Auswahl der wissenschaftlichen Literatur zum Thema „Classements employeurs“

Au cours des dernières années, les salariés ont semblé plus nombreux à critiquer leur employeur sur la place publique. Faut-il voir dans l’augmentation du nombre de salariés dénonciateurs le signe d’une pénétration croissante du champ du droit du travail par la liberté d’expression, venue ainsi modifier l’étendue de l’obligation de loyauté du salarié ? En vue de répondre à cette question, les auteurs ont constitué un échantillon de décisions rendues à partir de 1976 — année de l’entrée en vigueur de la Charte des droits et libertés de la personne — jusqu’en 2006, décisions laissant voir le confit potentiel entre l’obligation de loyauté et la liberté d’expression de la personne salariée. Les décisions comprises dans l’échantillon ont fait l’objet d’un classement selon différents critères. Le texte qui suit expose les résultats de l’analyse. Il appert que la hausse notable du nombre de salariés dénonciateurs ne s’explique pas surtout par l’élévation de la liberté d’expression au rang de valeur constitutionnelle. D’une part, même depuis l’entrée en vigueur des chartes québécoise et canadienne, la jurisprudence demeure très stricte à l’endroit des salariés dénonciateurs. D’autre part, les salariés qui se voient reprocher un manquement à l’obligation de loyauté pour avoir critiqué publiquement leur employeur sont encore peu enclins à plaider leur liberté d’expression, tandis que les instances juridictionnelles qui ont à décider de leur sort se révèlent relativement peu portées à prendre en considération cette garantie fondamentale. Les auteurs considèrent que les plaideurs devraient mieux intégrer la garantie de la liberté d’expression à leur argumentation de façon à mettre en place les conditions nécessaires au développement d’une jurisprudence axée davantage sur les droits de la personne au travail et empreinte des valeurs fondamentales qui y sont sous-jacentes.

Purpose The purpose of this study is to identify and analyze the key barriers to lean implementation in the construction industry using interpretive structural modeling (ISM) and Matrice d’ Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis. Design/methodology/approach In this study, 13 barriers to lean construction (LC) have been identified through extensive review of literature and subsequently eliciting expert opinions. A proper hierarchy and contextual relationship of the barriers have been developed using ISM, and based on the driving and dependence power of the barriers, three groups of barriers have been found using MICMAC analysis. Findings Cultural differences are found to be the most important barrier to LC, whereas employees’ resistance to change and lack of performance measurement systems are the least significant barriers. Research limitations/implications The work is limited to literature review and experts’ opinion, and the model may be tested using structural equation modeling to verify the relationship of the barriers. Practical implications This ISM-based model would help the decision-makers, researchers and practitioners to prioritize and manage these barriers by better utilizing their resources for eliminating or minimizing the barriers to lean implementation. Originality/value The study of barriers to LC through an ISM-based model and the classification of barriers is a new attempt in the field of construction.

Purpose The purpose of this paper is to develop and validate a model for key barriers to lean implementation in the Indian coal mining industry. Design/methodology/approach Interpretive structural modeling (ISM) has been used to develop a proper hierarchy and contextual relationship of key barriers to lean implementation in the Indian coal mining industry through literature review and expert opinion which is followed by the classification of barriers using Matrice d’ Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) and questionnaire-based survey to validate the ISM model using structural equation modeling (SEM). Findings In this study, 14 key barriers to lean implementation in the Indian coal mining industry have been identified, modeled and analyzed. The lack of top management commitment, financial constraints and lack of inter-departments co-ordination are found to be the most important barriers to lean implementation in the mining industry. The ISM-based model is validated using the SEM. Research limitations/implications The analysis of data represents that relatively more participants were from the mines located in eastern India and the maximum participants were managers and executives holding different levels (lower, middle or upper), although key participants in different mines were encouraged to distribute the survey to other employees also. Practical implications This model on lean barriers would help the decision makers, researchers and practitioners to anticipate potential barriers to lean implementation and support the existing academic research on lean. Accordingly, the focus on the lean barriers can be prioritized for the better utilization of the available resources for eliminating or minimizing the barriers. Originality/value This paper is an original contribution of analysis of the lean barriers in Indian mining industry using the integrated ISM–MICMAC and SEM approach.

Purpose Organisations today seek high engagement levels from their employees for their superior performance amid the highly competitive environment. The purpose of this paper is to examine the role of positive deviance facilitators (PDFs) in enhancing employee engagement at work. Design/methodology/approach The study adopts the interpretive structural modelling (ISM) and Matrice d’Impacts Croisés-Multiplication Appliquée á un Classement (MICMAC) analysis to understand the process of how positive deviance may fuel employee engagement in an organisation. Because of the lack of empirical evidence on the relationship between employee engagement and positive deviance, ISM approach was adopted as it helps in understanding the subjective experience and learnings of experts involved in the field. The MICMAC analysis classifies the relevant factors into four clusters and helps in understanding the dynamics involved. Findings Based on the opinions shared by industry and academia experts, a structural model was developed to understand the hierarchy and interactions among the eight PDFs leading towards employee engagement. Research limitations/implications The study offers both theoretical and practical implications. The model developed in the current study could be used as a base model for future studies concerning employee engagement and deviance. The importance of human resource management practices in fuelling positive deviance and employee engagement is also highlighted. The study discusses various practical implications for human resource managers and top management. Originality/value The literature on positive deviance at work is still at a nascent stage. Empirical studies on deviance largely focus on the destructive/negative side of workplace deviance, and studies on positive outcomes from workplace deviance are rare. This present study provides a unique opportunity to understand how positive deviance can be used to enhance the engagement levels of employees.

Purpose This paper intends to discover, analyze and construct a model that may be used to measure the interactions between major factors which are identified by expert opinion and literature review for sustainable maintenance specific to manufacturing industries using the total interpretive structural modeling (TISM) approach. Design/methodology/approach In total, 12 factors were acknowledged from the literature review and the opinions of experts from manufacturing industries. Scheduled interviews with the employees were conducted by using the questionnaire which is developed from the identified 12 factors in order to find the interrelationships among these factors. The TISM approach is used for analyzing factors' interrelationships. The Matrice d'Impacts Croises Multiplication Appliques a un Classement (MICMAC) approach is used to identify the key factors which influence sustainable maintenance. Findings This paper found 12 factors that have ascendancy over the sustainable maintenance practices in the industry by reviewing the literature and consulting industry experts to realize the linkage between the factors. The results found that availability rate, adopting government policies, training and education are key factors that influence sustainable maintenance. Practical implications The proposed model would be valuable for experts to understand the factors influencing sustainable maintenance in the industry. This model can be used by an organization's maintenance managers to implement sustainable maintenance practices in their plants. Originality/value This study analyzes the interrelationship between factors influencing sustainable maintenance in manufacturing industries, which is a new effort in this domain of practice.

PurposeThe study aims to investigate the barriers in implementing social distancing at the workplace as an aftermath of the COVID-19 pandemic period.Design/methodology/approachStudy design consists of a review of literature, data collection and analysis. It encompasses identification, verification and analysis of the relationships among the barriers. Data have been collected from a panel of experts on matrix-type questionnaires from workplaces. Interpretive structural modeling (ISM) augmented with “Matrice d' Impacts Croise's Multiplication Appliquée a UN Classement (Cross Impact Matrix Multiplication Applied to Classification)” (MICMAC) for structural analysis.FindingsThe literature has identified twenty major barriers to implementing social distancing at the workplace. The research findings reveal/show that the barrier “matter of disrespect” occupies the bottom level in the ISM model. Therefore, it is the most critical barrier; whereas, employees with disabilities and “herding culture” are crucial as they occupy the next lowest level, therefore, are crucial. Moreover, there are ten barriers positioned in the middle of the model having moderate-severe effects, and seven falls on the top level of the model having relatively less severe effects. Results of MICMAC affirm and avow the results of ISM.Research limitations/implicationsThe study will have profound theoretical and practical implications for stakeholders since it provides lot of new useful and valuable information, gives relational insights and determines priorities subject to usual limitations of survey research.Originality/valueIt is an original attempt to make some sense of practicability of social distancing for stakeholders including policymakers, frontline health workers and public at large.

PurposeThe Indian manufacturing sector currently contributes 16–17% to gross domestic product (GDP) and gives employment to around 12% (2014) of the country's workforce. Among the various initiatives planned under Atma Nirbhar Bharat and “Make in India”, the Indian government aims to increase the share of the manufacturing sector to country's GDP to 25% by 2025. To ensure sustainable growth of the Indian manufacturing industries in global market, successful and implementation of strategies such as lean manufacturing, green manufacturing along with six sigma are crucial. This research aims at identification and analysis of barriers to successful implementation of integrated Lean Green Six Sigma (LG&SS) strategies.Design/methodology/approachBased on an evaluative literature review and expert's opinion, this research identifies 18 barriers to lean, green and six sigma implementation in the manufacturing industry in India. The inter-relationships among the barriers is identified using an integrated approach of ISM (interpretive structural modelling) and Fuzzy Matrice d’Impacts Croisés Multiplication Appliquée á un Classement (MICMAC).FindingsISM helps to derive key managerial insights and implementation plan based on the identified inter-relationships among the barriers. Fuzzy MICMAC analysis classifies the barriers into four categories, namely, autonomous, driver, dependent and linkage to understand their relative impact on the implementation of LG&SS practices in the Indian manufacturing industry. “Lack of cooperation and mutual trust between management and employees”, “The scarcity of time and work pressure”, “lack of continuous improvement work culture” and “lack of cooperation from suppliers” that forms the top most level of the model. “Weak legislation” is a highly significant barrier to LG&SS implementation in the Indian manufacturing industries.Practical implicationsIt is expected that the findings of this research will help the Indian manufacturing industry to derive a sustainable competitive advantage through an effective implementation of LG&SS practices.Originality/valueThis study can be seen as the first attempt in investigating barriers to successful implementation of lean, green and six sigma strategies in the Indian manufacturing industries using ISM and fuzzy MICMAC analysis.

PurposeBlockchain is one of the most significant emerging technologies that is set to transform many aspects of industry and society. However, it has several major technical, social, legal, environmental and ethical complexities that offer significant challenges for mainstream use within the public sector. The coronavirus disease 2019 (COVID-19) pandemic has compelled many public sector employees to work remotely, highlighting a number of challenges to blockchain adoption within the Indian context signifying the pertinence of this research topic in the post-pandemic era. This study offers insight to researchers and policymakers alike on how such challenges are interdependent within this important subject.Design/methodology/approachWe explored 16 unique sets of challenges selected from the literature and gathered data from nine experts from government settings, healthcare and education sectors and academia who have significant knowledge and experience of blockchain implementation and use in their respective organisations. The implementation of Interpretive Structural Modelling (ISM) and Matriced' Impacts Croise's Multiplication Appliquée a UN Classement (MICMAC) provided a precise set of driving, linkage and dependent challenges that were used to formulate the framework.FindingsThe developed ISM framework is split into six different levels. The results suggest that the bottom level consists of challenges such as “Lack of standards (C9)” and “Lack of validation (C10)” form the foundation of the hierarchical structure of blockchain adoption. However, the topmost level consists of a highly dependent challenge termed “adoption of blockchain in the public sector (C16)”. The research filters the selected set of five challenges to develop a parsimonious model and formulated six propositions to examine the impact of “lack of standard (C9)”, “lack of validation (C10)” on “security issues (C3)” and “privacy concerns (C2)”, which eventually determine individuals' “reluctance to use blockchain technology (C12)”.Originality/valueThis research fills a key gap in exiting research by exploring the key challenges in blockchain adoption within the public sector by developing a valuable framework to model this important topic. To the best of our knowledge, this is the first paper to address these challenges and develop a parsimonious model for challenges of blockchain adoption in the public sector settings.

La confiance peut jouer un rôle de coordination intra-organisationnelle, source de performance économique. Au sein de la théorie de l'échange social, le management est un pivot entre les attentes des collaborateurs et celle des actionnaires. Il peut initier une confiance, qui, agrégée au niveau organisationnel, est un capital relationnel, source d'avantage concurrentiel. Cette recherche mobilise le classement de confiance Great Place To Work® pour étudier ce phénomène. Trois bases de données différentes sont combinées au niveau individuel puis agrégées au niveau organisationnel pour mener une étude longitudinale sur 5 années. Des analyses factorielles exploratoires ont permis d’introduire une nouvelle échelle de confiance envers le management. Des régressions hiérarchiques linéaires mettent en exergue un accroissement du capital relationnel chez les best workplaces mais de façon plus hétérogène. Un second échantillon, aléatoire, permet d’adresser des effets d’endogénéité ainsi que de discriminer les organisations présentant des niveaux de capital relationnel supérieur à la normale chez les organisations qui ne sont pas labellisées best workplaces. En procédant à des appariements par score de propension avec des entreprises issues d’un troisième échantillon indépendant, nous constatons une performance économique supérieure à la normale. Nous contribuons à une littérature relativement silencieuse sur un capital relationnel source d'avantage concurrentiel. Les implications managériales de cette recherche sont principalement dédiées aux actions managériales. Enfin, nos résultats et nos limites appellent à de futures contributions sur le rôle du management
Trust may play an intra-organizational coordination role, source of economic performance. We investigate the pivotal role of management between employees and shareholders expectations. We adhere to social exchange theory positioning management as an initiator of trust, that - when aggregated at the organizational level into a relational capital - constitutes a source of competitive advantage. We consider Great Place To Work® rankings based on trust as an accurate empirical field. We combine three different databases to conduct research at the individual level, and we aggregate data at the organizational level to conduct longitudinal research (i.e., over 5 years). First, we proceed with an exploratory factor analysis to introduce a new trust in management scale. Second, we cluster trust in management into a relational capital and proceed with hierarchical linear modelling to conclude that best workplaces generate more heterogeneous capital than organizations that did not make the list. Third, we rely on a random sample to address endogeneity issues and identify organizations experiencing above-normal levels of relational capital. We conduct propensity score matchings to compare their return on assets with similar organizations. We find that organizations with above-normal levels of relational capital outperform their competitors. We contribute to a silent literature on heterogeneous relational capital as a source of competitive advantage. Research implications are addressed to improve management actions towards employees. Finally, our findings and limitations call for future research on the role of managers, generating a heterogeneous relational capital