Documents found
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322.More information
AbstractThis paper deals with “democracy within society” that appears predominantly in our research on social representations of democracy. We have interviewed 110 persons who have a regular access to the public sphere to perceive their understanding of democracy, its many dimensions, and its main stakes. Democracy within society, or democracy as a state of society, is opposed to institutional democracy (that is, political practices and Rule of law) toward which critics abound. Democracy within society is twofold : on the one hand, emphasis on effervescence and reflexivity that crystallize in collective organisations and in debate and communication and, on the other hand, assimilation of democracy to conflict, considered in terms of normality and processes. Moreover, democracy within society needs an actor, the citizen, who does not respond to the call of democracy, as shown in the many social sciences studies of the last decades.
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324.More information
Competency management, which has marked Human Resource Management (HRM) over the last few decades, uses competency models to establish the competencies to be mastered and deployed. These management tools are part of an evolving and interactive organizational context that raises questions, particularly about how to deploy them so that they reflect the competencies effectively deployed and valorized by the stakeholders.These questions underlie a two-step qualitative research design. Firstly, a grounded theory approach was taken that allowed us to identify five propositions coming from writings on management tools and competency models: these are 1-limits of a deterministic approach; 2-interactions between instruments and users; as well as 3) between individuals and work performed; 4-socio-political, psycho-cognitive and symbolic appropriations arising from these interactions; 5-relevance of creating feedback on lived experiences and the revision of competency models. Secondly, additional information providing a theoretical basis for the appropriation processes emerged from an analysis of different streams of thought belonging to the constructivist paradigm.The frame of reference resulting from these two contributions was illustrated, during the second step of the research by four case studies rooted in relevant theoretical contributions, logically related to the appropriation processes, and satisfying methodological standards. Research results indicate that fruitful complementary information can arise from the deterministic and constructivist approaches when the relationships between competencies deployed, competencies included in a competency model, and work requirements are considered.
Keywords: gestion des ressources humaines, référentiel, compétence, déterminisme, constructivisme, human resource management, competence model, competence, determinism, constructivism, gestión de recursos humanos, referencial, competencia, determinismo, constructivismo
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325.More information
The B&B Commission was established to study bilingualism in the federal public service and to recommend measures to improve bilingual services in order to ensure and promote national unity. Two thirds of its 150 recommendations dealt with the federal apparatus and many proposed sweeping changes. For the Commission, minor changes were no longer satisfactory and significant measures, including the creation of bilingual districts and French-language work units, were required so that the public service could reflect and nourish bilingualism and biculturalism throughout Canada. Many recommendations expressed a fundamental mistrust of the “Anglophone” bureaucracy and a lack of faith in its capacity to meet Canada's existential challenges. The Commission's mistrust would be at once confirmed and dispelled by the subsequent actions of the public service. On the one hand, while the commissioners' work was ongoing, the federal apparatus itself put forward a number of changes which the Commission would later recommend. On the other hand, the public service discretely sabotaged the “cornerstone” of the Commission's recommendation, bilingual districts, because it did not appreciate their symbolic value and preferred the incremental measures that had already implemented. Moreover, other recommendations proved problematic. Two lessons can thus be drawn. Firstly, that the B&B Commission had a good understanding of the federal apparatus and, secondly, that the structured implementation of administrative change facilitated the failure of bilingual districts.
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