Réformes managériales des services sociaux en France et au Québec : des changements institutionnels entre prescription et autonomie professionnelle

Lyet, Philippe; Molina, Yvette

doi:10.4000/sociologies.10151

Cited by 7 publications

(3 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Looking more specifically at one level of resource, our results show that organizational culture, and in particular group culture, can act as a resource for preserving managers’ psychological health. Moreover, in a sector where organizational changes and crises are frequent and numerous ( Lyet and Molina, 2019 ), as is the case in the healthcare sector, it is important for healthcare establishments to question their organizational culture and the consequences associated with this type of culture. Changing an organizational culture is certainly a challenge.…”

Section: Discussionmentioning

confidence: 99%

Organizational culture and leadership behaviors: is manager’s psychological health the missing piece?

Dextras-Gauthier,

Gilbert,

Dima

et al. 2023

Front. Psychol.

View full text Add to dashboard Cite

BackgroundIn a context where organizations struggle to attract and retain highly qualified workers, organizations need to prioritize the psychological health of employees as a retention factor. To do so, they need to provide a healthy work environment. As an integral part of the employee experience, managers are an important factor in employee retention. In past studies, researchers have focused on the importance of leadership in boosting employees’ health without, however, considering factors encouraging such behavior in managers. Recently, some scholars have become interested in managers’ health as a resource allowing them to adopt good leadership behavior. Indeed, these studies reveal interesting links between managers’ emotional state and their behavior as leaders. Other studies, underscore the importance of considering the organizational context to better understand managers’ psychological health that may influence their leadership behaviors. This study proposes to examine the complex process by which organizational culture influences managers’ psychological health, which acts as a resource favoring the adoption of good leadership behaviors that are known to be constructive and have positive effects on employee.MethodsPath analyses with the CALIS procedure SAS software, version 9.4 were conducted on a sample of 522 managers in three healthcare facilities in the province of Quebec, Canada.ResultsThe results revealed that group culture is associated with the two indicators of managers’ psychological health at work. The results also demonstrated that managers’ psychological distress at work is positively related to transactional and laissez-faire leadership styles whereas psychological well-being at work is positively related to transformational and transactional leadership. Concerning indirect associations, there is a significant and positive indirect association between group culture and transformational leadership and there is also a significant and negative association between group culture and laissez-faire leadership. Finally, there is also an indirect association between hierarchical culture and transactional leadership.ConclusionOur study provides a more in-depth understanding of the relationship between organizational culture and leadership styles. More specifically, our findings highlight the benefits of implementing a group organizational culture to enhance psychological well-being, reduce psychological distress symptoms and promote good leadership behaviors.

show abstract

Section: Discussionmentioning

confidence: 99%

Organizational culture and leadership behaviors: is manager’s psychological health the missing piece?

Dextras-Gauthier,

Gilbert,

Dima

et al. 2023

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…Like many other industrialized nations, Canada is facing the issue of an aging population, new health technologies, and increased healthcare costs, which put pressure on its public healthcare system (Lyet and Molina, 2019). The demands for cost-effective health services are increasing, healthcare budget constraints are growing, and there is a shortage of clinical and administrative staff because of high employee absenteeism and turnover (Dubois et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

One down, fifty to go: managers’ perceptions of their workload and how they cope with it to maintain their psychological health

Boucher,

Dextras-Gauthier,

Gilbert

et al. 2024

Front. Psychol.

View full text Add to dashboard Cite

BackgroundLike many other countries, healthcare services in Canada face numerous organizational changes with the main objective of doing more with less. The approach taken within different healthcare networks has brought about a reform in healthcare facilities in Quebec, leading to several mergers and eliminating over 1,000 managerial positions. As a result, this has placed a progressively heavier workload on the shoulders of the remaining managers. Research on mental health in the workplace has mainly focused with the workforce and generally neglects managers. However, studies have shown that workload is a risk factor for managers. Therefore, the objectives of our study are to (1) better understand the elements that make up a manager’s workload and the factors that influence it and (2) identify the coping strategies used by managers to deal with their workloads.MethodsEmploying a qualitative approach, we analyzed 61 semistructured interviews through an abductive method, utilizing diverse frameworks for data analysis. The participants came from the same Quebec healthcare establishment.ResultsOur findings align with the notion that workload is a multifaceted phenomenon that warrants a holistic analysis. The workload mapping framework we propose for healthcare network managers enables pinpointing those factors that contribute to the burden of their workload. Ultimately, this workload can detrimentally impact the psychological wellbeing of employees.ConclusionIn conclusion, this study takes a comprehensive look at workload by using a holistic approach, enabling a more comprehensive understanding of this phenomenon. It also allows for the identification of coping strategies used by managers to deal with their workloads. Finally, our results can provide valuable guidance for the interventions aimed at addressing workload issues among healthcare network managers in Quebec by utilizing the specific elements we have identified.

show abstract

“…In their study on the issues of mental health at work for employees in the health sector, Corbi ere et al (2020) reported that managers found themselves constrained in their ability to exercise their proximity management considering that they face work overload and the challenges associated with a high number of employees working in different centers (multisite management). Indeed, over the past 30 years, this sector has undergone many transformations (Lyet and Molina, 2019). Particularly in Quebec (Canada), the healthcare sector had to go through a major reform in 2014-2015, which required the merger of 182 establishments numbering 33 entities to achieve savings (Bill 10).…”

Section: Introductionmentioning

confidence: 99%

Leading well and staying psychologically healthy: the role of resources and constraints for managers in the healthcare sector

Gilbert,

Dextras-Gauthier,

Boulet

et al. 2023

JHOM

View full text Add to dashboard Cite

PurposeMaintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them.Design/methodology/approachA qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO).FindingsResults highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers.Practical implicationsThe results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results.Originality/valueIn addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.

show abstract

Réformes managériales des services sociaux en France et au Québec : des changements institutionnels entre prescription et autonomie professionnelle

Cited by 7 publications

References 19 publications

Organizational culture and leadership behaviors: is manager’s psychological health the missing piece?

Organizational culture and leadership behaviors: is manager’s psychological health the missing piece?

One down, fifty to go: managers’ perceptions of their workload and how they cope with it to maintain their psychological health

Leading well and staying psychologically healthy: the role of resources and constraints for managers in the healthcare sector

Contact Info

Product

Resources

About