The Socially Responsible HRM of a Multinational Company in its Malagasy, Cameroonian and Tunisian Subsidiaries: A Response to Strategic and Managerial Tensions?
This qualitative research explores the deployment of the social-HR component of the CSR policies of a multinational bank in its subsidiaries in Madagascar, Cameroon, Tunisia. Beyond the African contingencies common to the subsidiaries studied, the results show that the adoption of a “customer-supplier” approach can make it possible to respond effectively to the social aspirations of employees and those of external stakeholders. The analysis of the results suggests to sustainably operate in Africa a hybrid approach of practices through the operationalization of a socially responsible HR, understood and accepted by stakeholders, as a lever of well-being and in fine of social and economic performance.