Globalization leads to an extension of the performance content demanded of employees. Consequently, the latter are confronted with an increase of requirements to fulfil, of obstacles to overcome, and, in this context, it seems that to consider oneself capable to respond to such demands is as important as one’s objectively possessed abilities. Numerous research has shown the beneficial aspects of a high perceived self-efficacy. These beneficial aspects and the variable distribution of the level of this feeling among populations led us to hypothesize the normative nature of this perceived self-efficacy. Three populations (line managers, non-managerial employees and students) have responded to a questionnaire on perceived self-efficacy. The executives were asked to indicate, for each item, whether they would appreciate (or not) an employee adopting the behaviour listed in the item; the non-executives were required to indicate the degree to which each proposal corresponded to their usual behaviour, and the students were asked to select the items that an employee should tick off in order to be well seen (vs. badly seen) by their supervisor. Our results confirm our hypothesis: managers significantly appreciate employees who show a high level of perceived self-efficacy (SEP). We also note that adopting such behaviours is effective among non-executives, meaning that, if we take into consideration the fact that self-presentation with neutral instructions often produces socially desirable responses, the employees are aware of this valorisation. Finally, we see that such awareness is directly confirmed by our third population, i.e., by the fact that the future employees, in this case the students, are indeed aware of this valorisation.

In responsible management, managerial efficiency and sustainable development meet and influence each other. In order to give meaning to their organisation, to respect and look after their collaborators, a manager must promote a set of values on a personal, organisational and societal level. The purpose of this paper is to study the social value attributed to responsible management by students of a technical university. We have therefore undertaken to study a set of seven values attributed to responsible management and, more precisely, their utility and social desirability on a personal, organisational and societal level. The values have been operationalized with personality descriptors. The 60 participants in this study are students from a Romanian technical university. They had to assess, on four scales of seven points each (two for desirability and two for social utility), the value of a person characterised by one of the seven values attributed to responsible management. The results show us that efficiency is the value perceived by the students as being the most desirable for responsible management, and that in terms of social utility, agility is the most appreciated value. We found that there is indeed an effect of the context in which these values are perceived. Efficiency, audacity, dedication and integrity are perceived as more useful at an organisational level, while solidarity was perceived as more useful on a societal level. At the organisational level we also found a gender effect, in the sense that women appreciate people who are efficient, have integrity or are humble more than men do.

Les salariés qui s’éloignent des normes des employeurs lorsqu’on leur demande de donner la meilleure image d’eux-mêmes se perçoivent-ils conformes au salarié-idéal en matière de savoir-être ? Cette distance socionormative est-elle volontaire ou bien est-elle due à un manque de clairvoyance normative ? Cet article présente les résultats d’une étude qualitative menée auprès de 45 salariés en formation continue répartis en quatre groupes en fonction de l’écart de leurs scores au questionnaire Q-ISAT avec le positionnement des employeurs issu des travaux de Pasquier (2001a). La collecte des données a consisté ensuite à leur demander de répondre à trois questions ouvertes par écrit dans un temps limité à 20 minutes pour chacune afin d’explorer leur conformité perçue au salarié idéal. Il a ensuite été procédé à une analyse de contenu. Le dispositif de recherche mis en place a permis d’identifier le rôle joué par deux variables : « l’hétéro/autocentration » opposant un référencement à autrui ou à soi-même dans dans la définition du salarié idéal, et « l’acceptation du principe d’adaptation ». Les limites et les apports de ces résultats sont ensuite discutés.

Vouloir comprendre la cause d'un phénomène ou du comportement d'autrui, c'est chercher à l'expliquer. Il est alors possible de se fier à son intuition. Mais en découvrant que l'on est capable d'appliquer les principes de base de toute science, on peut aussi décider d'utiliser la démarche des scientifiques et ainsi aboutir à plus d'exactitude Cet ouvrage, qui s'appuie sur de nombreuses situations concrètes, a pour objectif de montrer que la science, c'est simple, et que tout le monde peut rapidement utiliser sa méthode. Cet ouvrage donne aussi des clés pour répondre aux difficultés les plus fréquentes évoquées par les étudiants et pour les aider dans la préparation de leurs examens et la réussite de leurs études.

In this study, we were interested in the behaviors of individuals who preserve the social and organizational environment by ensuring sustainability. More specifically, we are interested in allegiant behaviors. Numerous studies have highlighted the normative character of allegiance. Therefore, we questioned the value attributed to allegiance. We questioned 170 employees on social values that they attribute in terms of desirability and utility to a future colleague (subordinate or peer) starting from the responses that these future colleagues were supposed to have submitted to an allegiance questionnaire. It was observed that desirability and utility make reference to two independent dimensions, utility being often more important. It was also noted there is greater severity assigned to endo-group targets (future peers) than to exo-group targets (future subordinates). Finally, it was noted that there was not so much a valuation of allegiant targets, but rather a rejection of rebel targets, which raises the question of the bi-dimensionality of the valuation-devaluation process.