L'efficacité des pratiques de gestion des ressources humaines : le cas de la gestion des professionnels syndiqués au Québec

Abstract

La mesure de l'efficacité des pratiques de gestion est une préoccupation forte de la « nouvelle » gestion des ressources humaines (GRH). Pourtant — au-delà du discours — peu de recherches empiriques ont été effectuées sur ce sujet à cause de la complexité des devis de recherche qui exigent le contrôle de nombreuses variables influençant la relation entre les pratiques de GRH et la performance organisationnelle. En mesurant l'efficacité des pratiques de GRH à partir de leur capacité à réduire l'insatisfaction professionnelle de 2 497 professionnels syndiqués québécois, le devis de cette recherche s'avère non seulement réaliste mais aussi efficace puisque cette insatisfaction professionnelle (due à la confrontation des valeurs professionnelles avec les exigences organisationnelles) s'avère positivement reliée à la faible loyauté organisationnelle, au faible rendement perçu et à de nombreux comportements contre-productifs. Une analyse multivariée de 66 pratiques de GRH (qui se regroupent en 26 grappes homogènes) met en évidence l'importance des pratiques de participation, de communication, de formation et de valorisation professionnelle. Le modèle « idéal » de gestion de la main-d’œuvre professionnelle qui se dégage de l'analyse explique 41,3 % de la variance totale de l'insatisfaction professionnelle. Il continue à expliquer 28,3 % de cette variance alors même que 37 variables individuelles et 6 variables organisationnelles sont contrôlées.Evaluating the effectiveness of human resource (HR) practices is a key dimension of the "new" Human Resource Management model. However, despite a great deal of prescriptive literature, little empirical research has been conducted on this topic, mainly because of the complexities involved in designing research that controls for the major variables intervening between the HR practices and organizational effectiveness.By choosing to measure HR management effectiveness in terms of the capacity of HR practices to reduce professional dissatisfaction, the design of the present research is not only practical, but also effective. Based on a sample of 2497 unionized professionals in Quebec, the study shows that professional dissatisfaction — related to the clash of values between managerial and professional cultures — is positively correlated with low organizational commitment, low perceived performance and several deviant behaviors (Raelin 1986a).Among the many HR practices treated in the literature on the management of professionals, a number of practices are given special prominence for their potential to diminish the clash of values between managerial and professional cultures. The sixty-six practices selected for the study can be grouped as follows: (l)job enrichment/enlargement practices (allowing a better use of abilities), (2) communication practices (allowing a better understanding of the corporate vision), (3) "weak" control practices (allowing more autonomy to professionals while maintaining some control over their work), (4) participation practices, (5) development and ca...

IT self-employed workers between constraint and flexibility

“…With principal component analysis (see appendix), we found two factors summarising these aspects of work autonomy. These factors fit with the typology of Guérin et al (1999). The first factor corresponded to what Guérin et al (1999) called strategic autonomy, that is, the ability to negotiate the deadlines, the outcomes and financial resources of the mandate.…”

“…Breaugh (1999) identifies three facets of the concept: work method autonomy (degree of choice individuals have regarding procedures/methods they use), work scheduling autonomy (extent to which workers feel they can control the scheduling/timing of their work activities) and criteria autonomy (extent to which workers can choose or modify the criteria used for evaluating their performance). Guérin et al (1999) distinguish between strategic autonomy, which allows workers to choose their work objectives and goals, and operational autonomy, which authorises them to choose the adequate methods to resolve problems or to reach fixed targets.…”

“…Further, and in keeping with their qualifications and their worth on the market, independent IT contractors are often viewed as knowledge workers (Ang and Slaughter, 2001). We would therefore expect that they would enjoy a substantial degree of work method autonomy and work scheduling autonomy (Breaugh, 1999) or operational autonomy (Guérin et al, 1999). Moreover, their knowledge should also enable them to negotiate their goals and duties (strategic autonomy in Guérin et al, 1999).…”

“…We would therefore expect that they would enjoy a substantial degree of work method autonomy and work scheduling autonomy (Breaugh, 1999) or operational autonomy (Guérin et al, 1999). Moreover, their knowledge should also enable them to negotiate their goals and duties (strategic autonomy in Guérin et al, 1999). However, recent research questions the benefits of self-employment in terms of flexibility and autonomy (Marler et al, 2002;Beaucage and Bellemare, 2007).…”

Testing The Moderating Effect of the Strategy on the Relationship between Human Resources Management and Performance: A Subgroup Analysis. The Case of Tunisia

“…Motivated individuals demonstrate effectiveness, seek to invest in their work and exhibit organizational citizenship behaviors. Many researchers (Delaney, Lewin and Ichniowski, 1989;Huselid, 1995;Osterman, 1994;Pfeffer, 1994;Gué rin, Wils andLemire, 1997 Delery andDoty, 1996;Youndt, Snell, Dean and Lepak 1996 ...) examine the impact of certain HRM practices on business performance.…”