Revue Internationale de Psychosociologie et de Gestion des Comportements Organisationnels (RIPCO)
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Volume XXIX • Issue 76 • 2023 •
(Guest editor(s))
Content of the issue
Title :  Organizational Justice in Employment Interviews: Addressing the Justice Paradox
Abstract :  This paper is intended for human resource managers involved in the selection of new employees. The article deals with organizational justice (OJ) in the recruitment process. It develops the principles of OJ and their application in recruitment. Then, the paper considers more precisely the selection interview because it is the most widely used recruitment tool by companies. It analyzes unstructured and structured interviews in terms of procedural and interactional justice. Applied to these two types of interview according to Gilliland’s Model (1993), the study demonstrates how and why the unstructured interview, which does not meet the requirements of procedural justice (unlike structured interviews), is perceived by candidates as fair. Therefore, Organizational Justice and Perceived Organizational Justice contradict each other. Indeed, while certain conditions of organizational justice are respected during structured interviews, candidates may not perceive the process as being fair. Thus, the paper highlights a situation of "justice paradox" or "justice dilemma" and proposes to improve the perception of justice in structured interviews. Finally, the article recommends a model to overcome this paradox in the structured selection interview. The main recommendations are based on the opportunity to express the voice of the candidate especially at the beginning and at the end of the interview, incorporating rapport building and open question. In relation to these proposals, future research could develop case studies to integrate the social, economic and cross-cultural perspectives of our proposals.
Abstract :  fairness, organizational justice, hiring interviews, justice paradox, human resources managers
Pages :  5-26
DOI :  10.3917/rips1.076.0005
Type :  Research paper
Title :  Managing organisational paradoxes through conciliation: a metaphorical analysis based on legal conciliation
Abstract :  Paradoxes are an integral part of organisational life and therefore a real challenge for organisations, as shown by the many studies that, since the end of the 1980s, have sought to understand how these paradoxes can be managed. A number of studies in this field consider conciliation as a response to paradoxes. But conciliation, which actually refers to heterogeneous methods of managing paradoxes, is not systematically explained. Also noting that there is no definition of the notion of conciliation in management sciences, this article proposes to use a metaphor in order to understand conciliation as a mode of managing paradoxes. To that respect, we will use a methaphorical process to examine legal conciliation, which is an alternative dispute resolution method based on the search for arrangements, in order to shed light on the mechanisms of conciliation as a response to organisational paradoxes. The article aims to answer the following question: how does the use of a metaphor based on legal conciliation allow us to explore conciliation as a way of managing paradoxes? To this purpose, we transfer meaning from a known source object (legal conciliation) to a target object that we wish to explore (conciliation for managing paradoxes). Exploring this metaphorical comparison finally makes it possible to bring out the meaning of conciliation as an active response to paradoxes, allowing the coexistence of contradictory forces. The article thus provides managers and their teams with a grid for understanding how conciliation operate, in order to facilitate its implementation when facing paradoxes.
Abstract :  management, paradox, metaphor, conciliation
Pages :  27-46
DOI :  10.3917/rips1.076.0027.
Type :  Research paper
Title :  Recognition at work: from fulfillment to frustration
Abstract :  Our research focusses on the perceptions an employee could develop when confronted with acts of recognition or non-recognition that he or she or his or her colleagues may have experienced. The theory of social exchange assumes that recognised employees adopt the behaviour expected of them in return. Is this the case when they carry out social comparison processes and consider how their colleagues have been treated? Our research fills in a qualitative gap in the literature on non-monetary recognition and its possible negative effects. Based on messages addressed to staff and/or thank-you walls installed in the company Telco_Plus for public recognition purposes, we mobilised the methodology of participant observation and used general inductive analysis. The analysis of the 26 interviews conducted with the issuers and beneficiaries of these tokens of attention, but also with some of their colleagues who did not benefit from them, invites the manager to reconsider the idea of reciprocity that implies that his subordinates will react positively to the tokens of recognition he shows them. While recognised employees feel fulfillment, they may also feel embarrassment or annoyance at their unrecognised colleagues. Our results encourage the manager to place his or her acts of recognition within a broader framework that integrates the perceptions developed by his team members. They also call for more research on the behaviours arising from such perceptions.
Abstract :  recognition, perceptions, manager, colleagues
Pages :  47-72
DOI :  10.3917/rips1.076.0047.
Type :  Research paper
Title :  Understanding ambiguity strategies of professional clients generating corruption risk: a research-intervention case in the banking sector
Abstract :  Corruption is a very popular topic in France and abroad. However, few academic studies have been conducted on this topic. Leaving aside hypocritical practices, we focus on practices of strategic ambiguity, particularly those of business clients in France. Similarly, we focus on the responses - rarely studied until now - of employees to these ambiguity strategies, which may lead to situations of corruption. Based on the results of a recent longitudinal study on the Italian mafia, the purpose of this article is twofold: (1) to examine theoretically the ambiguity strategies of certain organisations, and (2) to consider the responses of employees to these strategies during business relations with companies. In doing so, we detail and illustrate the different forms that this strategic ambiguity can take, namely opacity which prevents easy understanding, equivocality which uses the diversity of rationalising discourses and absurdity which favours paradoxical reasoning. In the course of our reflection, we also address the issue of organisational silence, while highlighting its implications and limits for the individuals concerned. We base our work on a research-intervention conducted in 2020 in the banking sector with 423 people, mainly managers and top executives, which gave rise to almost one hundred hours of interviews and 31 group interviews.
Abstract :  strategy, ambiguity, corruption, controlling, bank, Sapin II
Pages :  77-100
DOI :  10.3917/rips1.076.0077
Type :  Research paper
Title :  Person/environment fit through the lens of human resource management professionals
Abstract :  Person-environment fit has become a central theme in the HRM and organizational psychology literature. It is essential to understanding the emotions, attitudes and behaviours of employees at work. While its beneficial effects have been widely documented, little attention has been paid to the knowledge and perceptions of human resource (HR) professionals regarding this concept and its inclusion in human resource management practices. The purpose of this article is to examine the knowledge and perception of HRPs with respect to the definition and consequences of individual/environment fit, and then to paint a picture of their integration into practices. It paints a descriptive picture of the definition, use and perception of HR professionals with respect to four types of individual/environment fit: person/job, person/organization, person/group and person/supervisor. The results are based on quantitative and qualitative data collected a questionnaire from 106 HR professionals working in Quebec organizations. They indicate that HR professionnals define fit primarily as the similarity or correspondence of values, and that the inclusion of fit in recruitment activities is based primarily on the dissemination of the organization''s values, vision and mission. When it comes to selection, recruiters'' intuition takes precedence over formal measurement of candidate attributes (values, personality, goals or objectives). HR professionals have a very favorable perception of the impact of fit on work attitudes and behaviors. Person/job is the type of fit that most guides other HR activities (such as training and performance management). In a context where organizations are making considerable efforts to attract and retain employees, this article sheds light on the theory and practice of HR management practices that are deployed to foster person/environment fit.
Abstract :  person-environment fit, human resource management practices, human ressources management professionals, staffing, retention
Pages :  101-126
DOI :  10.3917/rips1.076.0101.
Type :  Research paper
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