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Cette recherche qualitative fait ressortir l’existence de modèles de gestion à « haute performance » dans la fonction publique québécoise. Les résultats suggèrent l’existence de deux catégories de pratiques de gestion des ressources humaines (RH) mobilisatrices qui agissent sur l’engagement des salariés à travers des mécanismes distincts : 1) les pratiques liées au partage d’information et à la participation des salariés à la gestion et 2) les autres pratiques de RH (les nouvelles formes d’organisation du travail, la gestion axée sur les résultats et la formation liée à l’emploi) qui influencent les perceptions de justice organisationnelle et de support organisationnel. Les résultats suggèrent également un lien entre les performances économiques et sociales et la « double cohérence » des pratiques RH, à savoir la cohérence interne et la cohérence symbolique.
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Using Canadian national data from the Workplace and Employee Survey (WES), this study aims to identify predictors of participation in voluntary vocational training for female and male managers, respectively. Results show a higher rate of participation for female managers and a differential effect of predictors by gender. For men, schooling is the sole human capital variable significantly linked to the probability of participating in voluntary vocational training. For women, the probability of participating in voluntary vocational training varies by age, organizational tenure and schooling. Results also indicate that both participation in mandatory training and family responsibilities are significantly and negatively linked to participation in voluntary training for female managers but not for male managers.
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The aim of this study is to conceptualize and empirically validate the "perceived fairness in the context of collective bargaining", which refers to employees' justice perceptions formed during the collective bargaining process. Using confirmatory factor analyses (CFA) and hierarchical regressions, we find support for discriminant, convergent, and predictive validity. Overall, the results show that this concept includes eight distinct dimensions, combining the two sources of (in)justice (employer and union) and the four types of justice perceptions: procedural, distributive, relational (interpersonal) and informational justice. Employees clearly distinguish eight justice dimensions, which have a differential effect on their attitudes: trust in the employer and satisfaction with the union. Adding to the structural model (Leventhal, 1980) and the process control model (Thibaut and Walker, 1975), this study highlights new bases of justice: usefulness and profitability (cost-benefits ratio).
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