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La fidélisation des salariés par l'entreprise à la carte

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LA FIDÉLISATION DES SALARIÉS PAR L'ENTREPRISE À LA CARTE
Jean-Luc Cerdin; Jean-Marie Peretti
Revue de Gestion des Ressources Humaines; Jan-Mar 2005; 55; ABI/INFORM Global
pg. 2
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... Conformément au paradigme de Churchill (1979), une phase exploratoire (avec un échantillon réduit) et une phase confi r-échantillon réduit) et une phase confi r-réduit) et une phase confirmatoire (avec l'échantillon final) sont néces-saires, afin de minimiser le risque d'erreur aléatoire (sur/sous-évaluation de la valeur obtenue) et d'erreur systématique (sur/sousévaluation de la valeur mesurée). Il s'agit là d'améliorer la qualité de l'échelle de mesure (Cerdin et al., 2005 ;Colle, 200� ;Arnaud et al., 2009 ;Jahmane, 2012). ...
... Cet indice est égal à 0,840 pour l'implicati on orga-égal à 0,840 pour l'implicati on orga-à 0,840 pour l'implicati on orga-à 0,840 pour l'implicati on orga-0,840 pour l'implication organisationnelle. Les critères de dimensionnalité sont donc respectés (Gerbing et Anderson, 1988 ;Cerdin et al., 2005 ;Colle, 200� ;Jah-;Colle, 200� ;Jah-;Colle, 200� ; Jah-; Jah-; Jahmane, 2012 ; Gagné et al., 2015). ...
... Cette dimension a été tout de même conser-été tout de même conser-tout de même conservée, car le coefficient reste supérieur au seuil préconisé par certains chercheurs (Colle, 200� ;Jahmane, 2012), et qu'il est plutôt élevé compte tenu des différents travaux menés sur la motivation (Gagné et al., 2015); et enfin car les autres critères sont au-dessus du seuil d'acceptabilité Roussel et Wacheux, 2005 ;Roussel, 2005 ;Cerdin et al., 2005 ;Colle, 200� ;Arnaud et al., 2009 ;Jahmane, 2012 ;Thiétart, 2014). ...
... Pousette et Hansen (2002) citent plusieurs travaux qui mettent en évidence la relation positive entre l'autonomie au travail et la satisfaction au travail. Enfin, plusieurs recherches indiquent que la fidélité à l'entreprise est fortement influencée par la perception d'autonomie (Belias et al., 2015 ;Cerdin et al., 2005 ;Mueller & Dato-on, 2013). ...
... Notre étude a permis de mettre en lumière qu'un ingénieur avec une personnalité animée par un fort sentiment d'autodétermination fondé sur l'autonomie est plus sensible à certains facteurs de l'environnement de travail. Ce résultat pourrait confirmer le besoin d'individualisation des pratiques de GRH (Bal et Dorenbosch, 2014 ;Cerdin et al., 2005). Les managers sont alors appelés à mettre l'accent sur le niveau d'autonomie octroyé, la distribution juste et équitable des ressources de l'entreprise, ainsi que l'encouragement à participer à la prise de décision, et ce afin de limiter l'envie de « tout » quitter de leurs ingénieurs. ...
... Regarding the intention to leave scale, the factorial analysis shows that the six items making up the scale by Colle et al. [33], concerning the intention to leave, are certified by identifying the two elements, which represent "81.098%" of the total variance explained. After verifying the KMO (0.765), it could be analyzed that their reliability, which displayed a Cronbach's alpha of "0.855", is a quite acceptable threshold. ...
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This research examines the direct influence of sexual harassment by superiors on subordinates’ young female trust in their superiors. The research also examines the mediating role of trust in the relationship between sexual harassment and continuous commitment as well as intention to leave. For this purpose, a pre-tested questionnaire survey was self-dropped and collected by the research team to young female professionals, who are in their early career (within five years of their career), in public hospitals in the cities of Tunis, Sfax and Sousse, Tunisia. The results were analyzed using SPSS and AMOS. The results of structural model, interestingly, showed no significant effect of sexual harassment by superiors on their subordinates’ trust. Hence, trust in superiors has no mediating role in the relationship between sexual harassment and continuous commitment as well as intention to leave. However, sexual harassment by superiors was found to directly and positively influence young female professionals’ intention to leave the job. Additionally, trust in superiors was found to negatively influence both young female professionals’ continuous commitment and their intention to leave. The results have certain theoretical and managerial implications, particularly in relation to young female professional in the healthcare sector, which is vital for Tunisia and every country.
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... Validating hypothesis 1 and 3 , according to which the relation between attitude and entrepreneurial intention is stronger among the employees overqualified, has confirmed the need for individualising the managerial practices [40] [41]. Lors du recrutement, il est important d'analyser les qualifications des candidats, de connaitre leurs besoins et leurs attentes. ...
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... Following this same reasoning, Colle (2006) states that: "beyond the need to preserve an employee in the company, the need to render him loyal stems from an increase in commitment". Cerdin and Peretti (2005) go further to consider commitment as one of the facets of personnel loyalty while Paille (2002) regards loyalty as a component of normative commitment. It is thus not surprising that models of expected turnover integrate commitment. ...
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This study assesses the effects of the different dimensions of the social support of colleagues on the loyalty and commitment of micro finance personnel in the west region of Cameroon. We also examine the two-way relationship between organizational loyalty and commitment of the employees. To attain these objectives, we apply structural equations modeling to analyses data on 200 microfinance employees. The results obtained show that the loyalty of personnel to the organization is determined by the social emotional and professional support of colleagues. However, these variables do not explain the organizational commitment of these employees. We also find that in spite of the positive effect of loyalty on commitment, there is a negative effect on personnel loyalty in microfinance establishments. The latter finding is unexpected but can be explained by the particularities of the context or population of this study. We thus recommend that companies who wish to increase the level of commitment of their personnel to the organization to promote gregarious work.
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