Psychologie du Travail et des Organisations最新文献

To better understand the contribution of certain psychological factors involved in decision making, this study examines the mediating role of psychological states (work engagement and emotional exhaustion) in the relationship between the sense of competence at work and adaptive decision-making style. The sample comprised 201 small and medium-sized enterprises managers in Quebec who completed a self-report online questionnaire. Results indicated that work engagement and exhaustion act distinctly. Only engagement explains the relationship between a sense of competence and an adaptive decision-making style. In the pandemic context, which exacts a high toll on psychological health, it becomes important for the decision-making of managers to not only prevent their state of exhaustion, but also improve their state of engagement.

Organizational culture is studied here in a psycho-sociological approach, operationalizing the concept of organizational socialization in order to measure the internalization of organizational culture. We proposed to test its impact on extra-organizational prosocial behaviors by comparing a population of firefighters (n = 515, 34.9% female) to a general population (n = 201, 47.7% female) responding to an online survey. The results show, firstly, that firefighters engage in more extra-organizational prosocial behaviors than general population and, secondly, that the internalization of organizational culture has a significantly greater positive effect on these types of behaviors among firefighters than among general population. The construction of a cultural impact index is proposed. The results are discussed and research perspectives are proposed.

Emotional self-efficacy (ESE) is a key construct to understand individual in emotionally charged situations, such as providing performance feedback. However, the existing scale opts for a general vision of the construct. This study therefore aims to validate a specific ESE scale to give feedback in contexts of positive (ESEF+) and corrective (ESEF−) feedback. The data (n = 311) were collected by online questionnaire from a convenience sample. The results of confirmatory factor analyzes show that the two constructs do not have the same structure. For the ESEF−, a seven-factor structure is corroborated, that is, the ESE to perceive, understand and manage one's emotions and those of others, as well as the ESE to use emotions. For the ESEF+, this same structure could not be confirmed. The implications are discussed.

In combined operations, military aviators are increasingly working in “swift starting action teams”, which increases the uncertainty about the behavior of the ephemeral partner for the mission to be carried out together. To reduce it, ephemeral interpersonal trust (or swift trust) should help optimize the management of time resources by moderating the time spent checking the partner's work and preserving performance. This study proposes a device for inducing three different levels of swift trust to experimentally evaluate the management of time resources, checking and individual performance in ephemeral STAT-type teams. The results indicate that a low level of swift trust results in increased time resources allocated to complete the entire activity while maintaining the level of performance.

This study focuses on developing a measuring tool for unsuitable behaviour in the workplace. The tool has been developed from school principals. To do so, exploratory factor analyses have been conducted. Data have been collected from 232 senior staff members from school facilities across Quebec. Participants were invited to answer an online questionnaire. The results obtained help to classify inappropriate work behaviour into one factor. In addition to its theoretical value, this research brings several significant contributions to practice.

Violence external to work is a risk that is difficult to reduce for professionals in certain business sectors. This study (N = 447) assessed two conflict management resources never studied to our knowledge (social support and professional training). The study showed that the search for social or emotional support is linked to exposure to external-to-work violence. Additionally, training moderated the perception of individual capacities to manage certain component of external violence at work, with some gender differences. This research highlights the importance of the availability of these resources in collective strategies to combat the stress generated by external-to-work violence risks.

The purpose of this study was to test the links between self-esteem, the feeling of self-efficacy and the different forms of motivation. It also aimed to understand the mediating effect of the meaning of work between the variables. French work-integrated learning students (n = 471) completed a self-administered online questionnaire. The results showed significant links between self-esteem, perceived self-efficacy, work meaning, and different dimensions of motivation (extrinsic, intrinsic, and amotivation). In addition, the meaning of work played a mediating role in the relationship between self-esteem, perceived self-efficacy, and dimensions of motivation. This study showed the central mechanism of work meaning in work motivation.

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.