Work organization and social performance in tourism SMEs in Senegal

Abstract

Human resources management practices have long interested researchers in the context of large companies. Several authors have taken a more general interest in the relationship between HR practices and company performance. However, few have tried to analyze the effects of HR practices on social performance, in the specific context of SMEs. Our study focuses on a contributory reflection on the relationship that could exist between the practice of work organization and social performance in tourism SMEs. In addition, our study made it possible to identify the main features linked to the organization of work in PMETs in Senegal, as well as the links they could have with the social performance of these companies. We recognize that the range of themes for assessing social performance could be wider and that the sample covered by the study requires us to exercise greater caution in the interpretation and generalization of the results to all tourism SMEs. The importance of our study is to have been able to highlight the existence of the practice of work organization in PMETs and the way in which it is applied, but above all the study clearly shows the essential elements of social performance affected by the use of the different levers of work organization practice Senegal