Le management à l'épreuve de la religion

Honoré, Lionel

doi:10.3917/rimhe.013.0054

Cited by 18 publications

(8 citation statements)

References 19 publications

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“…Baubérot (2015, p. 92) sums up this opposition with the following question: “Is it more secular to prohibit the headscarf than to tolerate it?”. This perspectival tension can also be observed among French managers (Honoré, 2014). The interpretation of this principle of neutrality by the manager and therefore his or her representation of secularism is likely to constitute a powerful normative referent to explain the manager's position towards the religious fact.…”

Section: Discussionmentioning

confidence: 66%

“…In this French societal context, private organisations and their managers must respond to new and sometimes complex religious demands (Honor e, 2014).…”

Section: Diversity Management and Religious Accommodationmentioning

confidence: 99%

“…This ambivalent legal framework leaves managers free to exercise their discretion (Hennekam et al , 2018). In this complex societal context, private organisations and their managers have to respond to new religious demands (Honoré, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Religious accommodation in France: decoding managers' behaviour

Cintas

Héliot

Sprimont

2020

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PurposeThis research aims to explain, in the secular French context, the intention of managers to accommodate religious expression at work (REW) when they are not obliged to do so. This paper seeks to understand the determinants of managerial positions on REW. Building on previous studies on how organisations and managers deal with religious expression, this research seeks to extend the evidence on this important aspect of managerial behaviour in relation to accommodating REW.Design/methodology/approachThe hypotheses were tested using a structural equation model based on the theory of planned behaviour (TPB) in diversity management (N = 151 French managers). This method highlights attitudinal and organisational determinants favourable to the intent to accommodate.FindingsThe present research provides new insight by identifying two main direct factors affecting managers' accommodation, namely, organisational flexibility (flexible hours, autonomy) and perceived consequences (advantages, disadvantages) and one indirect factor, religiosity. In line with the contradictions within diversity management, the perceived consequences are ambivalent and highly context dependent. One issue to explore is that managers seek to deal with religious expression by making it invisible.Research limitations/implicationsIn the French context, the explanatory social norm might not be “religiosity” but rather “perceived secularity”. The authors recommend that future studies use qualitative methods with interviews and photo elicitation to extend this first study. Indeed, the complexity of the managerial position requires an in-depth understanding of managers' attitudes and behaviours with regard to religion. How do managers apply a common ground strategy and create unity despite differences? Is the desire to make arrangements invisible with a view to inclusive neutrality specific to France, or can it be generalised to managers in other countries? Does the intention to accommodate not essentially depend on the manager-employee relationship dynamic? This research raises questions for scholars about the relationship with the other and ethical managerial conduct.Practical implicationsFrance is a secular country where a debate is emerging on cases of discrimination due to REW. The results contribute to approaches to drafting company guidelines for managers and may help organisations anticipate the risks associated with REW. The discussion of the results reveals the importance of social norms in the sense of hypernorms (religiosity) and undoubtedly of secularism, nondiscrimination and gender equality in the decision-making process on accommodation. These inclusive norms should therefore be handled with care in the various guidelines that have been developed.Originality/valueREW is increasing but is a neglected dimension of diversity management. This study helps explore this new field by promoting an understanding of managers' intention to accommodate in a specific secular context.

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Section: Discussionmentioning

confidence: 66%

“…In this French societal context, private organisations and their managers must respond to new and sometimes complex religious demands (Honor e, 2014).…”

Section: Diversity Management and Religious Accommodationmentioning

confidence: 99%

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Religious accommodation in France: decoding managers' behaviour

Cintas

Héliot

Sprimont

2020

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“…Since 2013, various forms of REW have been studied in France (Honoré, 2014; 2021). More recently, researchers have focused on the display and concealment strategies of employees who wear the Islamic veil at work (Chenigle et al.…”

Section: Literature Reviewmentioning

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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“…En résumé, il existerait des forces invisibles extérieures aux hommes et capables d'avoir une influence considérable sur leur devenir et sur la vie psychique de l'organisation (Enriquez, 1992). Par ailleurs, la religion et la spiritualité occupent une place de plus en plus importante dans les recherches en sciences de gestion (Henley, 2016 ;Honore, 2014). Certains succès entrepreneuriaux s'expliquent par les impacts de la religion et des mouvements spirituels.…”

Section: -à La Recherche D'alternatives Africaines En Management… Quelques Pistesunclassified

Alternatives africaines en management

et al. 2020

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Alternatives africaines en managementEntre frugalité et agilité A « l'ombre d'un caïlcedrat géant de Bamako, on trouvait encore, il y a quelques années, un bricoleur malin que les experts des Nations unies appelaient le docteur Mobylette. Chaque matin de bonne heure, il installait sa caisse à outils au pied de l'arbre. Le bonhomme avait calculé qu'avec 2 000 francs CFA (3 euros) par jour, il pouvait facilement subvenir à ses besoins comme à ceux de sa famille. Une fois la somme empochée, il cessait de travailler, son frère prenant le relais sous le caïlcedrat. Après l'avoir longuement observé, quelques spécialistes du développement proposèrent au docteur Mobylette de voir les choses en plus grand, d'ouvrir un atelier dans la capitale, d'adopter des horaires fixes, et, au bout du compte, de se retrouver à la tête d'une véritable entreprise. Le docteur Mobylette mit peu de temps pour donner sa réponse. Il remercia mais refusa, estimant qu'un tel chambardement dans l'usage de la caisse à outils reviendrait à voler le travail de son frère. » (Fottorino et al., 1992).

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Le management à l'épreuve de la religion

Cited by 18 publications

References 19 publications

Religious accommodation in France: decoding managers' behaviour

Religious accommodation in France: decoding managers' behaviour

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

Alternatives africaines en management

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