Gestion par les compétences et nouvelles formes d'organisation du temps et de l'espace

Devos, Valérie; Taskin, Laurent

doi:10.3166/rfg.156.93-104

Cited by 13 publications

(2 citation statements)

References 4 publications

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“…hierarchical, it does not seem to be the case in companies developing individualized HR practices (Devos and Taskin, 2005;Hamon-Cholet and Rougerie, 2000). The ambivalence of those practices that promote autonomy consists, therefore, secondly in a multiplication of control modes, locations, tools, and indicators.…”

Section: (B) the Autonomy-control Paradoxmentioning

confidence: 95%

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

Taskin

Devos

2005

J Bus Ethics

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In the context of change to the ''new modernity'' described in Beck's work, companies develop management modes and methods that focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical, teleworking appears as a flexible arrangement, meeting employees' and employer's demands -which is a characteristic of the process of individualization -by simultaneously fragmenting collectivity, exposing individuals to social risk, and producing exclusion. The authors focus on two consecutive paradoxes of such individualized managerial practices: the individual-collective dilemma and the autonomy-control paradox. Finally, the paper reveals HRM as a new institution of individualization in a world where regulation functions are more and more transferred to individuals themselves.

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Section: (B) the Autonomy-control Paradoxmentioning

confidence: 95%

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

Taskin

Devos

2005

J Bus Ethics

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“…Individualization is also characteristic of a major transformation of our Society. In the context of work, this has led to the individualization of the employment relationship (Devos and Taskin, 2005;Linhart, 2015) which took part of a shift of responsibility from organizationsthrough management practices -to workers. Nowadays, being responsible is not only being responsible of both quality and quantity of work but also being responsible for ones' own career and employability.…”

Section: Context Of Emergence and Developmentmentioning

confidence: 99%

New Ways of Working: From Smart to Shared Power

Taskin

Ajzen

Donis

2017

Redefining Management

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This chapter questions the relevance of the concept of smart power in organization studies and, specifically, in the study of new ways of working (NWOW) implementation. NWOW embrace a broad set of organizational practices, ranging from spatial and temporal flexibility to selfmanagement. Beyond such set of (somehow traditional) work practices, the singularity of NWOW seems to lie in its governance epitome, valuing a peculiar philosophy of management, i.e. a more democratic way of managing organizations. The Smart power approach could play a key role in the effective implementation of NWOW. However, drawing on existing studies, we report some paradoxes making NWOW a piece of what may be seen as old-fashioned management practices and organizational pattern that, far from constituting a promise for alternative modes of governance, also constitute new attempts to disciplinarize employees. Claiming organizational rules need to be appropriated by actors in order to become effective, this chapter argues a smart power perspective is not relevant at the micro-level, where traditional approaches of power and agency are more complete. While considering innovative NWOW, smart power approach seems well relevant to analyze meso regulations and, especially, governance issues.

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La société flexible

2005

La Société Flexible

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Gestion par les compétences et nouvelles formes d'organisation du temps et de l'espace

Cited by 13 publications

References 4 publications

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

New Ways of Working: From Smart to Shared Power

La société flexible

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