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Doctors/Dr. KORAO Aboubacar

Dr. KORAO Aboubacar

Director of Administrative & Legal Affairs at the High Commission representing the President of Niger.

Supervisor: Bassirou Tidjani


Human Resource Management (HRM) and social performance, a managerial practice applied to the Human Resources Department of the Ministry of Public Health of Niger.

As part of this research work titled: "Human Resource Management and Social Performance, a managerial practice applied to the Human Resources Department of the Ministry of Public Health of Niger”. The work was divided into two parts, each part consisting of two chapters. Regarding the first part entitled ‘Theoretical Aspects and Research Methodology’, it is composed of two chapters. Chapter I called ‘Human Resource Management, Social Performance and the relationship between HRM practices and Social Performance’, focuses on the concepts and theories of HRM and its application in the private and public sectors, followed by a general view of the concepts and theories of Performance and Social Performance in particular, and finally, the relationship between HRM practices and Social Performance. From a fundamental perspective, this work has focused on the foundations of HRM, its history and its theories. It was an opportunity for us to deal with the management aspects, the different types of management as well as the contributions of managerial theorists to the emergence of a form of HRM. Secondly, we were interested in a comparative study of HRM in both the Private and Public sectors. Ten HRM practices were tested ranging from recruitment to retirement through pay, training and staff evaluation to name just a few. Finally, our study focused on performance in general and social performance particularly. We also dealt with such aspects as the origin of social performance, its composition as well as the demonic and hedonic aspects of social performance.

The second chapter, referred to as the Research Methodology, allowed us to review the Human Resources Department in its organization and functioning, to present our research model and how it works, followed by an epistemological stance, namely constructivism, positivism and interpretivism. Nor did we forget the methodological approaches as well as the techniques, data collection tools, analysis and data processing.

Like the first part, the second part entitled, ‘Presentation of results-discussions and managerial recommendations’ also included two chapters. Chapter III, called ‘Presentation and analysis of the results’ presented the results of three interview guides and then the construction and explanation of dictionaries’ analyses of the relationship between HRM practices and Social Performance. From a fundamental perspective, this chapter has allowed us to focus on HRM practices applied to the MSP, the dominant notion of Social Performance and the existing relationships between HRM practices and Social Performance. In this chapter, we also used dictionaries for not only the HRM practices performed at the HR department at the MSP but also another dictionary concerning the relationships between HRM practices and Social Performance. As for the fourth and last chapter, our study focused on the discussion of the results, the managerial recommendations and the implementation plan. In concrete terms, this chapter allowed us to deal with four equally important elements. This is to encourage the authorities of our field of study to focus on efficient and effective management of Human Resources. To do this, the HR department of the MSP has every interest to move from a homogeneous management of people in charge of applying normative texts, to a more heterogeneous vision of agents with their own specificities, with highly individualized functions and guaranteeing effectiveness of public action. Then we went on to audit our four research proposals. We then proposed recommendations both to the Ministry of Public Health and to the Public Service and Administrative Reform, not forgetting the technical and financial partners that accompany all reforms. This chapter ended with the proposal of a plan for implementing these recommendations. Among these recommendations we can note the innovation in Human Resources Management, the professionalization of the HRD Function, the creation of HRD consultation frameworks around the themes and the encouragement to take account of the performance in the experiences of organizations/companies.

Keywords: HRM practices, Social performance, Ministry of Public Health - Niger.