Your search
Results 2 resources
-
La théorie de l’action raisonnée et les modèles du roulement volontaire ont toujours considéré l’intention de quitter son emploi pour un autre employeur comme le meilleur prédicteur du roulement de personnel. Cependant, dans les faits, les employés disposent de deux autres options, à savoir progresser vers un autre emploi au sein de leur entreprise (roulement interne) ou encore rester dans leur emploi actuel pour une certaine période. Dans une perspective de prévention du roulement, la recherche aurait avantage à identifier des profils d’intentions en fonction de ces trois options. La présente étude vise à vérifier si les employés présentent des profils d’intentions différents et si leur satisfaction au travail, leurs comportements de recherche d’emploi et les taux de roulement volontaire et interne diffèrent selon ces profils.L’analyse des résultats recueillis auprès de 434 agents issus de trois centres d’appels suggère l’existence de quatre profils d’intentions à peu près équivalents en nombre : (1) rester dans l’emploi actuel (forte intention de rester dans l’emploi actuel, faible intention de progresser à l’interne et faible intention de quitter à l’externe); (2) rester en attendant de progresser (forte intention de rester dans l’emploi actuel, mais forte intention de progresser à l’interne et faible intention de quitter à l’externe); (3) priorité à la progression (faible intention de rester dans l’emploi actuel, forte intention de progresser à l’interne et faible intention de quitter à l’externe); (4) priorité à la mobilité (faible intention de rester dans l’emploi actuel, forte intention de progresser à l’interne et de quitter à l’externe).Les résultats de l’étude montrent que ces quatre profils d’intentions présentent des niveaux de satisfaction au travail et des comportements de recherche d’emploi différents. De même, les taux de roulement volontaire du personnel et le taux de roulement interne, mesurés un an plus tard, diffèrent selon les profils d’intention// The theory of reasoned action and voluntary turnover models have always regarded the intention to terminate employment in order to go to another employer as the best predictor of turnover. However, in practice, employees have two other options: to move to another job within the same company (internal turnover) or stay in their current job for an indefinite period. From the perspective of turnover prevention, it would be advantageous if research would identify intention profiles according to these three options. This study aims to explore the different intention profiles of employees and whether job satisfaction, job-search behaviour and rates of voluntary and internal turnover differ according to these profiles. The analysis of results collected from 434 agents from three call centres suggests the existence of four intention profiles, which are about equal in number: (1) Stay in present job (strong intention to remain in current job, low intention to progress internally and low intention to leave for a job externally); (2) Stay whilst waiting to progress (strong intention to remain in current job, but strong intention to progress to a job internally and low intention to leave for a job externally); (3) Priority is to progress (low intention to stay in current job, strong intention to progress internally and low intention to leave for an external job); (4) Priority is to move on (low intention to stay in current job, strong intention to progress internally and leave for a job externally). The results of the study show that these four intention profiles reveal different levels of job satisfaction and job-search behaviour. Similarly, the rates of voluntary staff turnover and internal turnover vary according to the intention profile.
-
Objective indicators, such as minority hiring rates or number of complaints, often fail to fully represent actual discrimination in hiring processes, particularly against racial and ethnic minorities (McGonagle et al., 2016). Despite legal efforts in Quebec to increase employment of minorities, their ongoing underrepresentation points to the need to examine discrimination in terms of perceived experiences. In line with Anderson (2011), we investigated perceived discrimination in hiring (PDH), its predictors and its effect on the intention to file a discrimination complaint, rather than solely considering actual complaints. Using a quasi-experimental design, we simulated a fictitious hiring process with 361 students from French-speaking Canadian universities. First, we confirmed the three dimensions of the recently developed PDH scale: differential treatment; breach of psychological contract; and non-competency-based assessment (Haeck-Pelletier, 2022). Second, using structural equation modelling (SEM), we found mediation effects: PDH scores were higher across all dimensions when a candidate belonged to a minority group, received a negative hiring decision or did not receive feedback on test results. However, only differential treatment predicted a candidate’s intention to file a complaint. In addition to this first empirical test of Anderson’s model, the results suggest that organizations should address perceptions of unfair treatment due to minority group membership by identifying and modifying the practices that contribute to them. The eventual outcome would be a more representative workforce.
Explore
Resource type
- Journal Article (2)
Publication year
-
Between 2000 and 2024
(2)
-
Between 2010 and 2019
(1)
- 2012 (1)
-
Between 2020 and 2024
(1)
- 2024 (1)
-
Between 2010 and 2019
(1)