Quelles régulations du fait religieux en entreprise ?

Galindo, Géraldine; Surply, Joëlle

doi:10.3917/rips.040.0029

Cited by 24 publications

(7 citation statements)

References 11 publications

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“…This research provides a sensitive understanding of religious expression at work, and shows that the alignment is to be sought specifically for each form of REW. It confirms the work conducted by Galindo and Surply (2010), following the work of Reynaud on social regulation (1979). Indeed, in Cases 1 and 2, the control rule (i.e.…”

Section: Research Contributionssupporting

confidence: 88%

“…The authors were mainly interested in the postures displayed by leaders and diversity managers, not in the perceptions of these postures by managers and their teams, who were in charge of enforcing and applying them, respectively (Galindo and Zannad, 2015). However, in an earlier work (Galindo and Surply, 2010), one of the authors insisted on the explicative power of Reynaud's theory of social regulation (1979), which presented the rules of control (decreed by the top) and the autonomous rules (constructed by the actors), and the friction between these two types of rules that could lead to a process of joint regulation. These four levels must be considered from a dynamic and situational perspective.…”

Section: Managing Religion At Workmentioning

confidence: 99%

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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: Research Contributionssupporting

confidence: 88%

Section: Managing Religion At Workmentioning

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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“…Many suddenly displayed a reverence for the sacred that they had never felt for labour law. Without seeing in this development the starting point for the erosion of the republican model by a revival of clericalism (Sciberras, 2010), it has to be recognised that religious identity is an emerging personal characteristic and a form of diversity that calls for new managerial regulations (Galindo and Surply, 2010). This third period has seen the birth and subsequent burgeoning of a veritable ideology of diversity (Gilbert et al, 1999).…”

mentioning

confidence: 99%

Religious identity: a new dimension of HRM? A French view

Cintas

Gosse²,

Vatteville³

2013

Employee Relations

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Purpose -Since the beginning of the twenty-first century, human resource management (HRM) has entered into a somewhat strained relationship with religious diversity. In France, the need to deal with demands for recognition of faith practices has led to the compilation of new guides to the management of religious diversity. Is religious identity a new dimension of HRM in France? Design/methodology/approach -The paper begins with an examination of some examples of these documents produced by large French companies. It is revealed that they contain a set of recommendations leading to differential management of the various religious identities.Findings -Incorporating such a practice into an HRM strategy is a mixed blessing, bringing with it both hopes and risks. On the one hand, it may help to maintain equality and boost firms' economic performance. On the other hand, however, it may also compromise group cohesion and disrupt social ties. Originality/value -In view of these contradictory tendencies, the paper concludes by asking whether the principle of secularism should be extended to the management of HR.

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“…France is a secular country, but has to deal with the reality that many individuals at work have religious beliefs and ask for workplace accommodations related to their religion. Little research has been conducted on how managers deal with this apparent clash between secularism in theory and religious diversity in practice, although it has been argued that this reality asks for new regulations and management practices (Galindo and Surply, 2010). Building on previous studies (Cintas et al , 2013; Mazumdar and Mazumdar, 2005), we seek more insights into how managers deal with religious diversity in secular organizations.…”

Section: Introductionmentioning

confidence: 99%

Managing religious diversity in secular organizations in France

Hennekam

Peterson

Tahssain-Gay

et al. 2018

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Purpose The purpose of this paper is to examine how managers deal with religious diversity in secular organizations in France. Design/methodology/approach In total, 28 semi-structured in-depth interviews with managers in France were conducted, transcribed and analyzed. Findings The findings reveal three distinct strategies. First, the authors identified a “flexibility within the rules” strategy in which managers try to accommodate religious practices by making allowances, create mutual understanding and trust. Second, a “separation strategy” emerged in which managers keep work and religion clearly separated. Those managers expressed a strong adherence to rules and perceived the implementation of allowances difficult not only for their own organization but also in light of third parties with whom they worked. Third, the findings reveal a “common-ground” strategy in which managers stressed the communalities between individual workers, downplayed their differences and sought to create a strong corporate culture to which all employees could relate. Practical implications The expression of religious beliefs in the workplace is increasing. However, little is known about how managers deal with the perceived clash of secularism and the presence of different religions in the workplace. Implications for managers such as taking into account perceptions of justice, practical issues as well as the importance of communication and education are discussed. Originality/value Religion is a deep-level and understudied aspect of diversity management that deserves more attention given the increase in religious diversity in the workplace.

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Quelles régulations du fait religieux en entreprise ?

Cited by 24 publications

References 11 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

Religious identity: a new dimension of HRM? A French view

Managing religious diversity in secular organizations in France

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