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See detailLe maintien dans l’emploi des travailleurs âgés dans trois entreprises belges
Bertrand, Françoise ULg; Lemaire, C.; Barbier, Marie ULg et al

in Relations Industrielles = Industrial Relations (2010), 65(3), 400-423

Future economic growth requires the employment of a greater number of workers above 55 years old. To deal with this increasing problem, it is important to identify the preferred solutions of older workers ... [more ▼]

Future economic growth requires the employment of a greater number of workers above 55 years old. To deal with this increasing problem, it is important to identify the preferred solutions of older workers in order to promote the retention of these workers in their jobs. Older workers of three enterprises have been interrogated on this subject. The aim of this study was to identify the best solutions for the workers. A distinction was made between the solutions proposed by the literature and those proposed by the workers in a spontaneous way. We also tried to determine whether the solutions differed as a function of socio-professional category, working time and type of working hours. Finally, this study determined the actions that need to be undertaken: actions regarding discrimination, working conditions, working time and professional development. In particular, this study established that the actions against discrimination are requested more by manual workers, part-time workers and those with variable hours. Therefore, we suggest that the requests of manual workers should be considered differently from those of executives. The latter are searching for more opportunities for development, whereas the manual workers prefer an improvement of working conditions. [less ▲]

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See detailLa formation en organisations : mise en perspective des approches psychosociologiques et ergonomiques
Faulx, Daniel ULg; Petit, Lucie

in Relations Industrielles = Industrial Relations (2010), 3

Faced with new challenge from globalization, technological and demographic changes, today organizational training takes a crucial importance in the development of human resources in organizations. From ... [more ▼]

Faced with new challenge from globalization, technological and demographic changes, today organizational training takes a crucial importance in the development of human resources in organizations. From both a scientific and practical point of view, two major currents presently seem to rule this field: a psychosociological current and an ergonomic current. The contributions of each of them in organizational human resources development are unquestionable, but we have observed significant levels of misunderstanding between the two, as well as a lack of dialogue and scientific objectivity. The present paper intends to initiate this dialogue with an eye towards developing training practices. Thanks to a better understanding of these main approaches, our aim is to help those who seek to train personnel to better orientate their choice of training. From this perspective, based as much on historical research as on more recent works, several common points are obvious. (1) There is a wish to develop new learning strategies which draws substance from scientific research, and which breaks with school-based models. (2) There is a strong link between theory and action, together with practices that combine doing and knowledge. (3) There is also a vision of learning as the result of action combined with reflection on action. In contrast with these shared foundations, several differences leading to fruitful exchange have been identified. (1) Focus on group from psychosociological approaches, as opposed to focus on work from ergonomic perspectives; (2) concentration on functional and specific aspects of work in the ergonomic approach and emphasis on relational and transversal aspects in the psychosociological approach; (3) four points on which technical exchanges would be profitable; (4) a major controversy on the question of whether the link between work and training is necessary or not. By becoming aware of the complementarity of the two approaches (compatible and different), we become convinced that it is essential to begin a dialogue in order to make organizational training practices more understandable and more effective. [less ▲]

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See detailPsychological harassment in the workplace : case-study and building of a new analysis model.
Faulx, Daniel ULg; Delvaux, Sophie; Brun, Jean-Pierre

in Relations Industrielles = Industrial Relations (2009), 64(2), 286-306

From a case-study based on an analysis model, which takes into account four levels of explanation (personal, interpersonal, group and organizational), and includes the study of the interactions between ... [more ▼]

From a case-study based on an analysis model, which takes into account four levels of explanation (personal, interpersonal, group and organizational), and includes the study of the interactions between these different levels, this report puts forward six observations: (1) the importance of performing the analysis on several levels, (2) the existence within harassment situations of two types of process (victimizing and conflictual), (3) the fact that these processes can co- exist at different levels of analysis, (4) the existence of interactions between processes, (5) the variability of a situation across time, and (6) the necessity of distinguishing two categories of influence involved in contextual processes. From these conclusions, the authors develop a new analysis model, which is process- based, integrative and dynamic. [less ▲]

Detailed reference viewed: 144 (14 ULg)