Which indicators for an efficient management of Human Resources?
The objective of setting up a steering system for the Human Resources function is to monitor and control its performance for greater efficiency. This study aims to demonstrate that relevant indicators are a necessary tool for this purpose. The first works on the measurement of human resources date back to the mid-1960s during Eric FLAMHOLTZ's experiments and since then, several approaches have emerged including the OFAI method (Objectives, Key Success Factor, Indicator) (Autissier and Simonin, 2009), which seems to be the most appropriate for our research context. Thus, to conduct this study, we chose to carry out a qualitative study, through semi-directive interviews given the specific context of our research, that of a company operating in the mining sector. The small size of our sample is justified by the fact that our methodological approach aims to understand the choice of actions taken by our decision-makers by taking into account the key success factors for each HR activity. The sample on which the observations and analyses are based is not representative of a statistical population, but of the object of the research. Our case study was subjected to a horizontal qualitative analysis, following a transcript of our interviewees' answers. Our content analysis reflects an idea of the overall perception of our interviewees on three axes, namely the perception of the interviewees on the HR indicators, the Mission of the occupied position, and the needs and expectations of the users. The results show that there is a close link between the activities of the TAMCA/OE Management and Development entity and the indicators constructed, and that the Key Success Factors make it possible to specify the actions to be taken by activity. These results can be useful for HR professionals to focus on the relevance of HR indicators and their impact on the performance of their function. The article ends with an opening on the contribution of the HR function at the strategic level, and the link between value creation and the HR function.
Keywords: Management, Human Resources Function, Indicators
JEL Classification: J24
Paper type: Empirical research
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