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Encore une année de vaches maigres pour les salaires. Il est probable que ce ne soit pas la dernière. Comment les dirigeants peuvent-ils continuer à motiver leurs équipes lorsque le levier de la rémunération leur fait défaut ? Dans cet article de fond, Christophe Bys de l’Usine Nouvelle recense quelques-unes des techniques mises en œuvre par les entreprises.

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Se passerait-il quelque chose au Royaume de France ? Les Français aiment les entreprises et n’hésitent plus à le dire. Et pas qu’un peu. Sondés par Ipsos Steria, ils sont près de 90 % à en avoir une opinion positive. Ils n’étaient qu’un peu plus de 50 % il y a dix ans à penser la même chose.


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C’est la sixième fois que L’institut de sondages BVA s’associe au magazine Liaisons Sociales et au groupe BPI pour réaliser la grande enquête internationale de l’observatoire du travail. Le thème de cette sixième édition est de savoir si la question de l’engagement des salariés est uniquement un problème de pays riches. 5000 salariés de plus de 12 pays ont répondu à cette enquête.


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30% des salariés Américains sont réellement engagés dans leur travail. Stimulés par des managers dynamiques, ils aiment leur entreprise et lui donnent le meilleur d’eux-mêmes. 20% des employés Américains détestent leur travail. Ils méprisent leurs managers et mettent un point d’honneur à ne pas s’engager pleinement dans ce qu’ils font. Pire, ils s’arrangent pour démobiliser aussi leurs collègues. Les 50% de salariés restant ne sont ni engagés ni désengagés. Managés de manière médiocre, ils restent indifférents à leur travail et se contentent d’être là. Voilà quelques-uns des chiffres surprenants révélés par une enquête de l’institut Gallup intitulée : STATE OF THE AMERICAN WORKPLACE. Cette étude complète a le mérite de souligner l’impact du facteur humain sur les performances économiques des entreprises.


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Depuis le 18 novembre, date de lancement de l’Observatoire de l’Engagement, nous avons reçu beaucoup de retours encourageants. De nombreuses personnes saluent notre initiative et désirent lancer un débat de fond sur la question incontournable de l’engagement. Cela nous encourage fortement à développer les actions de notre Observatoire. Parmi les remarques qui nous ont été soumises trois méritent déjà d’être mentionnées. – L’engagement des salariés est perçu comme le nouveau sésame de la performance durable des entreprises. – L’engagement des salariés est conditionné de manière déterminante par le contexte socio culturel dans lequel ils évoluent. Les résultats obtenus pour un pays comme la France ne sont pas transposables à d’autres pays ou continents.

L’engagement doit être resitué dans un contexte où les salariés sont souvent connectés et joignables 7 jours sur 7. Dans ce contexte la notion d’engagement prend une toute autre dimension. Dès janvier 2015, nous reviendrons vers vous avec un nouveau programme. Vous serez encouragés à l’enrichir par vos critiques et vos suggestions.

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Travailler au XXI ème siècle : Des salariés en quête de reconnaissance
De Maëlezig Bigi, Olivier Cousin, Dominique Méda, Laetitia Sibaud, Michel Wieviorka
Edition Robert Laffont

L’ouvrage collectif Travailler au XXI ème siècle réunit les contributions de plusieurs chercheurs en sociologie du travail dont Dominique Méda et Michel Vieworka autour de la problématique peu explorée de la reconnaissance des salariés. Ce livre présente un intérêt d’autant plus grand qu’il restitue ce nouveau champ d’études de la reconnaissance dans le courant d’idées qui a traversé ces dernières décennies. Ce livre est également remarquable par la richesse des verbatim de salariés (extraits des interviews) placés en illustration et en support des différents chapitres du livre.
Les auteurs nous rappellent que le management des années 1980 et 1990 avait pour objectif principal de libérer et de mobiliser individuellement les travailleurs pour les inciter à s’engager dans une logique gagnant/gagnant avec les directions d’entreprise. Cette « révolution managériale » n’a cependant pas débouché, sur les résultats annoncés. Des pratiques tayloriennes ont en effet perduré au sein de nombreuses entreprises à la recherche d’optimisation. D’autre part, la question sociale s’est transformée. Au final, les nouvelles formes de mobilisation individuelle et collective ont porté atteinte à l’intégrité morale et physique des salariés. Elles ont engendré de la fatigue, de la violence, de la souffrance, et du stress.
Depuis quelques années d’autres approches s’élaborent pour tenter de penser différemment le sens porté au travail et de se doter de nouveaux instruments d’action managériale. C’est dans cette perspective que l’on voit émerger la thématique de la reconnaissance. Elle apparaît comme la résultante de la promesse faite par les entreprises de valoriser les talents des salariés et de répondre à leur désir de voir reconnues leur contribution et leur singularité.
Aux Etats Unis, une littérature managériale qui s’appuie sur des travaux portant sur la motivation, soutient que la dynamique d’engagement engendrée par le besoin de reconnaissance produirait des bénéfices durables : amélioration de l’ambiance au travail, augmentation de la productivité, baisse du stress, de l’absentéisme, du turnover et des coûts afférents.
Mais qu’entend –t-on par « reconnaissance » ? Pour les auteurs, la notion de reconnaissance recouvre en réalité quatre grandes dimensions :
– La première dimension est l’intérêt porté au travail en lui-même ; la fierté du produit réalisé. Une activité ennuyeuse ou dégradée peut engendrer un vif sentiment de mépris et de déconsidération.
– La seconde dimension est la perception de la prise en compte par les managers et par l’entreprise des efforts et des contributions des salariés. En arrière fond, cette interrogation permanente : « Suis-je traité équitablement ? »
– La troisième dimension s’enracine dans le caractère relationnel de la reconnaissance. C’est le regard et l’appréciation de l’autre sur ma production et ma contribution. Cet autre est entendu au sens large : mes collègues, mon responsable hiérarchique, mais aussi le client ou l’usager.
– La quatrième dimension a trait à la prise en compte de l’ensemble de ma singularité : ma trajectoire, mes aspirations, mon équilibre de vie personnel/professionnel mais aussi mon sexe ou ma couleur de peau.
Le management joue bien évidemment un rôle clé. Et les auteurs de souligner le paradoxe, à l’heure où fleurissent les discours sur la reconnaissance, d’un management de contrôle plus que de confiance, où les activités de reporting, jugés comme chronophages, n’incitent pas les managers à prodiguer des marques d’attention à leurs équipes.
A contrario un « bon manager » sait avant tout se montrer prévenant et le montrer : il est apprécié car il est capable de féliciter et d’encourager ses subordonnés.
Les entretiens auprès des salariés font nettement ressortir l’importance de l’évaluation dans la dynamique de la reconnaissance. Le principe fort qui ressort de ces témoignages, c’est que plus on s’éloigne des modèles de management fondés sur le métier et la compétence, plus les évaluations effectuées par les managers semblent injustes, voire absurdes. C’est également le cas pour les critères d’attribution des récompenses individuelles (notamment les primes et autres gratifications) lorsque ceux-ci échappent au management de proximité et sont régulés par des DRH lointaines.
Comment les salariés réagissent-ils aux signes de reconnaissance positifs ou négatifs qui leurs sont adressés ?.
Transposant le modèle d’Albert Hirschman pour comprendre le comportement des consommateurs mécontents, les auteurs caractérisent trois profils types : La sortie ou le renoncement (Exit), la prise de parole critique (Voice), la fidélité à l’entreprise ou à l’organisation (loyalty).
Au cœur de la loyauté on retrouve des salariés profondément attachés à l’entreprise. Ils ressentent un sentiment de fierté et sont sensibles au contrat -au sens large- qui les unit à l’entreprise. Partir, chercher ailleurs (exit), constitue la réponse logique et rationnelle de ceux qui ne sentent pas reconnus et dont la loyauté n’a été récompensée ni sur le plan professionnel ni sur le plan symbolique.
D’après les entretiens réalisés, il conviendrait de compléter cette liste par un quatrième profil: l’apathie. Ce nouveau profil caractériserait des salariés qui profitent du statut tout en n’adhérant pas à la finalité de la relation, en ne contribuant que peu ou mal à la réalisation des objectifs et en ne prenant pas d’initiatives.
Au total Travailler au XXI ème siècle est un bel ouvrage de référence qui nous rappelle que le travail reste central en tant que facteur d’intégration sociale et d’estime de soi. La reconnaissance est au cœur des dynamiques d’engagement et à ce titre les auteurs apportent des repères précieux et souvent congruents à la réflexion.

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Les experts sont unanimes. La reconnaissance serait le levier idéal pour favoriser la motivation et l’engagement des salariés. Au moment où l’institut Gallup révèle le taux dramatiquement bas des salariés européens, on peut se demander pourquoi celui-ci n’est pas plus largement utilisé.
Isaac Getz, professeur à l’ESCP Europe et co-auteur de Liberté & Cie, apporte un élément de réponse.
Les salariés attendent peut-être autre chose que de la reconnaissance…

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Matt Palmquist est un journaliste américain qui fait autorité en matière de management, de stratégie et de gestion des ressources humaines.
Dans cet article, il remet en cause l’idée très répandue selon laquelle les liens d’amitié entre collaborateurs favoriseraient l’efficacité et la productivité au sein des entreprises. En se fondant sur les résultats d’une étude parue dans le n°5 de l’European Management Journal, M. Palmquist démontre qu’une trop grande familiarité entre les membres d’une équipe aboutit au résultat inverse.
Elle constitue un obstacle à la réflexion collective et ralenti l’émergence de nouvelles idées ainsi que l’élaboration de nouvelles stratégies.

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Le bonheur au travail : un sujet qui n’a rien d’évident.
Journaliste à L’Express, spécialiste des risques psycho-professionnels, Vincent Olivier explore dix pistes pour mieux vivre sa vie professionnelle.
Réussir ce pari suppose de tenir compte de paramètres très variés. Cela suppose d’identifier ses motivations profondes, de connaître ses limites, de cultiver l’art de mettre ses émotions à distance… Des conseils judicieux s’appuyant sur les travaux de nombreux coachs et psychologues.

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