Gérer les faits religieux au travail : le rôle d’un club de réflexion pour partager et déployer des dispositifs de gestion

Galindo, Géraldine; Oiry, Ewan

doi:10.3917/geco1.143.0037

Cited by 8 publications

(2 citation statements)

References 40 publications

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“…In addition, this work enabled the identification of the following factors that influenced the alignment of official and operational postures (RQ3): the form of REW (if it was a ritualized exteriorization of faith visible in the workplace or not), the religion involved and its minority or non-minority status in the country (in France, Islam seems specific), the degree of clarity of the official posture, the degree of formalization of the official posture (as mentioned by Galindo and Oiry, 2021), the size and spread of the firm, the degree of awareness of managers and their teams, the degree of involvement of leaders in the definition and implementation of the posture, and the purpose of the official posture.…”

Section: Discussionmentioning

confidence: 99%

Managing religion at work: a necessary distinction between words and deeds. A multiple case study of the postures facing religious expression in French organizations

Gaillard

2021

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PurposeReligious expression at work (REW) has a unique place in France. The authors studied the perception of the postures of four organizations in the face of this phenomenon, focusing on the gap between official posture and the posture applied by managers.Design/methodology/approachUsing a qualitative approach, the authors conducted semi-structured interviews (40), observation periods and documentary analysis within four organizations. This multiple embedded case study was undertaken in four different firms in France: an international private firm, a public organization, and two small- and medium-sized enterprises (SMEs) with original models of REW management.FindingsA distinction between aligned and non-aligned postures emerged. There was a lack of alignment in only two of the four organizations, and this alignment concerned only two units of analysis: prayer on break and wearing religious symbols. Several extrinsic factors were identified in this lack of alignment between the official posture and the posture actually applied by managers: the form of REW, the religion concerned and whether it had minority status in the country, the degree of clarity of the official posture, the degree of formalization of the official posture, the size and scope of the company, the degree of awareness of managers and their teams, the degree of involvement of leaders in the definition and implementation of the posture, and the purpose of the official posture.Research limitations/implicationsThis research provides a sensitive understanding of religious expression at work and shows that alignment is sought specifically for each form of REW. The distinction between official posture and applied posture is highlighted through the study of perceptions. In addition, this study enables the identification of factors that influence the alignment of official and operational postures.Practical implicationsThese results call for clarity of the official posture and for it to be defended by leaders, provision of meaning to postures by raising awareness among intermediate hierarchical lines, understanding of the applicable legal framework to transpose it to the local level, and analysis of unaligned forms of REW to build a strong, shared posture.Originality/valueThis study, which was carried out within a specific French context, concerns areas that have received little attention or have not been studied at all to date, such as REW in SMEs or in the public sector, and demonstrates for the first time the distinction between official postures and effective postures.

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Section: Discussionmentioning

confidence: 99%

Managing religion at work: a necessary distinction between words and deeds. A multiple case study of the postures facing religious expression in French organizations

Gaillard

2021

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“…Cette consolidation des pratiques managériales et des outils de gestion (Galindo et Oiry, 2021), apparait nécessaire bien que tardive, dans le sillage d'une orientation « one to one » 9 des pratiques de GRH (Boyer et al, 2005, p. 205). En effet, de plus en plus de dirigeants souhaitent proposer leur entreprise (et ses services aux personnels) « à la carte » (Bouchikhi et Kimberly, 1999).…”

Section: Un Cadre Principalement Managérial Et La Recherche Aux Abonn...unclassified

L’entreprise au(x) défi(s) de l’alimentation confessionnelle : réactions individuelles, dilemmes organisationnels et recherche du commun

Gaillard¹

2022

Question(s) De Management

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Cette recherche concerne l'expression religieuse au travail et son management, et particulièrement la question des demandes de menus confessionnels. Nous abordons cette question par le biais d'une étude qualitative par entretiens et une analyse documentaire qui vise à caractériser les réactions empiriquement associées à un projet réel ou supposé de mise en oeuvre de tels menus dans les organisations des individus, et les dilemmes éthiques qu'induisent de tels questionnements pour les décideurs. Les résultats démontrent que les réactions s'inscrivent sur un continuum en onze types de quatre natures différentes : du favorable, en passant par le sceptique et le neutre jusqu'au défavorable. Les réactions apparaissent plus diverses dans leur aspect négatif, et émanent des collaborateurs concernés et non concernés par ce type de consommation. Enfin, sont présentés les dilemmes éthiques des organisations lorsqu'elles abordent cette question ou qu'elles y sont confrontées. La tension est forte entre le souhait d'inclure et la crainte de détruire le commun, par ce même processus. Notre travail abouti sur des recommandations managériales, en faveur d'une stratégie de terrain commun.

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La religion au travail. Quelles réactions des salariés pratiquants après le conflit ?

Honoré

2022

Rev. Fr. Gest.

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Cet article a pour objectif d’éclairer la boîte noire que représente la phase post-interaction entre un salarié dont le comportement au travail traduit sa religiosité et le management. L’auteur étudie la question de comment les pratiquants réagissent à une action managériale qui contraint leur pratique, restreint l’exercice de leur liberté religieuse et remet ainsi en question la manière dont ils avaient envisagé l’articulation entre leurs pratiques religieuse et professionnelle. En s’appuyant sur les résultats d’une étude empirique de type qualitative (deux périodes d’entretiens, 31 puis 26 entretiens), il identifie trois types de stratégies mises en oeuvre par les personnes. Il étudie les conditions de déploiement ainsi que les conséquences pour les pratiquants et pour le management.

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Gérer les faits religieux au travail : le rôle d’un club de réflexion pour partager et déployer des dispositifs de gestion

Cited by 8 publications

References 40 publications

Managing religion at work: a necessary distinction between words and deeds. A multiple case study of the postures facing religious expression in French organizations

Managing religion at work: a necessary distinction between words and deeds. A multiple case study of the postures facing religious expression in French organizations

L’entreprise au(x) défi(s) de l’alimentation confessionnelle : réactions individuelles, dilemmes organisationnels et recherche du commun

La religion au travail. Quelles réactions des salariés pratiquants après le conflit ?

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