Suchergebnisse

Environmental changes have challenged the traditional career model. Employability is now taking a strategic dimension by appearing as the new job security and a source of competitive advantage. By developing the employability of its employees, the organization offers the opportunity of a career without frontiers without being able to ensure a return on investment.How can an organization that develops employability retain its employees?The public sector must now face a "hyperoptimisation" of its resources. In Corsica, this led to the creation of the Single Community of Corsica on 1 January 2018. The development of employability and the fidelity of employable agents are essential to move towards the pooling of resources and the transfer of skills. The Departmental Council of Haute-Corse was selected to carry out the empirical part of this study.The architecture of research is based on a mixed method, triangulation. She is justified by the complexity of the object of research and the multifocal approach chosen. The quantitative study consists of testing and verifying the hypotheses, the qualitative study downstream, aims to clarify and understand the phenomenon studied.In order to meet the challenge of "hybridization", the development of employability and the fidelity of employable agents seem essential to provide a quality public service. The results of the quantitative approach verified the positive action of the feeling of employability on the organizational fidelity of the agents, through the prism of the feeling of self-efficacy. The qualitative approach emphasizes the key role of the manager, the indirect nature of organizational fidelity and the interferences of the political sphere on the administrative sphere.The results of this work open up new research perspectives. In particular, it reveals the importance of coaching and promoting the agent in his development process. This study also highlights the indirect nature of organizational loyalty within the territorial civil service. Indeed, the relationship between the feeling of self-efficacy and organizational fidelity seems to be determined by a mediating effect of the feeling of belonging that gives meaning to the actions of the agent and links him to a community. ; Les évolutions environnementales ont remis en cause le modèle de carrière traditionnel. L'employabilité prend désormais une dimension stratégique en apparaissant comme la nouvelle sécurité de l'emploi et une source d'avantage concurrentiel. En développant l'employabilité de ses collaborateurs, l'organisation offre l'opportunité d'une carrière sans frontière sans pour autant pouvoir s'assurer d'un retour sur investissement.Comment une organisation qui développe l'employabilité peut-elle fidéliser ses collaborateurs ?Le secteur public doit désormais faire face à une « hyperoptimisation » de ses ressources. En Corse, cela a abouti à la création de la Collectivité Unique de Corse au 1er janvier 2018. Le développement de l'employabilité et la fidélisation des agents employables apparaissent essentiels pour tendre vers la mutualisation des moyens et le transfert de compétences. Le Conseil Départemental de Haute-Corse a été retenu pour réaliser la partie empirique de cette étude.L'architecture de la recherche s'appuie sur une méthode mixte, la triangulation. Cette dernière est justifiée par la complexité de l'objet de recherche et l'approche multifocale retenue. L'étude quantitative consiste à tester et vérifier les hypothèses, l'étude qualitative en aval, vise à préciser et comprendre le phénomène étudié.Afin de relever le challenge de « l'hybridation », le développement de l'employabilité et la fidélisation des agents employables semblent essentiels pour offrir un service public de qualité. Les résultats de la démarche quantitative ont vérifié l'action positive du sentiment d'employabilité sur la fidélité organisationnelle des agents, via le prisme du sentiment d'efficacité personnelle. L'approche qualitative souligne le rôle clef du manager, le caractère indirect de la fidélité organisationnelle et les interférences de la sphère politique sur la sphère administrative.Les résultats de ce travail ouvrent de nouvelles perspectives de recherche. Il révèle notamment l'importance de l'accompagnement et de la valorisation de l'agent dans son processus du développement. Cette étude souligne également le caractère indirect de la fidélité organisationnelle au sein de la fonction publique territoriale. En effet, la relation entre le sentiment d'efficacité personnelle et la fidélité organisationnelle semble déterminée par un effet médiateur du sentiment d'appartenance qui donne du sens aux actions de l'agent et le rattache à une communauté.

Environmental changes have challenged the traditional career model. Employability is now taking a strategic dimension by appearing as the new job security and a source of competitive advantage. By developing the employability of its employees, the organization offers the opportunity of a career without frontiers without being able to ensure a return on investment.How can an organization that develops employability retain its employees?The public sector must now face a "hyperoptimisation" of its resources. In Corsica, this led to the creation of the Single Community of Corsica on 1 January 2018. The development of employability and the fidelity of employable agents are essential to move towards the pooling of resources and the transfer of skills. The Departmental Council of Haute-Corse was selected to carry out the empirical part of this study.The architecture of research is based on a mixed method, triangulation. She is justified by the complexity of the object of research and the multifocal approach chosen. The quantitative study consists of testing and verifying the hypotheses, the qualitative study downstream, aims to clarify and understand the phenomenon studied.In order to meet the challenge of "hybridization", the development of employability and the fidelity of employable agents seem essential to provide a quality public service. The results of the quantitative approach verified the positive action of the feeling of employability on the organizational fidelity of the agents, through the prism of the feeling of self-efficacy. The qualitative approach emphasizes the key role of the manager, the indirect nature of organizational fidelity and the interferences of the political sphere on the administrative sphere.The results of this work open up new research perspectives. In particular, it reveals the importance of coaching and promoting the agent in his development process. This study also highlights the indirect nature of organizational loyalty within the territorial civil service. Indeed, the relationship ...