BSI Luxembourg ASBL
Château de Wiltz
Dr. FALL Touba
Touba Fall is a consultant-researcher at the Business Science Institute in Luxembourg where he conducted his Executive DBA doctoral research on "HRM practices, social performance and cultures in Senegalese companies".
He is a consultant in human resources management and organization, and the Managing Director of Managers et Consultants Associés (MCA), created in May of 2007. He has carried out several organizational upgrade projects alongside the Bureau de Mise à niveau et d’études [Modernization Office] in the public and private sector in Senegal and the subregion.
He graduated from the National School of Administration in 1986, where he specialized in Economic Surveys. Mr. Fall also holds a Master's Degree in International Business from Paris Dauphine University (2006), a Master's Degree in Human Resources Management, and a Master's Degree in Management Science from the African Center for Advanced Studies in Management (CESAG). He teaches HRM and management in several Business Schools (CESAG, HECI, ESP, SUP CO, IAM IFACE ...).
He is also the Director of the Africaine des Formations Professionnelles en Alternance (AFPA) [African Professional Training Course in Alternation], which offers innovative training based on alternating school and work; www.afpal.net in the fields of HR, catering, agribusiness and tourism.
He joined the Business Science Institute in 2014 and on September 27, 2017, defended his Executive Doctorate in Business Administration, under the direction of Professor Bassirou Tidjani, Associate Professor of Management Science at the Ecole Supérieure Polytechnique (formerly ENSUT), Cheikh University Anta Diop in Senegal.
The aim of this study, which focuses on the analysis of the relationship between HRM practices, social performance and socio-cultural aspects, is to identify measurement tools using social balance indicators.
He is a member of the ASPRH (Senegalese Association of Human Resources Professionals) where he is chairman of the training committee.
Tel: (00 77) 776404825
Pratiques de GRH, performance sociale et cultures dans les entreprises sénégalaises.
[HRM practices, social performance and cultures in Senegalese companies]
The following research paper deals with the analysis of the link between HRM practices and social performance in the context of Senegalese companies.
The main objective of this thesis is to see how well HRM practices influence social performance in Senegalese companies. As a matter of fact, J. Paauwe’s model (2004), which is the combination of all the approaches so far, has been chosen.
The specificity of the model is to integrate all the institutional and socio-cultural elements that are the framework of HRM strategies: Products- Market-Technology, legal and social dimensions, cultural dimensions, administrative and legal dimensions. All these elements have been submitted to a systemic analysis. Our research tested J. Paauwe’s model in the Senegalese cultural background. The recommended frame of reference is that of Geert Hofstede (1994).
Four dimensions of the model have held our attention in carrying out our work. The social performance has been analyzed according to the social balance sheet indicators adapted to the specific Senegalese cultural background. Reflections based on this research paper are divided into two main parts: the first is related to a theoretical overview of literature and methodology and the second deals with three case studies followed by discussions.
Concerning literature overview, we focused on the main research theories oriented to the relations between HRM and performance and the concept of social performance and socio-cultural dimension. Still, in the line of that overview, we have initiated a critical analysis of each of those theories. That methodology has been well inspired by Martine H.Rispal.
The second part of the research deals with the analysis of the three companies’ cases: AFRICOME, SIEGEM and SIMPA, conducted within the context of our job as a consultant, during which time a radioscopy of each of those companies was made in the light of the model of analysis chosen.
Consequently, a competitive-based analysis of each of them has been done with recorded statistics and with access to verbatim accounts, according to Jean Piaget. A thorough analysis has been carried out in terms of the impact on HRM.
We also carried out a study a comparative study of the three cases and discussed the results. Finally, we analyzed the managerial involvements of the research, bringing out first the similarities and differences in HRM practices using comparative illustrations and indicators with reference to the company balance sheet. We also established a link between HRM practices with the above-mentioned indicators using comparative statistical data of each company’s social performance in our model. The theoretical bases so far referred to for each case have been re-used for the comparative analysis of the three cases related to the cultural dimensions of G. Hofstede (1994).
Those comparative illustrations have obliged us to analyze the relations between performance and HRM practices. In the light of the analysis carried out, evidence has shown that the cultural variable strongly influences the relations between HRM practices and social performance. In this respect, managerial involvements have made possible recommendations for HRM to be more competitive in the companies subject to study and more specifically Senegalese companies. Finally, we give recommendations regarding HRM teaching practices and research in Senegal.