determination theory. Indeed, mindfulness attenuates the attraction of extrinsic motivations by refocusing employees' attention on their intrinsic values and needs. A study was conducted involving 701 employees to examine the mediating role of materialism in the relationship between mindfulness and affective organisational commitment and the moderating role of mindfulness training on these relationships.

The results of the study indicate that mindfulness, whether a natural disposition or a skill acquired through training, is an effective tool for improving employees' affective commitment. These findings emphasise the importance of organisations integrating mindfulness practices to promote a more engaging work environment.

IDENTITY IN TENSION : THE INTERACTION BETWEEN THE RELIGIOUS AND PROFESSIONAL IDENTITIES OF SENEGALESE MILITARY PERSONNEL DURING THE ORGANIZATIONAL SOCIALIZATION PROCESS

Ndiaga SEYE — 2025-12-10

In this study, we examine the evolution of the religious identity of practicing soldiers during the organizational socialization phase. Our focus is on the Senegalese military and paramilitary services, given the diverse identities exhibited by the soldiers. We employed a qualitative methodology, conducting forty semi-structured interviews. The results indicate that the process of organizational socialization within the military is associated with identity frictions. We analyzed the role of anticipatory socialization in the integration of new recruits. Furthermore, the data suggest that the restriction of religious expression during training acts as a catalyst for the socialization process. We also observed that this is a process of identity transformation.

GENERATING COLLECTIVE COMPETENCE IN A CONSTRAINED ENVIRONMENT: THE CASE OF MICHELIN’S CRISIS CELLS

Carole Bousquet — 2025-12-10

This article examines the essential roles in a crisis cell aimed at enhancing decision-making and generating collective performance in a constrained environment (actors, time, situation). While the strategic role of HR is recognized in management and literature, few studies address the generation of collective competencies in such a context. Through an 8-year action research project conducted at Michelin, we identified 7 essential roles to improve the performance of a crisis cell, that is, its ability to make appropriate decisions.

Full issue

ESKA — 2025-11-05

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