Arrière plan

Objectifs

 The protocol that this research proposes is in line with the current of the literature to bring a new interventional approach to organizational behavior in times of change. The deployment of a Jobcrafting program (Wrzesniewski & Dutton, 2001; Tims & Bakker, 2010) was considered to compensate for the company's loss of productivity after a major change, which had a negative impact on its economic performance. Using the JD-R model (Bakker & Demerouti, 2001), job requirements and resources were put into perspective to identify global performance levers. Improving performance had to be with regard to the occupational health of all staff. The context of intervention in the tertiary sector concerns an associative accounting firm which underwent an organizational and technological change (modification of the means of production) between 2018 and 2020. The managerial transformation has been ongoing since 2019. The interventions are part of this approach to developing organizational and individual responses.The impact of the intervention on employee commitment and on the quality of life at work for managers and employees was measured. 

Méthode

 The proposed protocol considered a double-entry intervention with an intervention for managers (N=15) in the engaging leadership approach (Schaufeli, 2015). Then, interventions for collaborators (N=32) in the practice of Jobcrafting were part of a longitudinal study, proposing four interventions spread over a year, as well as the drafting of the action plan in pairs of peers, validated by the manager. The interventions made it possible to identify strengths and complementary resources. 

Résultats

 Three measures were taken: before the intervention, at the end of the intervention and one year after the end of the intervention. The data is being processed. A control group is identified (N=83). 

Conclusion

Last conditions of intervention, to our knowledge, have never been tested to date in scientific research.