Psychologie du Travail et des Organisations最新文献

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.

More and more Western organizations settle in Africa and import their corporate culture. This contrasts strongly with local national culture. The present study examines the direct links and the interactive effect of Gabonese culture and Western corporate culture on workplace cultural values. A total of 650 Gabonese employees working in Western organizations answered a questionnaire. The results indicate that Gabonese national culture and Western corporate culture are differentially linked with collectivism at work, given that the former is positively associated whereas the latter is negatively associated. Moreover, an additive effect of both cultures on the distance to power. Thus, the cohabitation between Gabonese national culture and Western corporate culture leads to a mismatch of cultural values at workplace.

Our study focuses on the professionalization process in nursing students. More specifically, it aims to understand how each step of simulation in nursing education contributes to skills development in nursing students. In total, forty-seven students participated in this study. All the learners were first year students and answered anonymously, at the four stages of the research process, to a questionnaire consisting of six questions to measure their opinion on the acquisition of skills during a learning session based on simulation. Each question was built on one of the six forms of knowledge defined by Le Boterf, 1997, Le Boterf, 2007, Le Boterf, 2011 in his theoretical model of competence. The results show that each stage of the simulation training significantly modifies the students’ opinion on the different forms of knowledge they have acquired. Moreover, the debriefing, that is an essential part of simulation learning, proves to be the most complex stage given the multiple psycho-cognitive and emotional processes involved.

The objective of this study is to determine what organizational and personal factors may have protected workers, placed in different professional status (in the office, teleworking or absence of activity at home) from developing anxiety during the lockdown in the spring 2020 in France. Effects of professional status and personal resources mobilized in these different contexts, through coping strategies and perceived social support, have been studied. Three hundred and twenty-seven public officials were interviewed. The results show that work activity protects from anxiety, like social support from colleagues and friends. Emotion-focused coping strategies has been deleterious unlike problem-focused ones. The family situation does not seem to have had an effect. This study highlights the positive role that work, both in terms of activity and relationships, may have had on individuals during this period.

In the public service, the elementary and secondary education sector is highly feminised. Our object of study is related to these issues of professional equality within the national education system (a highly feminised context) and aims to explore the discourse held by management staff (especially women) on the perception (or not) of gender inequalities in access to managerial positions (subjective perception of inequalities). The results make it possible first of all to show the heterogeneity of the responses of staff (including women) on questions of perceived equality. Comparatively, a majority of the interviewees emphasised the difficulties in articulating different life times (professional, family, personal). They also emphasised the availability and commitment required to carry out the function of head teacher. And, in this respect, there seems to be relative agreement between the women and men who responded (although, from a quantitative point of view, more women mentioned these aspects). The fields of application of this research should be linked to equality policies in the public service and action plans for gender equality.

Today, to succeed in his professional career, the individual must acquire new career competencies. If the literature shows that the employee must develop his human capital (knowing-how) as well as his social capital (knowing-whom), a new form of capital is now receiving more and more attention. This research aims to examine the impact of psychological capital on career success. We opted for a quantitative approach applied to 235 Tunisian employees. Structural equations analyses with the partial least squares approach (PLS) allowed us to confirm the determining role of psychological capital in both objective and subjective success. Furthermore, the results indicate that the relationship between psychological capital and subjective career success is partially mediated by objective career success. In addition, the effect of psychological capital on objective success appears to be greater for men than for women.

This study examines the extent to which the impact of participative leadership on emotions and on the satisfaction of psychological needs is mediated by a reduction in uncertainty among its collaborators. Among counsellors at Pôle Emploi, 108 were questioned on their perceptions of leadership, their uncertainties (i.e. role ambiguity, need for closure) and on indicators of psychological functioning at work (i.e. emotions and satisfaction/frustration of needs). The results reveal that only participative leadership is positively associated with our indicators of good psychological functioning and that this relationship is mediated by the ability of this type of leadership to regulate the uncertainty usually associated with organizational change. These results are discussed in relation to recent approaches to leadership in times of uncertainty.

French academic research on organizational relocation is scarce. This study aimed to explore how positive attitudes can be developed before organizational relocation using a psycho-social environmental model. More specifically, this paper analyzes the impact of workplace attachment and socio-professional support on anticipated satisfaction with relocation and the mediating role of the agreement with the top management decision to move. We conducted an empirical study with a sample of 119 employees of an audiovisual company based in France. Results show that anticipated satisfaction with relocation was inhibited by workplace attachment and facilitated by socio-professional support. Moreover, agreement with the change decision to move mediated these relationships.

C’est bien connu, le style de leadership a un impact significatif sur la satisfaction au travail. Cependant, peu d’études portent sur le leadership policier (officier) et la satisfaction au travail. La recherche vise à démontrer la relation du style de leadership (MLQ) des officiers sur la satisfaction au travail (MSQ). Les résultats ont été comparés entre les deux groupes composés de 252 employés : policiers et cols bleus (organisation publique). Les résultats obtenus pour le leadership Transactionnel et Laissez-faire sont plus élevés que la norme MLQ pour les officiers en comparaison au style Transformationnel qui est inférieur. Le style Transformationnel a un impact plus significatif que les deux autres styles sur la satisfaction au travail des policiers.

Leadership style (MLQ) has a significant impact on employee's job satisfaction. The purpose of this research is to demonstrate the relationship according to the leadership style exercised by officers vs employee's on job satisfaction. A total of 252 Employees: police and blue collars (public organization) completed a self-report measure of job satisfaction (MSQ). The results showed that Transactional and Laissez-Faire among officers were higher than the norm MLQ while the Transformational Leadership was below. For blue collars, Transactional and Laissez-Faire Leadership have a negative influence on job satisfaction while Transformational Leadership has a positive influence for the two groups. As expected, officer's scores are lower than the norm on Transformational Leadership. Implications for research and practice will be addressed.

The anxiety engendered by the sanitary crisis of the COVID-19 is a novel emotional phenomenon. Due to its recency and novelty, this form of anxiety and its effects are largely unknown. To explore this issue, we conducted a study among 650 civil agents of the Quebec government during the first wave of the pandemic that examined the effects of COVID-19-triggered anxiety on four indicators of work adjustment: job engagement, organizational commitment, psychological empowerment, and ego depletion. While controlling for the effect of relevant contextual factors, our analyses indicate that COVID-19-triggered anxiety is positively related to organizational commitment and ego depletion and negatively related to psychological empowerment. In contrast, COVID-19-triggered anxiety was not significantly related to job engagement.