Documents management attitude 655 results

"This paper analyzes the role of works councils as gatekeepers safeguarding employee's interests in the adoption of management practices to monitor employee performance and provide feedback. We first introduce a formal model predicting that (i) the introduction of such management practices leads to a stronger increase (or weaker decrease) in job satisfaction when a works council is in place, (ii) that this effect should be larger the lower the prior level of employee participation and (iii) that works councils increase the likelihood of the implementation of these practices at the level of individual employees. We provide evidence in line with these hypotheses, using linked-employer-employee panel data from Germany. We indeed find that the adoption of formal performance appraisals and feedback interviews is associated with a significantly larger increase in job satisfaction when there is a works council. This pattern is driven by establishments without collective bargaining agreements. The evidence also suggests that works councils indeed facilitate the implementation of such management practices, as codetermined firms have a higher likelihood that a practice implemented on the firm level is actually applied by middle management."
This work is licensed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/).

"Based on survey responses from more than 1,700 managers in Germany, this study elicits employers' perceptions of working from home during COVID-19 and their long-term expectations for the time after the pandemic. Based on employers' forecasts of the share of employees working from home post-COVID, the within-firm intensity of the expected shift is quantified. Many firms expect a persistent shift towards working from home induced by the COVID-19 pandemic. Larger firms and firms with pre-COVID use of working from home are most likely to expect a persistent and intensive shift. As the empirical results indicate, underlying mechanisms for the expected shift might include learning effects facilitating an improved perception of working from home, investments in physical and human capital, a general push in firms' digital progress, and the fact that most firms do not observe a reduction in productivity due to working from home during COVID-19."

"Comment la « novlangue managériale » empêche-t-elle d'exprimer le mal être, les désirs, les aspirations du sujet ? Cet ouvrage explore la source langagière de ces entraves et les voies possibles pour s'en dégager. Nourri d'une recherche socio-anthropologique, cet ouvrage présente une analyse du langage utilisé dans le management en articulant les registres de la pensée, de l'éprouvé et de l'action. Avec des illustrations saisissantes et des références théoriques diversifiées, l'auteur analyse les dévastations qu'occasionne le management moderne en toute tranquillité, en toute impunité. En effet, il ne fait pas que provoquer le mal-être au travail. Par l'utilisation de sa novlangue (en référence à George Orwel), il participe aussi et surtout au corsetage des imaginaires, au façonnage des univers symbolique, au formatage des émotions, à l'écrasement des intelligences individuelles et collectives. Démontant le processus d'intériorisation du discours dominant, l'auteur donne des outils pour faire face à la violence plus ou moins ordinaire à l'œuvre dans les organisations."

"Maladies professionnelles reconnues les plus fréquentes, les troubles musculosquelettiques (TMS) ont augmenté de 60?% depuis 2003 dans la population active. De multiples causes sont en jeu, liées au poste de travail et à son environnement, à l'organisation du travail ainsi qu'au climat social dans l'entreprise. De ce fait, elles imposent de mettre en place une démarche globale d'évaluation et de prévention des risques, en privilégiant la prévention à la source et en favorisant le maintien dans l'emploi. Ce dossier dresse un état des lieux des connaissances et présente les nouveautés en termes de prévention sur l'une des questions les plus préoccupantes en santé au travail."

"Women have low levels of ambition for promotion in comparison with men. If nothing is done to rectify this situation, the number of women in managerial positions will not increase. This paper addresses the issue that women's ambition for promotion may be strongly determined by factors related to the companies and workplaces in which they work (“organizational factors”), and describes empirical analysis conducted to ascertain specifically what kinds of organizational factors it is linked to. In this analysis, a clear distinction is drawn between two different organizational factors: “measures and systems,” which are implemented at the corporate level, and “workplace conditions,” which are viewed in terms of employees' awareness of the implementation of such measures and perception of their supervisors' management approaches. The results reveal that while the implementation of measures at corporate level has only limited effects, the conditions of the workplaces in which women work play an important role in increasing their ambition for promotion. More specifically, it is important for female employees to recognize their companies' efforts to engage in measures to support women's career advancement and measures to support balancing work and family life, and for supervisors to pursue appropriate management approaches, including efforts to support the career development of subordinates. Supervisors currently manage their subordinates differently depending on their gender, and it is important for companies to develop measures such that they encourage supervisors to support female subordinates in developing their careers. "

"Based on a large-scale survey of Swedish firms, the authors identify significant heterogeneity in their attitudes towards refugee hiring, job performance, wage setting and discrimination, though experience of employing refugees reduces negative attitudes. Firms' reasons for discontinuing their employment of refugees are not related to discrimination by staff or customers, but rather to refugees' suboptimal job performance. While the majority of firms do not regard the collectively agreed minimum wages as an important obstacle to the hiring of refugees, firms with a large share of refugees on the payroll report that reducing those wage rates would enhance employment substantially."

"Changes in the work of professional and managerial staff (PMS, cadres) in France were studied in a research project based on 100 interviews, conducted in seven private and public companies. Through a discourse and correspondence analysis—of a corpus amounting to some 600,000 words—, this study concludes that this particular French employment group can be seen neither as a homogeneous entity, nor as a totally fragmented socio-professional category. Rather, reflecting on working life experiences, it describes three groups that correspond to a horizontal division of professional and managerial staff: the serene, the individualized and the resistant.“Serene” PMS perceive their professional lives as being free of major problems. Their career trajectories go up, leading to senior positions in the organization. Training opportunities are used and personal assessment by supervisors is seen as a favourable orientation. This world is stabilized by law or by collectively negotiated agreements and characterized by autonomy and concern for the common good, which are the basis of their beliefs.“Individualized” PMS consider themselves to be responsible for their own success and to be the architects of their careers. They put in countless hours of service, arriving early in the morning and going home late in the evening. They prioritize work over family and aim to be active in highly competitive markets. The individualized have everything they need to be “happy,” except that work leaves them very little time for their private lives. In addition, these employees fear threats to job security and to their careers.“Resistant” PMS's working time is measured in hours and minutes. Unpaid overtime is refused. This strict regulation of working time is nevertheless accompanied by a considerable workload. Deadlines are difficult to respect. Manifestations of stress and responsibilities in personnel management lead the resisting employee to a negative view of work. The importance of sociability in and outside of work compensates for the loss of the traditional prestige of these PMS."

"Managers' abuse of subordinates is a common form of unethical behaviour in workplaces. When exposed to such abuse, employees may go absent from work. We propose two possible explanations for employee absence in response to managerial abuse: a sociological explanation based on perceptions of organizational justice and a psychological explanation based on psychological strain. Both are tested using data from a sample of 1472 mental health workers. The occurrence, duration and frequency of absence are investigated using a hurdle model. Managerial abuse is found to be associated with the occurrence of absence through both perceptions of organizational justice and psychological strain. Distributive justice and depression are especially significant in explaining the relationship between abuse and absence. Once absent, duration of absence is not further affected by managerial abuse but is still linked to depression and distributive justice, whereas frequency of absence is linked to bullying and depression."

"L'industrie mondiale se transforme en profondeur. Confrontée à une concurrence internationale toujours plus vive et, dans le même temps, à de nouvelles exigences sociales et environnementales, elle est également bouleversée par l'introduction de technologies de rupture (impression 3D, cobotique, automatisation, internet des objets, etc.) et, plus encore, par la diffusion très large de nouveaux outils numériques. La mise en place de cette « industrie du futur » permet de nouveaux modes de production et donc de fabriquer dans un temps plus court, plus proprement, parfois « sur mesure » à la demande des clients. Elle implique toutefois une réorganisation profonde du travail, une élévation des qualifications de tous les salariés, l'apparition de nouveaux métiers et de nouvelles exigences en termes de compétences.

Faisant la synthèse des publications les plus récentes sur le sujet, et s'appuyant sur une quarantaine d'auditions de chercheurs et d'acteurs de terrain (industriels, partenaires sociaux, acteurs de la formation…), cet ouvrage vient répondre à un certain nombre de questions. Quel sera l'impact de ces mutations sur la structure et la nature de l'emploi ? Peut-on anticiper les métiers de demain ? Comment les organisations et les modes de travail vont-ils évoluer ? L'appareil de formation professionnelle est-il bien équipé pour relever ces défis ? Quelles solutions mettre en œuvre pour réussir cette transition ?

Cet ouvrage s'adresse aux cadres et dirigeants d'entreprises, représentants du personnel, formateurs, consultants et observateurs soucieux de l'enjeu de la transformation des compétences et des métiers industriels dans les prochaines décennies. "