{"version":"1.0","provider_name":"Gestions hospitali\u00e8res","provider_url":"https:\/\/www.ricom-web8.com\/gestions","author_name":"yann Le Sager","author_url":"https:\/\/www.ricom-web8.com\/gestions\/author\/lesager-yannstudioricom-com\/","title":"Ressources humaines : entre convergence et contingence - Gestions hospitali\u00e8res","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"pSwVj1A3vv\"><a href=\"https:\/\/www.ricom-web8.com\/gestions\/ressources-humaines-entre-convergence-et-contingence\/\">Ressources humaines : entre convergence et contingence<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.ricom-web8.com\/gestions\/ressources-humaines-entre-convergence-et-contingence\/embed\/#?secret=pSwVj1A3vv\" width=\"600\" height=\"338\" title=\"\u00ab\u00a0Ressources humaines : entre convergence et contingence\u00a0\u00bb &#8212; Gestions hospitali\u00e8res\" data-secret=\"pSwVj1A3vv\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/* ]]> *\/\n<\/script>\n","description":"Malgr\u00e9 un niveau de d\u00e9veloppement de la fonction ressources humaines tr\u00e8s disparate d\u2019un pays \u00e0 un autre, il semble que les pratiques de gestion des ressources humaines (GRH) ont tendance \u00e0 s\u2019homog\u00e9n\u00e9iser en EuroM\u00e9diterran\u00e9e. Cependant, ces pratiques ne sont jamais transpos\u00e9es telles quelles d\u2019un pays \u00e0 un autre. En effet, la culture du pays d\u2019origine influence et rend contingente la mani\u00e8re d\u2019appr\u00e9hender la fonction RH. On assiste donc \u00e0 une&hellip;"}