2014
DOI: 10.7202/1024206ar
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Gérer des compétences : une instrumentation en contexte, modélisation fondée sur l’étude de cas

Abstract: Aujourd’hui largement diffusée, la gestion des compétences continue à faire face à trois questions fondamentales. D’abord, celle de la pertinence de son instrumentation : les outils de gestion des compétences restent critiqués pour leur réductionnisme, leur rapide obsolescence et leur manque de fiabilité. Ensuite, celle de son désajustement organisationnel : les pratiques de gestion des compétences semblent souvent faire abstraction des spécificités des contextes organisationnels dans lesquels elles émergent. … Show more

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Cited by 6 publications
(4 citation statements)
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“…Recently, competence management has become a key lever in the field of human resource management (Delobbe et al, 2014;Bouteiller and Gilbert, 2016). Defélix (2003) considers competence management to be an extension of the traditional human resource management model.…”
Section: Competence Managementmentioning
confidence: 99%
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“…Recently, competence management has become a key lever in the field of human resource management (Delobbe et al, 2014;Bouteiller and Gilbert, 2016). Defélix (2003) considers competence management to be an extension of the traditional human resource management model.…”
Section: Competence Managementmentioning
confidence: 99%
“…The new challenges of the economic environment and the development of new technologies have forced companies to rethink their business models towards more flexibility and responsiveness. This new context led to the emergence of the concept of competence (Zarifian, 1988) which has recently gained momentum in the literature of science management, especially human resource management (Delobbe et al, 2014;Bouteiller and Gilbert, 2016). The introduction of this concept in the management of companies has changed the role of employees and work organization (Delobbe et al, 2014).…”
Section: Introductionmentioning
confidence: 99%
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“…These strategic qualities have become a reference for managing people Delobbe et al (2014) obtained through a process of comparison and decision in which there are many uncertainties involved Arza et al (2012), commonly referred to as "staff selection and recruitment process". This process, if done incorrectly, can affect efficiency, innovation and the competitiveness of the organization (Ganga & Sanches, 2008) becoming a fundamental pillar to achieving the objectives.…”
Section: Introductionmentioning
confidence: 99%