Programme d’accès à l’égalité : réactions managériales au cadre légal québécois pour combattre la discrimination

En 1985, la Charte des droits et libertés de la personne (L.R.Q., ch. C-12) du Québec était amendée afin d’inclure une nouvelle section consacrée aux programmes d’accès à l’égalité (PAE). Cet ajout résulte du constat d’une situation d’inégalité sur le marché du travail québécois pour les membres de certains groupes, en raison de motifs illicites de discrimination. Concrètement, on observe une certaine ségrégation professionnelle, de faibles revenus moyens et des conditions précaires d’emploi. L’objectif des PAE est de redresser la situation de groupes victimes de discrimination; pour réaliser cet objectif, ils autorisent la mise en œuvre de mesures spécifiques à l’intention de ces derniers. Plusieurs types de PAE ont été mis en place par les gouvernements québécois successifs afin d’élargir leur champ d’application. Parmi ces différents types de PAE, cette étude se concentre sur ceux associés à l’obligation contractuelle qui obligent toutes les organisations qui emploient 100 employés ou plus et qui obtiennent un contrat ou une subvention du gouvernement du Québec d’une valeur de 100 000 $ et plus, à développer et à mettre en œuvre un PAE. Il s’agit de la principale forme de PAE touchant les organisations privées. Quatre groupes cibles sont identifiés dans ces PAE : les femmes, les membres des minorités visibles, les Autochtones et les personnes handicapées. Parmi ceux-ci, compte tenu de la croissance importante de ce groupe et des situations souvent aiguës de discrimination qu’ils vivent sur le marché du travail québécois, l’attention sera portée sur le groupe des minorités visibles. Très peu de recherches ont été réalisées sur ces PAE en raison d’une obligation de confidentialité de résultats complète. Les rares études effectuées jusqu’à présent ont constaté des progrès très inégaux entre les employeurs : alors qu’un petit nombre d’organisations semblaient progresser rapidement dans l’atteinte de leurs objectifs, la vaste majorité stagnait ou encore progressait très lentement. Ce constat menait à s’interroger sur les facteurs, autres que le cadre juridique, qui peuvent expliquer le niveau de conformité aux objectifs. En se basant sur une analyse de contenu d’entrevues semi-dirigées menées auprès de gestionnaires responsables des PAE dans 31 organisations privées de la région de Montréal, plusieurs facteurs des environnements externes et internes des organisations, ont été identifiés pour expliquer les niveaux de conformité aux objectifs qualitatifs. Parmi les facteurs positivement reliés, on remarque l’engagement des membres de la haute direction en faveur des PAE, la mise en place d’un système d’imputabilité et la perception de certains bénéfices liés à la diversification des effectifs. Au contraire, la confusion entre l’égalité et l’équité, le fait de privilégier les mouvements internes de personnel et les biais des gestionnaires de première ligne semblent être négativement reliés à l’atteinte des objectifs qualitatifs. Ces résultats démontrent l’importance que prennent les facteurs liés à l’environnement interne, surtout lorsque le cadre juridique est peu contraignant et que les gestionnaires croient que les probabilités de sanctions sont faibles. En se basant sur ces résultats, une série de recommandations est proposée, afin d’améliorer les PAE, mais aussi afin d’améliorer la compréhension des gestionnaires des ressources humaines sur ce qu’est la discrimination en emploi et les moyens les plus appropriés pour la combattre.

Managing non-standard international experience: evidence from a Finnish company

Purpose – This paper extends the increasing debates about the role of international experience through mechanisms other than standard expatriation packages, in particular through the use of short-term assignments. It explores the different forms of short-term assignments (project work, commuter assignments, virtual international working and development assignments) and the different sets of positive and negative implications these can have for the company and the individuals concerned. The integration-differentiation debate is reflected here as elsewhere in IHRM, with the company moving towards greater centralization and control of its use of these assignments. Design/methodology/approach – Since the research is exploratory, we adopted a qualitative approach to get a more in-depth understanding on the realities the corporations and the assignees are facing. The study was implemented through a single case study setting in which the data were collected by interviewing (n=20) line managers, human resource management (HRM) staff and assignees themselves. In addition corporate documentation and other materials were reviewed. Findings – The present case study provides evidence about the characteristics of short-term assignments as well as the on the management of such assignments. The paper identifies various benefits and challenges involved in the use of short-term assignments both from the perspectives of the company and assignees. Furthermore, the findings support the view that a recent increase in the popularity of short-term assignments has not been matched by the development of HRM policies for such assignments. Research limitations/implications – As a single case study, limitations in the generalizability of the findings should be kept in mind. More large-scale research evidence is needed around different forms of international assignments beyond standard expatriation in order to fully capture the realities faced by international HRM specialists Practical implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Social implications – The paper identifies many challenges but also benefits of using short-term assignments. The paper reports in-depth findings on HR development needs that organizations face when expanding the use of such assignments. Originality/value – Empirical research on short-term assignments is still very limited. In that way the paper provides much needed in-depth evidence on why such assignments are used, what challenges are involved in the use of such assignments and what kinds of HR-development needs are involved.

HR-funktionens förändrade roll : En studie om linjechefers uppfattning av HR-funktionen i Falu och Avesta kommun

Traditionellt har HR-arbetet främst varit fokuserat på administrativa uppgifter och inte ansetts vara tillräckligt effektivt och värdeskapande. För att HR-arbetet ska bli mer strategiskt behöver funktionen organiseras så att den tillgodoser dessa behov (Boglind et al, 2013). Vi menar att HR-funktionens relation till ledare och linjechefer är avgörande för hur framgångsrikt deras arbete blir. Syftet med detta arbete är därför att undersöka hur chefer uppfattar HR-funktionens förändrade roll och vilken typ av stöd de förväntar sig av den. Vi vill också undersöka om uppfattningen av HR-funktionen skiljer sig åt beroende på hur den är organiserad. Undersökningen är baserad på en multipel fallstudie utförd på Falu och Avesta kommun. Totalt har tretton djupintervjuer genomförts, där fem personer representerar HR-avdelningarna och åtta personer representerar linjecheferna. Falu kommun började genomföra en HR-transformation vid årsskiftet 2013/2014, Avesta kommun har inte genomfört en HR-transformation utan har funktionen uppdelad i två team. Av empirin framkommer att linjecheferna i båda kommunerna har en ganska vag uppfattning om HR-funktionens organisation och trots de strukturella skillnaderna mellan kommunerna efterfrågar linjecheferna något mer. I Avesta är samtliga respondenter överens om att en samsyn kring HR-funktionens arbetsuppgifter inte finns på grund av att en tydlig strategi för HR-funktionen saknas. Cheferna i Avesta efterfrågar ett arbete med personalfrågor från grunden samt ett mer strategiskt arbete. I Falun visar empirin att linjechefer och HR-personer har olika åsikter kring huruvida det finns en samsyn. Även om flera linjechefer i Falun anser att HR-funktionen fungerar bättre efter transformationen efterfrågar samtliga en kontakt med en specifik HR-person istället för att kontakta ett HR-center. Trots att de organisationer vi studerat har HR-funktioner som skiljer sig åt i storlek och struktur kan vi konstatera många likheter. Vi drar därför slutsatsen att de problem som linjecheferna beskriver inte är relaterade till HR-avdelningens organisering, utan snarare kan kopplas till en obalans i HR-arbetets inneboende dualitet som uppstått i och med ett mer strategiskt fokus. Vi anser att båda kommunernas HR-funktioner bör ha en tydlig och kontinuerlig dialog med linjecheferna för att maximera värdeskapandet dem emellan. Sammanfattningsvis menar vi att kommunerna bör lägga fokus på att identifiera vilka aspekter av personalarbetet som är värdefulla och unika för just deras organisation samt arbeta strategiskt utifrån dessa.

Ledarskap för att främja hälsa hos medarbetare : En fallstudie om hälsoarbete på linjechefsnivå

The author’s common interest for healthy employees, brought reasonto study how line managers can manage and develop this withsupport from HR. Previous research highlights that knowledge ofhow health is promoted is missing. Line managers have a key role inworking with contributors´ health. The aim of the study is toinvestigate how managers are working for the well-being ofemployees and which aid dedicated to line managers from the HRfunction, and how support and the work with employees’ health canbe developed. This study also investigates the approach on healthfrom each party. The method consisted of a case study, includingdata collection through depth interview with HR and focus groupinterview with heads of unit. The result of the HR interview showedoverwhelming support in individual conversations, but lack ofresources for the support function. HR requested additional resourcesand more health promotion work instead of rehabilitation. Heads ofunit are working with a wellness initiative for healthy contributors.Development points were found in increased support, developedwellness options, increased participation and performance appraisalswith a focus on the individual’s health status. The findings showthat heads of units are working with participation, attendance andhealth care but want more focus on the individual’s health status. HRneeds resources in order to support the heads of units in their healthcare. A common approach is missing between HR and heads of unitin their work for health promotion. Education, approach and supportshould be developed on the basis of the organization’s overallcontext.

Manager's task to support integrated autonomy at the workplace : Results from an intervention

A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009–June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.

A gestão de pessoas em centros de serviços compartilhados no Brasil: um estudo sobre a percepção dos gestores e empregados operacionais

Os estudos da área de Administração se concentraram em compreender as atividades core das organizações, de forma que os esforços para se entender as atividades de staff e a maneira pela qual elas podem agregar valor foram menos exploradas. Assim, estruturas organizacionais como os centros de serviços compartilhados (CSCs) se apresentam não apenas como uma oportunidade de estudo, mas também como uma demanda da área, dada a expansão desse modelo de prestação de serviços de atividades de staff dos grandes grupos organizacionais. Diante desse contexto, existe um ambiente específico de trabalho que pouco se aprofundou em relação à área de Recursos Humanos (RH), sendo importante, portanto, entender quais são as percepções dos funcionários de CSCs (analistas e gestores) diante das práticas e características organizacionais relacionadas com a Gestão de Pessoas. Assim sendo, o objetivo do presente estudo é verificar como se configuram as características e práticas que se relacionam à Gestão de Pessoas nos CSCs, a partir das percepções de seus gestores e analistas. Embasando-se na literatura sobre as características dos CSCs, atrelada à gestão de pessoas nesse tipo de estrutura e da Administração Estratégica de RH, estruturou-se o arcabouço teórico do estudo e definiram-se as categorias de análise. Por meio de um estudo de caso, quatro CSCs instalados no Brasil foram abordados, sendo entrevistadas 44 pessoas (sete gestores e 37 analistas operacionais). Os resultados apontaram categorias específicas aos CSCs fossem levantadas: gerência de linha, desenvolvimento profissional e responsabilidade dos analistas, sentimento de inferioridade, estratégias de retenção de empregados, diversidade interna, formação de centro de excelência. Concluiu-se que os CSC requerem um departamento de Gestão de Pessoas específico para seus empregados internos para atender as especificidades do CSC; deve haver cuidado em aplicação de modelos rígidos internamente porque os CSCs maduros são diversificados; que os CSCs são centros de excelência para conhecimentos operacionais; os gerentes de linha poderiam ser mais bem treinados para melhorar seus relacionamentos com os analistas.

A nova administração pública e a gestão do Instituto de Criminalística: um estudo de caso

O objetivo deste estudo foi analisar em que medida o Instituto de Criminalística, órgão da administração pública direta de Minas Gerais, alinhou a sua gestão administrativa e de pessoal às diretrizes do Choque de Gestão. Decorridos oito anos desde o início da implantação dessa política pública, a questão cabe averiguação a fim de se saber o quanto dos novos ideais foram disseminados e assimilados em uma das instituições a qual essa política se comprometera a modernizar. Ao abordar a medida da relação existente entre o Choque de Gestão e o Instituto de Criminalística, este estudo visou compreender quantos velhos paradigmas foram quebrados e quantos novos conceitos foram assimilados para fazer a administração pública voltar-se para quem de fato foi criada e a quem deve servir: o povo. Para subsidiar as pesquisas, este estudo abrangeu uma análise dos referenciais teóricos que faceiam as questões relevantes à Nova Administração Pública e impactaram diretamente a concepção do Choque de Gestão, mas levando em conta os referenciais próprios dessa política. A pesquisa de campo consistiu de uma abordagem do fenômeno em seu palco de acontecimento, feita por meio de observação-participante, de entrevistas e questionários junto aos principais atores do cenário pesquisado: servidores e gestores de linha e clientes. Os resultados mostraram que, inobstante, o Choque de Gestão apresentar-se como um plano estruturado e bem intencionado, a sua proposta de transformação ainda não causou ressonância naquela ponta do serviço público, posto que diversos conceitos propalados por essa política confrontam-se com antigos valores, derivados de práticas anteriores. Sendo assim, acredita-se que a efetivação das diretrizes do Choque de Gestão está condicionada à adesão dos gestores e servidores de linha a essas propostas e, para tanto, as instâncias superiores de governo deverão agir para garantir essa adesão.

A study of strategic HR issues in an Asian context

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational-level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple-case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi-structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.

Integration and devolvement of human resource practices in Nepal

Purpose: The purpose of this study is to explore the nature of human resource management in publicly listed finance sector companies in Nepal. In particular, it explores the extent to which HR practice is integrated into organisational strategy and devolved to line management. Design/methodology/ approach: A structured interview was conducted with the senior executive responsible for human resource management in 26 commercial banks and insurance companies in Nepal. Findings: The degree of integration of HR practice appears to be increasing within this sector, but this is dependent on the maturity of the organisations. The devolvement of responsibility to line managers is at best partial, and in the case of the insurance companies, it is more out of necessity due to the absence of a strong central HR function. Research limitations/implications: The survey is inevitably based on a small sample; however this represents 90 per cent of the relevant population. The data suggest that Western HR is making inroads into more developed aspects of Nepalese business. Compared with Nepalese business as a whole, the financial sector appears relatively Westernised, although Nepal still lags India in its uptake of HR practices. Practical implications: It appears unlikely from a cultural perspective that the devolvement of responsibility will be achieved as a result of HR strategy. National cultural, political and social factors continue to be highly influential in shaping the Nepalese business environment. Originality/value: Few papers have explored HR practice in Nepal. This paper contributes to the overall assessment of HR uptake globally and highlights emic features impacting on that uptake. © Emerald Group Publishing Limited.

Do many hands make light work? How to overcome social loafing and gain motivation in work teams

Purpose – The purpose of this paper is to challenge the assumption that process losses of individuals working in teams are unavoidable. The paper aims to challenge this assumption on the basis of social identity theory and recent research. Design/methodology/approach – The approach adopted in this paper is to review the mainstream literature providing strong evidence for motivation problems of individuals working in groups. Based on more recent literature, innovative ways to overcome these problems are discussed. Findings – A social identity-based analysis and recent findings summarized in this paper show that social loafing can be overcome and that even motivation gains in group work can be expected when groups are important for the individual group members' self-concepts. Practical implications – The paper provides human resource professionals and front-line managers with suggestions as to how individual motivation and performance might be increased when working in teams. Originality/value – The paper contributes to the literature by challenging the existing approach to reducing social loafing, i.e. individualizing workers as much as possible, and proposes a team-based approach instead to overcome motivation problems.

Management development within the construction industry:building on success?

This article explores the notion that the workplace is a learning environment, and that the line manager is a key player determining its effectiveness. The work discusses how performance management systems may be used to clarify expectations made of line managers with regard to employee development. The work, in addition, suggests that line manager people management expertise may be a factor inhibiting workplace development for subordinates, and makes a number of suggestions about how to prepare the line manager for effective employee development. Key issues are illustrated by reference to a case study example. The case demonstrates that a high profile management development programme within a major international organisation failed to meet all objectives because of the unwillingness of the line management team to participate in the development of subordinates back in the workplace.

Human resource management:strategic and international perspectives

With a strong focus on employability, this new text treats international, strategic and contemporary issues as central to the study and practice of Human Resource Management. Covering the core curriculum, this book provides all the knowledge and tools you need to get the best possible grades and achieve great career success after university. Key Features •Skills and employability focus will help you to secure a job in the tough economic climate whether as an HRM specialist or as a line manager. •Debating HRM boxes will develop your critical thinking skills, valued by examiners and employers alike. •International and cross-cultural perspectives are woven into discussion and case studies to prepare you for the realities of the global workplace. •Contemporary and strategic issues such as ethics, justice and CSR are introduced early on to underpin and enhance your understanding of the core HRM functions. •Unique final part will ensure that your skills can be applied in a range of organisational settings including SMEs and the not-for-profit and voluntary sectors. •Mapped to the CIPD’s learning outcomes but with an emphasis on the role of line managers throughout. •Companion website includes full text journal articles, glossary and chapter podcasts

E-HR and international HRM:a critical perspective on the discursive framing of e-HR

In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with 'e-HR' (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR 'value propositions'. This study explores these issues through our engagement with the emergent stream of 'critical' HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re)structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated 'self-service' relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research. © 2014 © 2014 Taylor & Francis.

A question of fit:cultural and individual differences in interpersonal justice perceptions

This study examined the link between employees’ adult attachment orientations and perceptions of line managers’ interpersonal justice behaviors, and the moderating effect of national culture (collectivism). Participants from countries categorized as low collectivistic (N = 205) and high collectivistic (N = 136) completed an online survey. Attachment anxiety and avoidance were negatively related to interpersonal justice perceptions. Cultural differences did not moderate the effects of avoidance. However, the relationship between attachment anxiety and interpersonal justice was non-significant in the Southern Asia (more collectivistic) cultural cluster. Our findings indicate the importance of ‘fit’ between cultural relational values and individual attachment orientations in shaping interpersonal justice perceptions, and highlight the need for more non-western organizational justice research.

Átalakuló emberierőforrás-menedzsment a multinacionális vállalatok magyarországi leányvállalatainál 2008–2009 (Changing HR-practices of the Hungarian subsidiaries of multinational enterprises, 2008-2009)

A Pécsi Tudományegyetem Közgazdaságtudományi Karán sok éve folyó HR-kutatás legújabb eredménye ez a beszámoló, amely 74 Magyarországon is működő multinacionális vállalat helyi leányvállalatának HR-gyakorlatát vizsgálja. Az adatfelvétel (többségében helyszíni interjú) ideje 2010. április-november. Így a megállapítások már a válságból való kilábalás időszakára is vonatkoznak: mit és hogyan tettek a HR-szervezetek, valamint a vonalbeli vezetők a HR-munka hatékonyságának növelésére. A felállított 5, ezzel kapcsolatos hipotézist a szerzők vizsgálataik alapján részben igazolni tudták. A fő megállapítás: a nemzetközi vállalatok – minimális létszámcsökkentéssel – kitartottak Magyarország mellett, megerősítették a helyi leányvállalatoknál folyó HR-munkát. A kutatás nemzetközi keretekben jelenleg is folytatódik: 6 országban készülnek tanulmányok a helyi hasonló vállalati körre, a magyarországiéval azonos HR-vizsgálati szempontok alapján. _________ This article is the result of the several year long HR-research conducted at the Faculty of Business and Management of the University of Pécs, and it analyzes the HR-practices of the Hungarian subsidiaries of 74 multinational enterprises. Data collection (mostly interviews at the subsidiaries) took place during the period of April-November 2010. Hence, the findings also relate to the period of the recovery from the recession: what and how the HR-units/ and line managers did to increase the efficiency of the HR work. The 5 hypotheses in relation with this, could partially be verified by the research of the authors of this paper. The main finding is that the multinational enterprises – with a slight decrease of headcount – stood beside Hungary and strengthened the HR-activities at their subsidiaries. Research is still being continued internationally: studies are being prepared in 6 countries on similar groups of local companies, by using the same HR-research aspects as those used in Hungary.