Abstracts
Résumé
S’appuyant sur le modèle AMO (Ability, Motivation, Opportunity) et la Théorie de l’identité sociale, cette étude vise à mieux saisir les mécanismes et conditions d’influence de la relation entre les pratiques ressources humaines (RH) efficaces et la satisfaction au travail. Basée sur les réponses offertes par 201 employés qui ont rempli un sondage électronique durant la pandémie de COVID-19, cette étude apporte trois contributions. Premièrement, elle relève l’effet positif des pratiques RH efficaces sur les niveaux d’engagement et de satisfaction des employés. Deuxièmement, elle souligne le rôle médiateur de l’engagement dans la relation unissant les pratiques RH efficaces à la satisfaction au travail. Troisièmement, elle montre le rôle modérateur de l’identification organisationnelle sur cette première relation. Les implications de ces résultats sont discutées en guise de conclusion.
Mots-clés :
- Pratiques RH efficaces,
- Satisfaction au travail,
- Engagement au travail,
- Identification organisationnelle,
- Modèle de médiation-modérée
Abstract
Drawing on the AMO model (Ability, Motivation, Opportunity) and social identity theory, this study aims to better understand the mechanisms and conditions influencing the relationship between effective human resource (HR) practices and job satisfaction. Based on the responses provided by 201 workers who completed an electronic survey during the COVID-19 pandemic, this study makes three contributions. First, it demonstrates the positive impact of effective HR practices on workers' levels of work engagement and job satisfaction. Second, it highlights the mediating role of work engagement on the relationship between effective HR practices and job satisfaction. Third, it shows the moderating role of organizational identification on this first relationship. By way of conclusion, the implications of these results are discussed.
Keywords:
- Effective HR practices,
- Job satisfaction,
- Work engagement,
- Organizational identification,
- Moderated-mediation model
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Appendices
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