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Comment réguler les relations triangulaires de travail ? La RSE face au droit dans le travail intérimaire et les centres d'appel

Author

Listed:
  • André Sobczak

    (Audencia Recherche - Audencia Business School)

  • Brigitte Rorive Feytmans

    (HUG - Hôpitaux Universitaires de Genève)

  • Christelle Havard

    (BSB - Burgundy School of Business (BSB) - Ecole Supérieure de Commerce de Dijon Bourgogne (ESC))

Abstract

In an increasing number of economic sectors, the regulation of working situations is weakened by the intrusion of new actors in the traditionally bilateral relation between workers and employers. Given the challenges for labour law created by the involvement of these new actors, new forms of regulation developed by different actors emerge. There is in particular a development of initiatives in the field of corporate social responsibility illustrated by companies' commitment towards persons working for them without being linked to them through a contract of employment, such as employees of suppliers and subcontractors. The aim of this article is to compare the regulation of working relations by labour law and by corporate social responsibility initiatives. Two sectors in which the intrusion of third actors is particularly developed are analysed: temporary working agencies and call centres.

Suggested Citation

  • André Sobczak & Brigitte Rorive Feytmans & Christelle Havard, 2008. "Comment réguler les relations triangulaires de travail ? La RSE face au droit dans le travail intérimaire et les centres d'appel," Post-Print hal-00765395, HAL.
    • Handle: RePEc:hal:journl:hal-00765395
    Note: View the original document on HAL open archive server: https://hal.science/hal-00765395
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    References listed on IDEAS

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    1. André Sobczak, 2007. "Legal dimensions of international framework agreements in the field of corporate social responsibility," Post-Print hal-00794647, HAL.
    2. Jill Rubery & Carilyn Carroll & Fang Lee Cooke & Irena Grugulis & Jill Earnshaw, 2004. "Human Resource Management and the Permeable Organization: The Case of the Multi‐Client Call Centre," Journal of Management Studies, Wiley Blackwell, vol. 41(7), pages 1199-1222, November.
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