Stress among public middle managers dealing with reforms

Purpose: This study aims to identify social and organizational antecedents of stress. This paper also investigates whether attitudes toward organizational changes and reforms might explain stress perception and mediate the relationships between social and organizational job characteristics and stress perception. Design/methodology/approach: A quantitative approach is used to identify the relationships between our research variables. The investigated population is composed of middle managers working in Swiss public hospitals (N = 720), which are currently being confronted by major reforms. Findings: The findings show that perceived social support (work relationships with and support from colleagues), as well as several job characteristics (autonomy in performing tasks; flexibility in the organization of working time; degree of conflict) are significantly related to stress perception. Moreover, positive attitudes toward change are negatively related to stress, and mediate the relationships between perceived social support as well as job characteristics and stress perception. Originality/value: The innovation of this paper is grounded in the specific population we investigate, as our empirical inquiry concerns middle managers working in public hospitals. Moreover, this research highlights the central role of job characteristics and attitudes toward change in explaining stress perception. Practical implications: This paper sheds light on several job characteristics which could contribute to mitigating stress perception among middle managers. The findings could therefore guide HRM specialists in their efforts to create a favorable work environment so as to facilitate middle managers' activities

Politique publique et management public, de nouvelles frontières ?

Introduction à un cahier spécial portant sur les relations entre politique publique et management public

Public Sector Employee Well-Being : Examining Its Determinants Using the JD–R and P–E Fit Models

In this chapter, we focus on employee well-being within the public sector, and especially on its main determinants, using two theoretical models: the job demands–resources (JD-R) model and the person–environment (P-E) fit model. These are not the only models that have been deployed in empirical studies but are, in the literature, often seen as the main theoretical frameworks for studying well-being issues in organizations. Further, these models are relevant here as they clarify how individual, job, and organizational characteristics have a (positive or negative) effect on employee well-being. Although these models are general, and have not been specifically developed for the public sector, we will show that they can easily be applied in a public sector context

Labour inspections and the prevention of psychosocial risks at work : a realist synthesis

Background: Little research exists on the effectiveness of workplace visits by labour inspectors in relation to psychosocial risks. The study aimed to produce a consistent and transferable evidence-based framework. Methods: We conducted a systematic literature review using the realist synthesis approach. Searches in three electronic databases, systematic hand-searches in five specialised journals and iterative purposive searches yielded 25 publications. The initial search included any study between 2000 and 2015 containing information on labour inspectorates and psychosocial risks or stress at work. We conducted a complementary search to identify publications from French-speaking authors. Results: The synthesis yielded a conceptual model relating public intervention measures, mechanisms of action, outcomes and contexts. Publications indicate positive outcomes in 4 cases, possibly positive in 2, mixed outcomes in 4, and no or poor effects in 10. Studies from Nordic countries show some positive outcomes of inspection activities based on dialogue with employers, group interviews with employees, repeated visits and combinations with other communication and information channels, in the context of highly organised labour markets. Conversely, other studies highlight the limitations of intervention strategies that rely on an “enlightenment” principle, in a context of increasingly precarious and flexible work situations. Conclusion: The synthesis suggests the possibility of positive outcomes of inspectors’ interventions on psychosocial risks in supportive contexts and with appropriate training and resources. However, strong evidence is lacking and more evaluation studies are necessary. A comprehensive conceptual framework may help to analyse the wide range of factors influencing the effectiveness of workplace visits by inspectors

La politique paradoxante de l'asile dans le canton de Berne: impacts de la gestion publique sur les agents de terrain et sur les directions d'institutions : module Travail de Master

L'auteur de cette étude s'est fixé pour objectif de mettre en évidence et d'analyser les impacts, sur les acteurs de terrain de l'asile, des réformes engagées par les pouvoirs publics bernois. L'objectif visé par cette analyse est aussi de comprendre les attentes des agents de terrain envers leurs directions, ainsi que les stratégies développées par ces dernières pour y répondre tout en assurant la pérennité de leurs institutions

Les cadres intermédiaires entre contraintes managériales et défense des identités professionnelles : l'exemple des hôpitaux de Suisse romande

Cet article porte sur les cadres intermédiaires des hôpitaux de Suisse romande. Nous proposons une double lecture : l'évolution de l'identité professionnelle et de la santé au travail des cadres intermédiaires confrontés à de multiples transformations managériales et organisationnelles de leur environnement de travail. Nous soulignons que les réformes hospitalières contemporaines ont des effets sur la manière dont les cadres perçoivent leur rôle et leur mission. Par ailleurs, leur situation au sein de la hiérarchie les place dans une position paradoxale : mettre en oeuvre les décisions prises par les directions hospitalières tout en devant préserver les membres de leur corporation professionnelle des conséquences néfastes de ces décisions. De tels dilemmes provoquent un mal-être au travail. Au final, les cadres intermédiaires se plaignent du rôle impossible qui leur est attribué : encadrer sans autonomie ni ressources