Work being more and more complex and interdependent, organizations have started to use team goals and rewards since over 10 years. The collective staff performance management includes team goals (sometimes organizational goals), tasks to reach them, and financial or non - financial rewards. Scholars have studied the effect of team goals and incentives but mostly in simulation games. To our knowledge, no field research has been conducted with t he aim of asking directly those experiencing a collective staff performance management process what they think about it. This is why we interviewed 8 teams of 5 - 6 persons in a communication company and analy z ed their composition and dynamics against the process’ impact on their performance. Findings show that collective performance depends on some individual characteristics, interdependence and identification with the team, and manager’s style but, surprisingly, not on team’s characteristics perse . The need for additional and longitudinal studies is presented.
L’implémentation d’ IFRS 15 passe par une analyse des 5 étapes qui la caractérisent. Elle peut aussi devenir une formidable opportunité de remettre à plat les pratiques dans l’entreprise. Nous proposons ici d’utiliser un e grille d’analyse permettant une vision transversale des processus et une identification des zones d’estimations et de jugements de la norme.
This article presents a synthesis of the first results of the Intelligent Working Environment and Human Resources Management (IWE & HRM) project. I will start with some considerations aimed at clarifying the conceptual and general epistemological frameworks which underline this research (1). I will then turn to the axiological and normative context which surrounds the development of IWEs. In a descriptive approach, I will draw up the main moral values at stake identified by our research group and will try to cl arify their meaning (2). The third section will be devoted to the ethical challenges raised by the emergence of the IWEs (3). These will be considered from two dif ferent and complementary perspectives. The first one, which will follow a deontological approach, will lead me to highlight the conflicts that might arise betw een the principles at stake, as well as between the different normative systems sup ported by the stakeholders. The second perspective, which will be more consequentialist, will bring me to describe some possible positive and negative impact s of the development of the IWE in the eyes of both employers and employees. I shall conclude with a few points of reflection on the ethical rules that shou ld be respected in the develop- ment and implementation of ubicomp in the workplace(4).
This article proposes to examine whether the workin g conditions of employees are influenced by the sector, public or private, in which they work. More precisely, does the nature of the sector lead to special working conditions? Are working conditions in the public sector really better than in the private sector? This question is studied using a national represent ative data base of French employees developed by the French Ministry of Labor which holds informatio n on 48,000 individuals. It is analyzed using Test Value percent (TV100) and data mining techniques. The results show that the sector, public or private , is not a leading variable structuring working conditions, although differences in working conditi ons are perceptible at the sector level. These results then are discussed in the light of di fference, convergence and hybridization hypotheses before returning to the description of how interact ions at work are regulated.
This article aims to respond to the following question: Under wh at circumstances does organizational commitment fail to protect individuals from ill - being in difficult work situations? A qualitative study was conducted to discover an answer. The life stories of ten executives were examined. The findings of t his exploratory research study show that o rganizational commitment, and more specifically the ensemble of its dimensions (affective, continuance, normative) can co - exist with ill - being situations at work . Specifically, the results reveal the potentially protective effect of affective commitment on ill - being up to a certain threshold, and more precisely, up to its transformation into organizational identification.
