Religious accommodation in France: decoding managers' behaviour

Abstract

PurposeThis research aims to explain, in the secular French context, the intention of managers to accommodate religious expression at work (REW) when they are not obliged to do so. This paper seeks to understand the determinants of managerial positions on REW. Building on previous studies on how organisations and managers deal with religious expression, this research seeks to extend the evidence on this important aspect of managerial behaviour in relation to accommodating REW.Design/methodology/approachThe hypotheses were tested using a structural equation model based on the theory of planned behaviour (TPB) in diversity management (N = 151 French managers). This method highlights attitudinal and organisational determinants favourable to the intent to accommodate.FindingsThe present research provides new insight by identifying two main direct factors affecting managers' accommodation, namely, organisational flexibility (flexible hours, autonomy) and perceived consequences (advantages, disadvantages) and one indirect factor, religiosity. In line with the contradictions within diversity management, the perceived consequences are ambivalent and highly context dependent. One issue to explore is that managers seek to deal with religious expression by making it invisible.Research limitations/implicationsIn the French context, the explanatory social norm might not be “religiosity” but rather “perceived secularity”. The authors recommend that future studies use qualitative methods with interviews and photo elicitation to extend this first study. Indeed, the complexity of the managerial position requires an in-depth understanding of managers' attitudes and behaviours with regard to religion. How do managers apply a common ground strategy and create unity despite differences? Is the desire to make arrangements invisible with a view to inclusive neutrality specific to France, or can it be generalised to managers in other countries? Does the intention to accommodate not essentially depend on the manager-employee relationship dynamic? This research raises questions for scholars about the relationship with the other and ethical managerial conduct.Practical implicationsFrance is a secular country where a debate is emerging on cases of discrimination due to REW. The results contribute to approaches to drafting company guidelines for managers and may help organisations anticipate the risks associated with REW. The discussion of the results reveals the importance of social norms in the sense of hypernorms (religiosity) and undoubtedly of secularism, nondiscrimination and gender equality in the decision-making process on accommodation. These inclusive norms should therefore be handled with care in the various guidelines that have been developed.Originality/valueREW is increasing but is a neglected dimension of diversity management. This study helps explore this new field by promoting an understanding of managers' intention to accommodate in a specific secular context.

Managing religion at work: a necessary distinction between words and deeds. A multiple case study of the postures facing religious expression in French organizations

“…REW is an increasingly important organizational phenomenon, particularly in secularized societies (Bader et al, 2013;Cash and Grey, 2000;Cintas et al, 2020;Gebert et al, 2014;Gundolf and Filser, 2013;King, 2008), even though it has been largely marginalized in workplace diversity research (H eliot et al, 2020). In France, religious expression began appearing in research at the end of the 2000s (Honor e, 2020; Volia et al, 2019).…”

“…Employees in the private sector enjoy freedom of worship within the limits of public order, and the restrictions set by the Labor Code. In Table 1, we summarize the legal context regarding REW in France (Cintas et al, 2020;Gaillard, 2019Gaillard, , 2020Hennekam et al, 2018;Honor e et al, 2019).…”

“…Here, we consider it the set of behaviors that arise from the interpretation of religious doctrine to which a follower refers and that occur in a professional context, as well as associated reactions, whether direct or indirect, immediate or delayed. Thus, REW is polyform, polysemic, multifactor and situational (Cintas et al, 2020;Cui et al, 2015;Gaillard, 2019;Honor e, 2020;Honor e et al, 2019).…”

“…(1) "a strategy of flexibility within the rules," (2) "a separation strategy," and (3) a "common ground strategy," which includes managers who use corporate culture to search for common ground (Hennekam et al, 2018). Cintas et al (2020) included the crucial role played by three factors in the intention to seek accommodation for the REW: (1) organizational flexibility, (2) perceived consequences, and (3) the religiosity of the manager, which was also important for Guillet (2020). Some authors have shown that the religiosity of leaders had a positive influence on openness to religious diversity, but did so without making the link with postures toward REW (Cui et al, 2015).…”

“…Several studies have highlighted the unique model of separation of Church and state in France, particularly the place this gives religion (e.g. Cintas et al, 2020;Galindo and Zannad, 2015;Hennekam et al, 2018). In France, as a result of this model, the concept of reasonable accommodation is different from that in other Anglo-Saxon countries (Bader et al, 2013;Honor e, 2018).…”