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Relation entre motivation et implication organisationnelle. Une étude dans le secteur de l'hôtellerie en France
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Cette recherche concerne les espaces de choix offerts aux salariés dans leur emploi. En effet, les personnes réclament de plus en plus d’autonomie et de liberté dans le cadre de leur travail. Ils souhaitent prendre leur vie en charge et devenir davantage actifs dans leurs rapports avec le monde du travail. Dès lors, l’enjeu peut être, pour les entreprises, de mettre en place une nouvelle organisation permettant de répondre aux besoins et demandes de chaque salarié et, de ce fait, de personnaliser la structure de travail. Tel est l’objet de la « GRH à la carte ».
La thèse se propose, à travers plusieurs études empiriques, d’étudier l’influence que peuvent avoir ces espaces de choix sur deux facettes de la fidélité des salariés envers leur entreprise : l’intention de départ volontaire et l’implication organisationnelle. Une étude qualitative auprès de trente cadres a permis d’identifier six catégories d’espaces de choix. Par ailleurs, le sentiment d’auto-détermination apparaît comme un besoin essentiel pour le développement des cadres.
Après avoir construit et validé plusieurs échelles de mesure, le modèle de recherche est testé empiriquement par une étude quantitative au moyen de modèles d’équations structurelles.
Les résultats mettent en évidence l’existence d’une relation entre les espaces de choix offerts et la fidélité des salariés, à l’exception des choix relatifs aux temps de travail. Le sentiment d’auto-détermination intervient dans la relation en tant que variable médiatrice.
Les apports principaux de cette recherche sont la présentation d’une approche originale de la personnalisation de la GRH par la GRH à la carte, la construction d’instruments de mesure des espaces de choix et du sentiment d’auto-détermination, et le test du modèle de recherche.
This research deals with the levels of choices given to employees in their job. Indeed, individuals are asking for increased autonomy and freedom in the workplace. They wish to take control of their life and be more pro-active in the workplace. This considered, the challenge for firms is to create a new organization that is prepared to answer the needs of each employee and to thereby personalize the work structure. That is the purpose of the “à la carte” HRM.
This communication aims to study, by means of several empirical analyses, the influence these choices may have on two aspects of employee loyalty towards employers: intent to quit and organizational commitment. A qualitative survey conducted with thirty managers made it possible to identify six categories of choices. Moreover, the self-determination feeling seems to be an essential need for the development of managers.
After having built and validated several measurement scales, the research model is tested by means of structural equation modeling.
The results highlight the existence of a link between choices and employee loyalty, except for the choices pertaining to work time. The self-determination feeling is a mediator in the relationship.
The main contributions of this research are a presentation of the personalization literature through “à la carte” HRM, the building of measurement scales of choices and self-determination feeling, and the test of the research model.
To better understand the workplace commitments experienced by organizational members, we reconceptualize commitment to highlight its distinctiveness and improve its applicability across all workplace targets. We present a continuum of psychological bonds and reconceptualize commitment as a particular type of bond reflecting volitional dedication and responsibility for a target. We then present a process model applicable to any workplace target to bring clarity, consistency, and synergy to the research and management of workplace commitments.
Motivational profiles and work adjustment: toward an intra-individual approach of motivation
This research aims to identify individuals’ motivational profiles in a private organization and investigate whether these workers differ on some work outcomes, such as perceived stress, performance and organizational commitment. A cluster analysis showed three motivational profiles which were linked in different ways to the organizational variables studied. The most self-determined motivational profile was characterized by high levels of autonomous motivation, moderate levels of controlled motivation and low-levels of amotivation. This profile was generally associated with more positive consequences than the other two profiles. Overall, these findings are in accordance with the tenets of self-determination theory (Deci and Ryan, 1985). They suggest that cluster analysis is useful for studying and understanding workers’ motivation.
UniversitC du QuCbec B MontrCal A new measure of motivation toward sport has been developed in French, namely the Echelle de Motivation vis-h-vis les Sports. Two studies were conducted to translate and validate this new measure in English. The Sport Motivation Scale (SMS) consists of seven subscales that measure three types of Intrinsic Motivation (IM; IM to Know, IM to Accomplish Things, and IM to Experience Stimulation), three forms of regulation for Extrinsic Motivation (Identified, Introjected, and External), and Amotivation. The first study con-firmed the factor structure of the scale and revealed a satisfactory level of internal consistency. Correlations among the subscales revealed a simplex pattern confirming the self-determination continuum and the construct valid-ity of the scale. Gender differences were similar to those obtained with the French-Canadian version. The more self-determined forms of motivation were associated with more positive responses on related consequences. In a second study, the SMS was administered on two occasions and revealed adequate test-retest reliability.
L’article se propose de répondre à un double objectif : (1) établir un état des lieux du profil général des employés du service de réception, de leurs compétences et de leurs plans de carrière, et (2) permettre aux praticiens, nationaux et internationaux, d’appréhender le marché de travail hôtelier vietnamien. Cette recherche permet de mettre en avant dans un premier temps les compétences clés pour le poste de réceptionniste hôtelier et de formuler dans un second temps les recommandations stratégiques en matière de formation et gestion des ressources humaines dans l’industrie hôtelière au Vietnam.
For each of the 5 needs in Maslow's motivational hierarchy (physiological, safety-security, belongingness, esteem, and self-actualization), operational definitions were developed from Maslow's theory of motivation. New measures were created based on the operational definitions (1) to assess the satisfaction of each need, (2) to assess their expected correlations (a) with each of the other needs and (b) with four social and personality measures (i.e., family support, traditional values, anxiety/worry, and life satisfaction), and (3) to test the ability of the satisfaction level of each need to statistically predict the satisfaction level of the next higher-level need. Psychometric tests of the scales conducted on questionnaire results from 386 adult respondents from the general population lent strong support for the validity and reliability of all 5 needs measures. Significant positive correlations among the scales were also found; that is, the more each lower-level need was satisfied, the more the next higher-level need was satisfied. Additionally, as predicted, family support, traditional values, and life satisfaction had significant positive correlations with the satisfaction of all 5 needs, and the anxiety/worry facet of neuroticism had significant negative correlations with the satisfaction of all the needs. Multiple regression analyses revealed that the satisfaction of each higher-level need was statistically predicted by the satisfaction of the need immediately below it in the hierarchy, as expected from Maslow's theory.
Cette communication a pour objectif de présenter une revue de la littérature portant sur la théorie des parties prenantes. Tout particulièrement, il s’agit d’examiner l’intérêt de cette approche récente pour le management stratégique. La théorie des parties prenantes fait en effet l’objet d’une attention croissante dans la littérature managériale et se trouve au cœur des débats qui traitent du rôle de l’entreprise dans nos sociétés. Elle recouvre un ensemble de propositions qui suggèrent que les dirigeants ont des obligations éthiques envers leurs parties prenantes. Ce terme de partie prenante est apparu dans les années soixante mais son origine remonte aux travaux de Dodd (1932) et Barnard (1938). La théorie est encore en phase de développement, ce qui peut expliquer l’existence de controverses concernant la définition du concept de « Stakeholder » et son utilité pour le management. Ainsi, en se référant à la typologie de Donaldson et Preston (1995), on peut considérer que les approches descriptive et instrumentale font de la théorie des parties prenantes un outil au service du management stratégique. La branche normative de la théorie conduit, par contre, à reformuler les objectifs de l’organisation. Cette approche partenariale ne pourra se substituer à la vision actionnariale de l’entreprise qu’à la condition de gommer les incohérences qui subsistent entre les dimensions descriptive, empirique et normative. Elle doit également surmonter les différentes critiques qui portent, d’une part, sur le manque de clarté de ses implications managériales, et, qui, d’autre part, contestent la validité de ses fondements normatifs.
The purpose of the present research was to develop and validate a situational (or state) measure of motivation, the Situational Motivation Scale (SIMS). The SIMS is designed to assess the constructs of intrinsic motivation, identified regulation, external regulation, and amotivation (E. L. Deci & R. M. Ryan, 1985, 1991) in field and laboratory settings. Five studies were conducted to develop and validate the SIMS. Overall, results show that the SIMS is composed of 4 internally consistent factors. The construct validity of the scale is also supported by correlations with other constructs as postulated by current theories. Moreover, the SIMS is responsive to experimental induction as evidenced by data gathered through a laboratory study. In sum, the SIMS represents a brief and versatile self-report measure of situational intrinsic motivation, identified regulation, external regulation, and amotivation.
A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.). The advantages include good psychometric properties of the current scales, acceptable discriminant validity of the three dimensions, and research findings that showed the usefulness and acceptable content validity of the three-dimensional approach. Some of the limitations are limited predictive validity, conceptual ambiguity of continuance commitment, and concept redundancy between normative and affective commitment. This paper suggests a conceptualization that builds upon the strengths of the current approaches and minimizes their limitations. The proposed theory contends that organizational commitment is two-dimensional. One dimension is instrumental in nature and the second is affective. In addition, a sharp difference needs to be made between commitment propensity that develops before one's entry into the organization and commitment attitudes that develop after one's entry into the organization. The advantages of the suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed.
Two studies were conducted to demonstrate that both the instruments used to measure commitment-those scales developed by G. Ritzes and H. M. Trice (1969) and by L. G. Hrebiniak and J. A. Alutto-and the side-bet indexes (age and tenure) used in previous tests of the side-bet theory of H. S. Becker are inappropriate for that purpose. In Study 1, 64 undergraduate scenarios in which an employee was described as being high or low in continuance commitment and high or low in affective commitment and responded to several commitment instruments as they felt the employee would respond. As expected, the continuance commitment manipulation accounted for a relatively small portion of the variance in scores on the 2 commitment scales, whereas the affective commitment manipulation accounted for a substantially larger portion. The continuance manipulation did, however, account for a large portion of the variance in scores on an author-developed continuance commitment scale (CCS). In Study 2, 130 university employees completed the same commitment instruments. As predicted, the 2 commitment scales correlated significantly with measures of affective commitment but not with the CCS. Also as predicted, age and tenure correlated with the commitment scales and with the affective commitment measures but not with the CCS. (22 ref) (PsycINFO Database Record
Human beings can be proactive and engaged or, alternatively, passive and alienated, largely as a function of the social conditions in which they develop and function. Accordingly, research guided by self-determination theory has focused on the social-contextual conditions that facilitate versus forestall the natural processes of self-motivation and healthy psychological development. Specifically, factors have been examined that enhance versus undermine intrinsic motivation, self-regulation, and well-being. The findings have led to the postulate of three innate psychological needs--competence, autonomy, and relatedness--which when satisfied yield enhanced self-motivation and mental health and when thwarted lead to diminished motivation and well-being. Also considered is the significance of these psychological needs and processes within domains such as health care, education, work, sport, religion, and psychotherapy.
Managing the physical appearance of the personnel of luxury hotels who are in contact with customers
Managing “looks” is a major issue in organizations that try to control their image. A review of the literature shows that the physical appearance of the personnel in contact with customers has a positive influence on the latter in terms of credibility, friendliness, competence, empathy and courtesy. Customers notice “experiential cues” – various sensations (visual, auditive, olfactive, tactile) – from the personnel with whom they enter into contact, and use these cues to evaluate services. Few studies have been made from the manager’s viewpoint of the issue of the personnel’s physical appearance. Borrowing the grid of interpretation designed from studies of customer reactions but shifting focus to managers’ perceptions, this research has formulated two questions. On what sensorial data are managers’ perceptions of their employees’ physical appearance based ? To what extent do managers encounter difficulty seeing to it that the establishment’s norms are followed ? Various sources (the literature on human resource management, the marketing of services and labor sociology) are reviewed with a focus on employees’ physical appearances and the organization’s dress code. A qualitative methodology was designed through an exploratory survey of twenty luxury hotel managers, who oversee the impressions made on customers and the effects on their symbolic social status. This survey’s findings shed light on the complexity and scope of the “competence of service”, and on the difficulty that managers have of managing the personnel’s physical appearance. As these findings confirm, it is necessary to take into account the emotional, social and physical dimensions of prescribed roles. The sensorial cues perceived by managers are but partly the same as those perceived by customers. The interest of managers, as directors of a stage where services are produced, is to help the personnel have a “reflexive distance” from their prescribed role and from customers’ perceptions. Recommendations are made for support through the formation of a “working community” and training programs to heighten the awareness of sensorial, experiential cues.
Cette recherche, réalisée auprès de 258 personnes dans le secteur hôtelier au Québec, vise à examiner le rôle médiateur de l’épuisement professionnel entre les conflits travailfamille et travail-loisirs sur l’intention de quitter, modéré par la position hiérarchique, le genre, le type d’hôtel et le type d’horaires. Les résultats de l’analyse bootstrap et du test de Sobel confirment la médiation proposée. Également, les résultats démontrent que les managers perçoivent différemment l’effet des conflits sur l’épuisement par rapport aux employés de service. Ils indiquent aussi que le conflit travail-famille a plus d’impact sur l’épuisement chez les hommes que chez les femmes et que le lien entre le conflit travailloisirs et l’épuisement est plus fort dans les chaînes hôtelières par rapport à d’autres types d’organisations.
This article aims at answering Levinas' call for a radical ethical stance in the field of organization studies, in which he has been increasingly mentioned in the past decade. Starting with an examination of the main aspects of his phenomenology (alterity, unconditional responsibility towards the Other, diakonia), this paper outlines the potential contribution of a Levinassian perspective to refine our understanding of organizations. We question the conditions of transferability of his radical ethics to managerial practices and present two main avenues of research that could be renewed: benevolent management and organizational justice.
A critical element in the evolution of a fundamental body of knowledge in marketing, as well as for improved marketing practice, is the development of better measures of the variables with which marketers work. In this article an approach is outlined by which this goal can be achieved and portions of the approach are illustrated in terms of a job satisfaction measure.
This study examined the role played by green transformational leadership in promoting green creativity through green organizational identity. A survey questionnaire was used to collect data from managers and employees working in tourist hotels in Uttarakhand, India. In order to collect data for this study, 250 hotel employees and their 250 immediate supervisors were contacted. The findings of this study revealed that green transformational leadership had a positive influence on green organizational identity which leads to the promotion of green creativity in the organization. Further, it was also found that resource commitment acted as a moderator in the relationship between green organizational identity and green creativity. Hence, hotels have to increase their resource commitment for promotion of green creativity amongst their employees. On the basis of the study's findings, the implications for practitioners are discussed.
This study assessed three dimensions of parent style, autonomy support, involvement, and provision of structure in 64 mothers and 50 fathers of elementary-school children in Grades 3-6, using a structured interview. Construct validity data for the interview ratings suggested that the three parent dimensions were reliable, relatively independent, and correlated with other parent measures in hypothesized ways. Aspects of children's self-regulation and competence were measured through children's self-reports, teacher ratings, and objective indices. Parental autonomy support was positively related to children's self-reports of autonomous self-regulation, teacher-rated competence and adjustment, and school grades and achievement. Maternal involvement was related to achievement, teacher-rated competence, and some aspects of behavioral adjustment, but no significant relations were obtained for father involvement. The structure dimension was primarily related to children's control understanding. Results are discussed in terms of the motivational impact of the parent on school competence and adjustment and in terms of transactional models of influence.
This paper summarizes and integrates research concerned with a long-neglected topic in psychology: the relationship between conscious goals and intentions and task performance. The basic promise of this research is that an individual's conscious ideas regulate his actions. Studies are cited demonstrating that: (1) hard goals produce a higher level of performance (output) than easy goals; (2) specific hard goals produce a higher level of output than a goal of “do your best”; and (3) behavioral intentions regulate choice behavior. The theory also views goals and intentions as mediators of the effects of incentives on task performance. Evidence is presented supporting the view that monetary incentives, time limits, and knowledge of results do not affect performance level independently of the individual's goals and intentions. A theoretical analysis supports the same view with respect to three other incentives: participation, competition, and praise and reproof. Finally, behavioral intentions were found to mediate the effects of money and “verbal reinforcement” on choice behavior. It is concluded that any adequate theory of task motivation must take account of the individual's conscious goals and intentions. The applied implications of the theory are discussed.
The authors outline an updated paradigm for scale development that incorporates confirmatory factor analysis for the assessment of unidimensionality. Under this paradigm, item-total correlations and exploratory factor analysis are used to provide preliminary scales. The unidimensionality of each scale then is assessed simultaneously with confirmatory factor analysis. After unidimensional measurement has been acceptably achieved, the reliability of each scale is assessed. Additional evidence for construct validity beyond the establishment of unidimensionality then can be provided by embedding the unidimensional sets of indicators within a nomological network defined by the complete structural model.
Examines the validity and reliability of affective, continuance and normative commitment in the Jordanian context. Using a self-administered questionnaire, 1,000 employees were surveyed. The study questionnaire was piloted in three industrial firms before being used in the main study. The results from the pilot and main studies reveal that of the three dimensions mentioned above, two are prevalent in the Jordanian work environment, namely: the affective and continuance commitments. The existence of normative commitment in the Jordanian work setting is not supported by the findings of the study. Implications for our understanding of commitment’s role in Jordan and other Arab countries are also discussed in the paper.
Purpose
Employee turnover has lately considerably increased in the Lithuanian hospitality industry. Given the fact that organizational commitment is negatively related to employee turnover, the research aim is to determine the level of employee organizational commitment as well as their empowerment, which can be viewed as a possible means of stimulating employee commitment, as well as the interrelationship between employee commitment and empowerment.
Design/methodology/approach
A questionnaire survey was carried out among customer‐contact employees of Lithuanian upscale (four and five star) hotels.
Findings
The levels of both organizational commitment and organizational empowerment in Lithuanian upscale hotels are rather low, while the correlation between them is rather strong. This implies that improvement of conditions that foster empowerment would lead to a higher level of employee organizational commitment, especially the level of affective commitment that is of greater importance for the organization, as in this case commitment rests on common values and stimulates emotional attachment to the organization.
Practical implications
This paper gives evidence that by developing certain organizational conditions Lithuanian hotel management may raise the level of employee empowerment and commitment, which in turn can lead to a decrease in employee turnover.
Originality/value
The paper presents the state of employee commitment and empowerment levels in Lithuanian upscale hotels, and demonstrates an interrelationship between organisational commitment and employee empowerment.
Much of the theoretical and empirical research devoted to affective organizational commitment has been based on the assumption that this form of commitment develops with tenure, displaying a rapid decrease after entry, followed later by a steady increase. The present study used the cross-sequential design, advocated in the life-span development literature, to examine changes in commitment with tenure and found evidence for a developmental trend in affective organizational commitment. However, contrary to theory and past results, the developmental function indicated a steady, persistent decrease with increasing tenure (from 1 to 9 and 15 to 19 years) in a sample of 479 Australian police officers. This is the first study designed explicitly to examine how commitment changes over an extended period of tenure, therefore replications are required to test for similar or other nonconforming trends in other organizations. If persistent decreases in commitment, resulting in low levels of commitment in groups of experienced employees, are found in other organizations, managers will need to be aware that low commitment norms may impact on new employees and will need advice on ways to improve commitment levels. If different trends are found, the influence of various characteristics of the culture or structure of organizations will need to be given greater consideration in theories devised to explain the development of commitment.
This study examines the multi-dimensionality of organizational commitment: affective, normative and continuance (including the sub-components of low perceived alternatives and high personal sacrifice), and how these are differentially related to a set of antecedents and consequences (i.e. turnover intentions, absenteeism and acceptance of change). The results, based on a sample of 505 Australian male fire-fighters, indicate that organizational commitment is best represented by the four-factors of affective, normative, low perceived alternatives and high personal sacrifice. In addition, employees experience different personal, job-related and environmental causes of commitment depending on whether they feel they want to, ought to, or need to remain with the organization. Further, not all facets of commitment enhanced organizational effectiveness, with affective being the most beneficial (i.e. employees are less likely to leave, be absent and are more accepting of change) and low perceived alternatives being the most detrimental (i.e. less accepting of change). The implications of these findings for the management of desirable forms of commitment are discussed.
The authors conducted meta-analyses to assess (a) relations among affective, continuance, and normative commitment to the organization and (b) relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model. They found that the three forms of commitment are related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. Affective and continuance commitment generally correlated as expected with their hypothesized antecedent variables; no unique antecedents of normative commitment were identified. Also, as expected, all three forms of commitment related negatively to withdrawal cognition and turnover, and affective commitment had the strongest and most favorable correlations with organization-relevant (attendance, performance, and organizational citizenship behavior) and employee-relevant (stress and work–family conflict) outcomes. Normative commitment was also associated with desirable outcomes, albeit not as strongly. Continuance commitment was unrelated, or related negatively, to these outcomes. Comparisons of studies conducted within and outside North America revealed considerable similarity yet suggested that more systematic primary research concerning cultural differences is warranted.
Diversity in the conceptualization and measurement of organizational commitment has made it difficult to interpret the results of an accumulating body of research. In this article, we go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting (a) a desire (affective commitment), (b) a need (continuance commitment), and (c) an obligation (normative commitment) to maintain employment in an organization. Each component is considered to develop as a function of different antecedents and to have different implications for on-the-job behavior. The aim of this reconceptualization is to aid in the synthesis of existing research and to serve as a framework for future research.
Much of commitment research is based on the belief that the concept consists of three different aspects: identification, desire to stay and extra effort. Shows that the three-dimensional concept is misleading. Confirmatory factor analysis suggests that the organizational commitment questionnaire (OCQ) is not homogenous, but consists of three separate concepts. This is confirmed by correlational analysis with theoretically relevant variables which reveals that identification, desire to stay and extra effort are associated with different antecedents. The poor research output to date on organizational commitment can be explained by reference to the small weight given to discretionary effort in the OCQ, the most widely used commitment scale. Discusses implications for research and management policies.
The concept of commitment is widely used but has received little formal analysis. It contains an implicit explanation of one mechanism producing consistent human behavior. Commitments come into being when a person, by making a side bet, links extraneous interests with a consistent line of activity. Side bets are often a consequence of the person's participation in social organizations. To understand commitments fully, an analysis of the system of value within which side bets are made is necessary
Présente les méthodes qualitatives et quantitatives utilisées en marketing, allant des études exploratoires aux systèmes experts en passant par les analyses de données et la collecte d'informations. Resitue la recherche en marketing par rapport aux évolutions du domaine : post-modernisme, chaînes moyens-fins, panels, systèmes intelligents, réseaux de neurones par exemple. oui
Présente les dernières avancées méthodologiques, principalement en matière de gestion des ressources humaines et management, mais également en marketing, stratégie et finance. Des présentations méthodologiques, des cas pratiques, des analyses épistémologiques pour développer une bonne maîtrise des méthodes, des instruments et des outils. oui
"Too little is known about the processes of personality change at relatively complex levels." Empirical study of the problem is hampered by both practical and theoretical difficulties. Despite difficulties "a program of research has been under way for some time which is attempting to develop the achievement motive in adults." Motives are learned; they are "affectively toned associative networks" arranged in a hierarchy of strength within a given individual. A short course to develop n Achievement in some form or another has been established. 12 propositions dealing with means of producing motive change are specified and discussed. A table of variables (independent, intervening, and dependent) conceived as entering into the motive change process is presented. The "propositions should hold best… narrowly for motives and especially the achievement motive." (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization
- N J Allen
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La théorie des caractéristiques des emplois de Hackman et Oldham : une recen-: une recen-: une recension des écrits
- C Barnabé
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Auditer les quatre paris de la RSE pour bâtir l'entreprise de demain
- M G Bruna
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la RSE pour bâtir l'entreprise de demain, Gestion
2000, 3�(1), 19-3�.
L'accueil, un métier : application au tourisme et à l'hôtellerie
- Dogor Di Nuzzo
Dogor Di Nuzzo, B. (2009). L'accueil, un métier :
application au tourisme et à l'hôtellerie, Condé-sur-Noireau : Éditions Management & Société.
Chiffres clés du tourisme
- Dge
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