Unfulfilled professional expectations concerning the nature of work, control, participation, development, status, working conditions, employee rights, and the managerial style of upper management are the source of a professional malaise that is influenced both by individual factors (socio-demographic variables, job characteristics, personality) and by organizational variables (structure, climate, management practices, etc.). The objective of this research is to evaluate the relative importance of these variables on this professional malaise, and to measure the impact of human resource management practices.



Based on the responses to a survey conducted among 2497 professionals in 13 unions or associations representing approximately 50 professions, the results explain a large portion of the malaise variance (48.6%). They confirm the importance of the personality variables (professionalism, locus of control, career anchors), and clearly highlight the power of human resource management practices to attenuate professional dissatisfaction. Consequently, a contingent model for the management of professional manpower was drawn. It focuses primarily on participation, enrichment, communication, and training.



Resume

L'insatisfaction des attentes professionnelles relatives a la nature du travail, au controle, a la participation, au developpement, au statut, aux conditions de travail, au respect des droits et au style de gestion du superieur est a la source d'un malaise qui serait tout autant influence par des facteurs individuels (socio-demographiques, d'emploi, de personnalite) que par des facteurs organisationnels (structure, climat, pratiques de gestion, etc.). La presente recherche vise a mesurer I'importance relative de ces differents determinants du malaise et notam-ment a evaluer Vimpact des pratiques de gestion des ressources humaines sur ce malaise.



Bases sur les reponses de 2497 professionnels repartis dans 13 syndicats ou associations representant une cinquantaine de professions, les resultats permettent d'expliquer une partie substantielle de la variance du malaise (48,6 %). ILs confirment I'importance des facteurs de personnalite (professionnalisme, lieu de controle, ancres de carriere) et font surtout ressortir I'important ejfet reducteur des pratiques de gestion des ressources humaines. Il en ressort un modele ≪ideal≫ de gestion de la main-d'ceuvreprofessionnelle qui s'articule principalement autour des pratiques de participation, d'enrichissement, de communication et deformation.

Nicos Poulantzas, Fascisme et Dictature. La IIIe Internationale face au fascisme, 1970

Le malaise professionnel: variation selon les facteurs individuels et organisationnels

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The underlying concerns of these five books are closer than their titles suggest. All are concerned, in their varied ways, with the problem that while virtually all human work is specialised in terms of process and output managerialists claim that management is a general capacity which can and should override specific knowledges and skills. Below we consider how thinking about engineering and management have developed in the English-speaking countries rather differently in others and how they may relate to each other in future.

Nicos Poulantzas, Fascisme et Dictature. La IIIe Internationale face au fascisme, 1970

Citations

Le malaise professionnel: variation selon les facteurs individuels et organisationnels

Le malaise professionnel: variation selon les facteurs individuels et organisationnels

In Search of Technik: Will Engineering Outgrow Management?