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ChaireLaboRH_Etatdelart_Distanciation.pdf
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Our organizational contexts are characterized by continuous changes and a growing instability. Therefore, workers and firms encounter more and more difficulties to make plans for the future. The increased needs in terms of flexibility and autonomy may also increase the perceived workload and lead to tense working conditions. There is also a growing concern for a better balance between private and professional lives. If space dedicated to work in one’s life and identity remains important, other areas of life take more and more importance. In this context, we can observe a phenomenon of "distanciation to work", understood as a process of continuous adjustment of one’s distance to work, in terms of individual and collective perceptions, attitudes and behaviours. While there are still few scientific studies on this phenomenon, it is considered as an important issue in a growing number of organizations. Managing this distanciation to work appears as important, in order to: attract, develop and retain talents (more autonomy, more responsibility, competences development...); and limit the negative effects of distanciation (turnover, lack of work perceived utility, disengagement, lack of solidarity...). Les main objectives and questions of the research were to: o understand the phenomenon of distanciation to work and its implications for the organization: on which factors of influence can the organization act to manage it? o identify answers that human resource management can bring to the problems caused by this distanciation to work: which are the means to develop / reinforce ? o highlight innovative practices: what prospective solutions can we propose with regard to the increasing distanciation to work? The report consists of two main parts: 1 ‐ a theoretical and empirical State of the Art; 2 ‐ an empirical study
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Constantinidis, C., Rousseau, A., & Taskin, L. (2014). Le management humain face à la distanciation. https://hdl.handle.net/2078.5/197529