References of "Pichault, François"
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See detailBeyond the limits of a deductive approach based on ideal types and configurations
Moreau, Charlotte ULg; Pichault, François ULg; Mertens de Wilmars, Sybille ULg

Conference (2014, July)

This paper presents an original theoretical model combining ideal-types and bundles in order to apprehend a poorly studied phenomenon, the professionalization of human resource management (HRM) in social ... [more ▼]

This paper presents an original theoretical model combining ideal-types and bundles in order to apprehend a poorly studied phenomenon, the professionalization of human resource management (HRM) in social enterprises. This theoretical model elaborated from a literature review fits into a deductive approach. The first objective of this contribution is to show the added values and limits of such an a priori conceptualization. By replacing that model within the contextualist framework of analysis (Pettigrew, 1987) and by equipping that approach with adapted methodologies, some limits inherent in a deductive approach are avoided. The second goal of this paper is then to demonstrate how such a combination helps to pass over the limits of the theoretical model based on bundles and ideal types. [less ▲]

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See detailModalités prescriptives des nouveaux dispositifs de gestion et logiques identitaires des managers publics
Pichault, François ULg; Schoenaers, Frédéric ULg

in RH Publica : (2014), 4-2013(oct-nov-dec), 16-21

Les pouvoirs locaux sont soumis, comme tous les autres niveaux de pouvoir, à de profonds mouvements de « managérialisation », dont la récente transformation des titres de secrétaire communal et de ... [more ▼]

Les pouvoirs locaux sont soumis, comme tous les autres niveaux de pouvoir, à de profonds mouvements de « managérialisation », dont la récente transformation des titres de secrétaire communal et de receveur communal en directeur général et directeur financier sont des illustrations emblématiques. Les pouvoirs communaux sont désormais invités à rédiger des « programmes stratégiques transversaux » (PST) et à se doter de divers outils de gestion en vue d’améliorer le service aux citoyens dans un cadre budgétaire restreint. Le présent article propose une réflexion sur la capacité de ces nouveaux outils à façonner l’action publique au niveau du management intermédiaire… [less ▲]

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See detailEst-il possible de sécuriser l’après-restructuration ? Exploration des « cellules de reconversion » belges
Dervaux, Amélie ULg; Pichault, François ULg; Lorquet, Nadège ULg

Conference (2014)

Colloque -Les « cellules de reconversion » belges sont gérées par le service public de l’emploi et ont été créées li y a quelques années à la demande spécifique des syndicats afin de favoriser la ... [more ▼]

Colloque -Les « cellules de reconversion » belges sont gérées par le service public de l’emploi et ont été créées li y a quelques années à la demande spécifique des syndicats afin de favoriser la réinsertion des travailleurs licenciés sur le marché de l’emploi. Comment les travailleurs sont-ils accompagnés dans la période de transition professionnelle post-licenciement ? Ces cellules à vocation sécurisante le sont-elles effectivement ? [less ▲]

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See detailInnovAddict: une entreprise « malade » de la créativité
Crutzen, Nathalie ULg; Moreau, Charlotte ULg; Pichault, François ULg

in Chabault, Didier; Hulin, Annabelle; Soparnot, Richard (Eds.) Cas d'innovations en entreprise - Organisation et stratégie (2014)

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See detailTowards Sustainable Employment Schemes at the Inter-organizational Level
Xhauflair, Virginie ULg; Pichault, François ULg

in Koene, B.; Garsten, C.; Galais, N. (Eds.) Management and Organization of Temporary Agency Work (2014)

A partir d'une démarche participative et expérimentale, cet article propose un ensemble de variables permettant de décrire les pratiques de gouvernance inter-organisationnelles. Ces variables constituent ... [more ▼]

A partir d'une démarche participative et expérimentale, cet article propose un ensemble de variables permettant de décrire les pratiques de gouvernance inter-organisationnelles. Ces variables constituent également des leviers d'action sur lesquels s'appuyer pour conclure, à l'échelon inter-organisationnel, des compromis équilibrés et durables. [less ▲]

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See detailNouveaux modes de prise en charge des carrières « déliées » : une innovation institutionnelle ?
Pichault, François ULg; Dervaux, Amélie ULg; Vrancken, Didier ULg et al

Conference (2013, November)

La notion de « carrières déliées » a souvent été associée à un pilotage de la trajectoire professionnelle par l’individu lui-même. Divers dispositifs d’intermédiation ont pourtant vu le jour pour aider à ... [more ▼]

La notion de « carrières déliées » a souvent été associée à un pilotage de la trajectoire professionnelle par l’individu lui-même. Divers dispositifs d’intermédiation ont pourtant vu le jour pour aider à la prise en charge de ces nouvelles formes de carrière. A l’aide d’une étude de cas dans le secteur artistique belge, nous approfondissons ici la capacité d’un dispositif militant, explicitement tourné vers une transformation du marché du travail, à s’inscrire dans un processus d’innovation institutionnelle. Nous montrons que cette innovation consiste en un déplacement de l’objet même de la prise en charge, passant désormais de la relation d’emploi à la transition professionnelle, probablement annonciatrice de mutations plus profondes sur le marché du travail. [less ▲]

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See detailThe professionalization of HR management: towards an analytical framework for social enterprises
Moreau, Charlotte ULg; Mertens de Wilmars, Sybille ULg; Pichault, François ULg

Conference (2013, July 02)

At the present time, the social enterprise sector is undergoing important changes: increased activity, diversification of social demands, increased complexity of legal framework and institutional ... [more ▼]

At the present time, the social enterprise sector is undergoing important changes: increased activity, diversification of social demands, increased complexity of legal framework and institutional landscape, transformation of public funding mechanisms (contractualisation setting up competition between providers in a quasi-market) (Dees & Elias, 1998; Mertens, 2010). At the same time, we may observe a trend towards the professionalization of social enterprises (Bode, Evers, & Schulz, 2006; Comeau & Davister, 2008; Davister, 2010; Petrella & Richez-Battesti, 2010). This movement toward professionalization brings changes, among others, with regard to evolutions in human resources management (HRM) practices (Davister, 2010; McCandless Baluch, 2012; Theuvsen, 2004): increasing formalization of procedures, developments of senior staff training, a changeover from a militant attitude on the part of directors toward a managerial attitude, development of pay-for-performance plans, etc. That concept of professionalization knows a large echo in the working world, not only in the social enterprise sector. Wilensky (1964) was already talking about the « professionalization of everyone? ». But what does professionalization mean? Various understandings of that concept co-exist. Indeed, according to Wittorski (2008), the notion refers either to the constitution of a group of people sharing the same activity (professionalization-profession), to the development of competences of a professional by its education (professionalization-training), or to the fact of “putting in movement” individuals within work contexts (professionalization-efficiency). The tendencies to professionalize have been studied but in a quite heterogeneous and fragmented way (Le Naëlou, 2004; Maier, Steinbereithner, & Meyer, 2012) with various dimensions and forms of the concept being possible. This paper intends to apprehend the professionalization of human resource management in all its complexity. Relying on the model proposed by Hatchuel and Weil (1992), we develop a nuanced approach of the professionalization of HRM, by declining the concept in three major dimensions: a technical substrate, a vision of the actors’ roles, and a managerial philosophy (Gilbert, 2012; Hatchuel & Weil, 1992; Oiry, 2006). Each of those three dimensions knows different degrees of elaboration, going from a human resource management qualified as few professionalized to one strongly professionalized. This model has to be understood as an “ideal type”, in the Weberian sense, an intellectual construction obtained by accentuation of certain traits of the considered subject (Coenen-Huther, 2003). That ideal type, that model in three dimensions, constitutes a measurement standard from which the comparison between various situations of HRM professionalization in different organisations is made possible. Two questions resume our approach: what means professionalization of human resource management (conceptual approach)? And what is the scope of the professionalization of HRM in the social enterprises sector in Wallonia (empirical results)? To answer those questions, a twofold research design is necessary. To understand more precisely what professionalization of HRM is, a strong analysis of the literature on professionalization, managerial devices and HRM allows constructing an analytical framework to apprehend the concept. But, the model also allows designing a broad picture of the human resource management in the social enterprises’ sector. For that second question, the data collection is accomplished through the administration of an online questionnaire given to a sample containing 2000 social enterprises, chosen from an exhaustive database of Belgian social enterprises . A first statistical analysis allows constructing a descriptive picture of what happen in the social enterprise sector in terms of HRM in Wallonia. In order to determine the influence of contextual elements such as the size of the organization, its level of subvention, its sector of activity, etc, cross tabulation is necessary. We will use the method of descriptive analysis by clusters that is often used in order to constitute typologies. It will enable us to isolate profiles of social enterprises in terms of their human resource management and its professionalization. By the construction of a conceptual model on the HRM professionalization, our paper contributes to enrich the understanding of that concept while apprehending its complexity. Gathering data on HRM in social enterprises is useful to design the scope of HRM professionalization. Though, that kind of data has not yet been collected and mobilized in Belgium. Our research will also contribute to better understand the influences of the organization’s size, level of subvention or sector of activity on the HRM professionalization. [less ▲]

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See detailMiddle management under pressure: sensemaking activities around the implementation of new managerial devices in the General interest
Pichault, François ULg; Schoenaers, Frédéric ULg

Conference (2013, July)

The paper is structured around three sections. The first one will help to highlight the way in which the scientific literature documents the appropriation of management control systems by middle or local ... [more ▼]

The paper is structured around three sections. The first one will help to highlight the way in which the scientific literature documents the appropriation of management control systems by middle or local managers. It leads us to develop a first hypothesis expressed in institutional terms. In a second step, three case studies are presented, where the relationship to the notion of general interest — supposed to reflect public action— is contrasted: a “pure” public service (Judicorps), a private organisation acting on behalf of a public service (Federmut) and a formerly public but now privatised company (National Telecom). In a third step, we discuss the results gathered, invalidating our initial hypothesis, and propose an alternative explanation of the phenomena observed, referring to the actor-network theory (Akrich, Callon & Latour, 2006), the sensemaking activities of local managers (Weick, 1995) and the disciplinary power of managerial devices (Foucault, 1994). [less ▲]

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See detailContact center as new forms of work organization: the triangular relationship between worker, contact center and contractors and well-being at work
DE CIA, Julie ULg; Naedenoen, Frédéric ULg; Pichault, François ULg et al

Conference (2013, May)

Colloque - Purpose The new forms of work organization are characterized by different evolutions: multiple workers status, fragmentation of collective work, etc. Among these evolutions, the triangular ... [more ▼]

Colloque - Purpose The new forms of work organization are characterized by different evolutions: multiple workers status, fragmentation of collective work, etc. Among these evolutions, the triangular relationship between worker, employer and contractors and the intervention of contractors in work organization (Marchington et al., 2004) may be particularly affecting the well-being of workers. This research focus on contact center as a new form of work organization to investigate the influence of the triangular employment relationship on well-being at work. Methodology A quantitative and qualitative approach was used. A survey based on Job Demand-Resources Model (Bakker, Demerouti & Schaufeli, 2003) was conducted among 400 operators from Belgian contact centers to compare internal, outsourced and external contact centers. Three case studies allowed exploring more deeply the influence of triangular employment relationship on well-being. Finally, focus-groups with unions and management representatives helped us to design some practical recommendations. Results Quantitative results indicate that operators from outsourced and external contact centers have a poorer perception of demands and resources at work. They are consequently more likely to report high levels of perceived stress and burnout and low satisfaction with their work. The case studies give us more information about the role of the strategy and the management style of contact centers in coping with triangular employment relationships. Limitations Beyond this explorative research, quantitative data can be further used in multi-sample modeling approach. Research/Practical Implications Recommendations for well-being at work regarding the triangular employment relationship, on which both employers and unions converge, will be highlighted at the conference. Originality This research combines organizational psychology and management theory. [less ▲]

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See detailLe rôle des RH dans l'entreprise tendue vers l'innovation
Pichault, François ULg; Picq, Thierry

in Revue Française de Gestion (2013), 39(233), 161-182

Detailed reference viewed: 38 (9 ULg)
See detailLes pratiques de gestion des ressources humaines. Conventions, contextes et jeux d'acteurs.
Pichault, François ULg; Nizet, Jean

Book published by Seuil (2013)

Ce livre ne constitue pas un nouveau manuel de GRH, qui proposerait un inventaire de « bonnes pratiques » destinées à optimiser la performance de l’entreprise. En se référant à de nombreuses recherches ... [more ▼]

Ce livre ne constitue pas un nouveau manuel de GRH, qui proposerait un inventaire de « bonnes pratiques » destinées à optimiser la performance de l’entreprise. En se référant à de nombreuses recherches francophones et anglo-saxonnes et en s’appuyant sur des études de cas originales, issues d’un travail d’intervention de plus de vingt-cinq ans, l’ouvrage cherche à mettre de l’ordre dans les pratiques de GRH souvent multiformes que l’on rencontre dans les organisations contemporaines. Il tente ensuite de les expliquer en les resituant dans leur contexte spécifique et en prenant en compte les jeux de pouvoir qui se tissent entre les acteurs en présence. [less ▲]

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See detailCréaholic : une entreprise « malade » de la créativité
Crutzen, Nathalie ULg; Moreau, Charlotte ULg; Pichault, François ULg

Learning material (2013)

Créaholic est une entreprise européenne composée de 23 collaborateurs. Son cœur de métier est l’innovation par rupture et la créativité. Toujours dirigée par son fondateur charismatique, l’entreprise ... [more ▼]

Créaholic est une entreprise européenne composée de 23 collaborateurs. Son cœur de métier est l’innovation par rupture et la créativité. Toujours dirigée par son fondateur charismatique, l’entreprise présente une structure relativement horizontale et un mode de fonctionnement par projet. Le « chaos créatif » est favorisé afin de laisser libre cours et de stimuler la créativité de chaque travailleur. Créaholic a souffert de la crise récente et, à l’heure actuelle, plusieurs collaborateurs souhaitent la mise en place d’une organisation davantage structurée et de procédures plus formalisées. [less ▲]

Detailed reference viewed: 99 (8 ULg)