Psychologie du Travail et des Organisations最新文献

Emmanuel Macron victory in the 2017 French presidential election opened a period of political restructuring across the entire political spectrum. In this nebulous context, this research aims to determine how citizens represent the ideal male and female politician. After a qualitative exploration phase, participants were asked to respond to a questionnaire based on the aforementioned study. The identification of organizing principles of social representations allowed us to observe differences among participants: the ideal male politician is perceived as agentic and the ideal female politician as communal, revealing socially ingrained sexism. Finally, it seems that to be ideal, the female politician must be superior to the male politician on many points.

For a long time, studies have focused on poor health at work, yet it is also relevant to look at the sources of well-being at work in a positive conception of it. By questioning the relationship between the worker and his or her environment (social and physical), the positive evaluation of well-being at work considers both hedonic and eudemonic well-being in the professional context. Through an online questionnaire, 400 French-speaking employees (366 conserved) provided us with information on their relationships at work and their feelings (self-esteem and sense of personal efficacy). Through their responses, we were able to investigate the mediating role of self-esteem between feelings of personal efficacy and well-being at work. Structural equation modeling analyses show that self-esteem does indeed play a partial mediating role in the relationship between feelings of personal efficacy and well-being at work. These results reinforce the idea that a work environment that supports and encourages a sense of personal efficacy, while preserving workers’ self-esteem, is one of the levers for developing employee well-being.

The purpose of this study was the investigation of the mediating role of self-objectification between organizational dehumanization perceptions and psychological flourishing at work. A convenience sample of 415 French employees responded to an online survey. Results indicate a negative effect of organizational dehumanization perceptions on psychological flourishing in the workplace, which was partially mediated by self-objectification. This study highlights that the instrumental treatment of employees may hinder their psychological functioning due in part to the internalization of an objectified concept of Self, reflecting a process of individual disidentification. This work therefore encourages organizations to move beyond the transactional view of the employer–employee relationship.

Continuance commitment to the organization has been scarcely studied, particularly in connection to employees’ mental health. This study uses the tenets of the conservation of resources theory to examine the relationship between the two dimensions of continuance commitment, i.e., perceived sacrifice commitment and low alternatives commitment, and two health indicators: emotional exhaustion and depressive symptoms. Moreover, the study controls for the effect of positive and negative affectivity in the analyses predicting health outcomes and relies on the principles of the broaden-and-build theory to expect these traits to exert a moderating role. Based on a large sample of respondents (n = 1001), the analyses indicate that perceived sacrifice commitment and low alternatives commitment are respectively positively and negatively related to emotional exhaustion and depressive symptoms. Moreover, positive affectivity enhances the negative relationship between perceived sacrifice commitment and health-related outcomes. Surprisingly, the relationship between perceived sacrifice commitment and the outcomes is more negative when negative affectivity is high. Finally, negative affectivity accentuates the positive link between low alternatives commitment and depressive symptoms. These results are put into perspective and discussed in the context of research on continuance commitment.

By combining the Job Demands-Resources Model and the Self-Determination Theory, this research postulates a theoretical model that considers the leader–member exchange, a type of positive leadership, as a resource that would be able to promote the feeling of effectiveness in telecommuting, by creating a motivational process capable of inducing a reduction in ill-being at work, such as job exhaustion. The results from regression analyses with mediation on a sample of 352 executives teleworking during the Covid-19 health emergency show that a positive leader–member exchange promotes the perception of efficiency in teleworking which contributes to reducing job exhaustion. Considering that after the health crisis, remote working has become a practice increasingly used by many companies, especially in a hybrid way, these results encourage to question and develop the potential of positive leadership in supporting teleworkers to improve their sense of effectiveness and promote their well-being during remote work.

This paper reports on an action-research carried out in France within 10 voluntary structures in order to experiment a management based on work analysis and work councils. First of all, two starting points are exposed: a) the general indifference of dominant modes of management towards the real characteristics of work activities and b) the persistence of managerial representations of workers based on mistrust. On this basis, a change in managerial paradigm is proposed, rooted in work co-analysis and peer and hierarchical discussion on work quality's criteria. The experiments conducted for testing this paradigm shift are explained as well as the moves induced on managerial roles and practices. Conditions for the implementation are also exposed.

This study examines the contribution of empowering leadership to adaptive performance, considering three contingency factors (organizational climate, nature of work, workers’ seniority). A prospective questionnaire study (n = 571) indicated, in line with the hypothesis, that empowering leadership was positively related to adaptive performance three months later. As expected, the contribution of empowering leadership on adaptive performance is contingent in regard to the organizational climate of innovation. However, its contribution does not fluctuate according to the nature of the work and workers’ seniority. Exploratory analyses investigate the linearity of the relationship between empowering leadership and adaptive performance, as well as the contribution of empowering leadership dimensions to adaptive performance. The theoretical and practical implications are discussed.