Littérature scientifique sur le sujet « Quondam commitment »

Purpose This study aims to examine the process model of quondam commitments (commitments employees used to have, but no longer have). It is part of a new perspective aimed at understanding better the concept of commitment, a powerful determinant of employee retention, by looking at gone commitments. Design/methodology/approach Drawing on a qualitative methodology recommended in the most recent commitment literature, life story interviews (Study 1 – flight attendants) and non-directive interviews (Study 2 – pilots) were conducted. Findings The authors propose a revised process model of quondam commitments, including the possible transformation of a commitment bond into a different type of psychological bond over time. Research limitations/implications The sample sizes are limited because of the qualitative nature of both studies, and the quondam commitment outcomes could only be studied at the individual level. However, the innovative nature of the work offers important contributions and avenues for research. Practical implications This study provides concrete perspectives for hospitality professionals to retain employees who question their relationship with work. Its relevance goes beyond the airline sector and can be applied to the hotel or restaurant industry, looking for solutions to deal with massive attrition. Originality/value This research contributes to filling three gaps identified in the commitment literature. It is one of the very rare studies considering closely both multiple targets and multiple types of psychological bonds. Moreover, it incorporates their dynamics, beyond the commitment bond, and suggests a refined model.

Confronté à un taux de turnover structurellement élevé, le secteur de l’hôtellerie-restauration a été, de surcroît, durement affecté par la crise sanitaire de la Covid 19 et peine encore aujourd’hui à retenir ses salariés. Comment fidéliser ces derniers, dont la passion se heurte aux réalités des conditions de travail ? La littérature souligne que l’implication des salariés au travail est un puissant déterminant de leur loyauté. Nous proposons un détour pour mieux comprendre les ressorts de l’implication en nous intéressant à celles et ceux qui l’ont perdue. A cette fin nous mobilisons le nouveau concept de perte d’implication au travail, défini comme un état psychologique. Nous cherchons ainsi à comprendre et à affiner le processus initial de perte d’implication, en proposant une modélisation pour contribuer aux travaux encore embryonnaires sur ce sujet important dans le champ du comportement organisationnel. Nous avons mené une étude de cas qualitative, s’inscrivant dans un paradigme interprétativiste. Elle s’appuie sur des entretiens semi-directifs permettant de confronter les discours des directeurs à ceux de leurs salariés, complétés par une observation cachée, l’analyse de journaux de bord et d’avis clients. La triangulation des méthodes d’analyse (analyse thématique outillée avec NVivo et analyse statistique des données textuelles avec IRaMuTeQ) permet de renforcer la validité de nos résultats. A travers notre étude qui prend en compte, au-delà du seul lien d’implication, les différents types de liens psychologiques tissés par les individus avec leur univers de travail, nous proposons des apports théoriques, méthodologiques et managériaux originaux
Confronted with a structurally high turnover rate, the hotel and restaurant sector was also severely affected by the Covid 19 health crisis, and is still struggling to keep its employees. How can we retain employees, whose passion for the job comes up against the realities of working conditions? The literature emphasizes that employee commitment is a powerful determinant of loyalty. We propose a new way of understanding the drivers of work commitment, by focusing on the individuals who have lost it. To this end, we use the new concept of quondam commitment, defined as a psychological state. Our aim is to understand and refine the initial process model of quondam commitment, by providing a conceptual model to contribute to the embryonic research on this important topic in the field of organizational behavior. We conducted a qualitative case study, based on an interpretativist paradigm. Semi-structured interviews were used to compare the views of managers with those of their employees, supplemented by covert observation, analysis of participants diaries and customer reviews. The triangulation of analysis methods (thematic analysis with NVivo and statistical analysis of textual data with IRaMuTeQ) strengthens the validity of our results. Through our study, which takes into account not only the commitment bond, but also the different types of psychological bonds developed by individuals with their workplace, we propose original theoretical, methodological and managerial contributions