Victor Y . Haines | Université de Montréal (original) (raw)

Papers by Victor Y . Haines

Gestion, Dec 1, 2006

Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des o... more Dans le contexte de concurrence et de turbulence exacerbees qui caracterise l’environnement des organisations, la capacite de prevenir et de resoudre les conflits internes inherents a l’organisation et a la realisation du travail devient une question de survie. La quete de la flexibilite des entreprises necessite l’introduction de changements majeurs dans l’organisation du travail qui peuvent difficilement etre realises selon le modele traditionnel des relations du travail marque par l’affrontement des interets. C’est ainsi que diverses innovations sociales fondees sur la cooperation, la concertation et le partenariat entre les parties apparaissent. Le patronat y voit une occasion d’accroitre la performance des entreprises, alors que les syndicats y voient une possibilite de democratiser le travail et de perenniser les emplois. Dans cette etude dont les donnees ont ete recueillies au cours des deux dernieres annees, nous nous sommes interesses aux roles cles joues par les representants syndicaux et patronaux qui doivent transformer leurs pratiques et etablir des relations beaucoup plus personnalisees avec leurs vis-a-vis pour que le partenariat puisse etre efficace et permettre de gerer les differends dans les milieux de travail. Le renforcement de l’acces aux informations, l’amelioration de la solidarite syndicale et de la vie democratique, la recherche d’un equilibre entre la cooperation et l’affrontement ainsi que l’adoption de valeurs communes d’honnetete et de transparence sont essentiels au succes du partenariat.

Frontiers in psychology, Mar 26, 2024

Human service organizations, management, leadership & governance, Sep 23, 2015

Although staff turnover is a troubling reality in many sectors, little is known about its consequ... more Although staff turnover is a troubling reality in many sectors, little is known about its consequences in social services. This study conducted within a youth center uses a correlational design to explore these relative to three service-quality variables: length of services, length of stay, and number of subsequent stays. The results suggest an association between staff turnover and an increase in the length of services and the number of subsequent stays and between staff turnover and a decrease in the length of stay. Other variables should be considered when interpreting these relationships.

The authors tested the influence of thirteen human resource management practices on voluntary tur... more The authors tested the influence of thirteen human resource management practices on voluntary turnover rates the following year while controlling for workplace size, the presence of a separate human resources management unit, union density, industry, and region. Analysis of data from 4,160 workplaces representative of Canadian industries found that employer-provided training is associated with higher turnover, whereas internal labor markets and formal dispute resolution procedures are associated with lower turnover. The findings are consistent with predictions that some human resource management practices reduce workers' desire to leave and that training may actually make their leaving easier.

Méthodes & Recherches, 2007

Relations industrielles, 2018

Presses de l'Université Laval eBooks, Apr 21, 2021

BMC Public Health, May 4, 2013

Background: This study advances a measurement approach for the study of organizational culture in... more Background: This study advances a measurement approach for the study of organizational culture in populationbased occupational health research, and tests how different organizational culture types are associated with psychological distress, depression, emotional exhaustion, and well-being. Methods: Data were collected over a sample of 1,164 employees nested in 30 workplaces. Employees completed the 26-item OCP instrument. Psychological distress was measured with the General Health Questionnaire (12-item); depression with the Beck Depression Inventory (21-item); and emotional exhaustion with five items from the Maslach Burnout Inventory general survey. Exploratory factor analysis evaluated the dimensionality of the OCP scale. Multilevel regression models estimated workplace-level variations, and the contribution of organizational culture factors to mental health and well-being after controlling for gender, age, and living with a partner. Results: Exploratory factor analysis of OCP items revealed four factors explaining about 75% of the variance, and supported the structure of the Competing Values Framework. Factors were labeled Group, Hierarchical, Rational and Developmental. Cronbach's alphas were high (0.82-0.89). Multilevel regression analysis suggested that the four culture types varied significantly between workplaces, and correlated with mental health and well-being outcomes. The Group culture type best distinguished between workplaces and had the strongest associations with the outcomes. Conclusions: This study provides strong support for the use of the OCP scale for measuring organizational culture in population-based occupational health research in a way that is consistent with the Competing Values Framework. The Group organizational culture needs to be considered as a relevant factor in occupational health studies.

International Journal of Workplace Health Management, Jun 22, 2012

PurposeThe purpose of this paper is to address the theoretical ordering of the associations betwe... more PurposeThe purpose of this paper is to address the theoretical ordering of the associations between work hours, psychological demands, decision latitude, and psychological distress.Design/methodology/approachA mediation model, predicting that the association between long work hours and psychological distress is mediated by psychological demands and decision latitude, was tested with a representative sample of 7,802 individuals in full‐time paid employment surveyed by a government agency. Structural equation modeling was used and the full mediation model was replicated for subsamples of men and women. The analysis controlled for demographic variables, work characteristics and socioeconomic status.FindingsAs expected, decision latitude is associated with less and psychological demands with more psychological distress. Long work hours are associated with more decision latitude and psychological demands. The association between long work hours and psychological distress is mediated by psychological demands and decision latitude. The mediation process was supported in male and female sub‐samples.Research limitations/implicationsConsidering the weak associations between work hours and psychological strain reported in previous research, the findings of this study support new theorizing about this association. Accordingly, long work hours may be viewed as a distal variable influencing the duration of exposure to psychological demands. The study reported here also underscores the need to further investigate the positive consequences of long work hours within the context of psychological contracts.Originality/valueThis is one of the few studies that conceptualize work hours as something other than an occupational risk factor or as a job demand with a direct impact on psychological strain. It thus provides a new basis for thinking about the process through which long work hours may influence psychological strain.

Gestion, 2004

Distribution électronique Cairn.info pour HEC Montréal. © HEC Montréal. Tous droits réservés pour... more Distribution électronique Cairn.info pour HEC Montréal. © HEC Montréal. Tous droits réservés pour tous pays. La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

Canadian social work review, Jan 18, 2017

Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y ... more Ce document est protégé par la loi sur le droit d'auteur. L'utilisation des services d'Érudit (y compris la reproduction) est assujettie à sa politique d'utilisation que vous pouvez consulter en ligne. https://apropos.erudit.org/fr/usagers/politique-dutilisation/ Cet article est diffusé et préservé par Érudit. Érudit est un consortium interuniversitaire sans but lucratif composé de l'

British Journal of Industrial Relations, Nov 19, 2009

This study examines the challenges met by union representatives (URs) who have to reconstruct the... more This study examines the challenges met by union representatives (URs) who have to reconstruct their traditional role in the context of labour-management partnerships. They are innovators involved in the transition to renewed labour relations. Identity issues and role conflicts are examined through an in-depth analysis of the process involved in assimilating this new role in unionized organizations. The results suggest that URs subordinate the partner role to the interest representation role. Interviews suggest that this enhanced union legitimacy. Some blurring of traditional social categories such as those of employee or employer is possible to the extent that the relations between the actors are founded on interpersonal relations.

Journal of Safety Research, Mar 1, 2001

Problem: Safety incentives, defined broadly as reward techniques used to improve health and safet... more Problem: Safety incentives, defined broadly as reward techniques used to improve health and safety results, do not always produce the desired results. Method: Using structural equation modeling and cross-level analysis procedures, this study investigated the relationships between individual and group-level variables, and reactions to a safety incentive program at a production plant. Results: The data obtained from 329 team members support most of the predicted relationships. At the individual level of analysis, locus of control influenced supervisor ± subordinate relationships, which, in turn, influenced perceived organizational support and reactions to safety incentives. At the group level, the interaction between group cohesiveness, safety norms, and task interdependence had a significant effect on reactions to safety incentives. Discussion: The findings provide some insights into the functioning of safety incentives in a team environment. Impact on industry: These findings indicate that safety incentive programs are more likely to be effective components of health and safety strategies when they are implemented in settings with positive supervisor ± subordinate relationships and within interdependent teams that share safety norms.

Journal of Business and Psychology, Sep 1, 2005

ABSTRACT: This study applies organizational justice principles to human re-source decisions made ... more ABSTRACT: This study applies organizational justice principles to human re-source decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, ...

Journal of Managerial Psychology, Apr 1, 2006

PurposeThe purpose of this study is to address two gaps in the existing literature. The first is ... more PurposeThe purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.Design/methodology/approachIn an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.FindingsWhether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.Research limitations/implicationsAlthough a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.Practical implicationsStudy findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.Originality/valueThis paper offers a significant contribution to the literature on task interdependence and person‐group fit.

Relations industrielles, 2022

Numéro de référence interne originel : a1.6 g 2

International Journal of Human Resource Management, Jan 11, 2017

This study examines the use of the cost/benefit argument by human resources professionals in muni... more This study examines the use of the cost/benefit argument by human resources professionals in municipal sector organizations. The analysis compares their approach to the social influence exercised by line managers. Drawing from critical incidents generated from in-depth interviews, the results suggest that human resources professionals and line managers use the cost/benefit argument in much the same way with greater use of the weak form. Both groups exert influence through rational persuasion in the form of 'light' financial arguments. A second wave of data collection was initiated to add the perspective of city managers relative to the use of this form of rational persuasion by human resources professionals and public works managers. Content analysis of the interviews conducted with city managers was revealing of different views of the public works and human resources departments, suggesting that the use of the stronger form of the cost/benefit argument by human resources professionals may actually be associated with lower influence capability. The adoption of more strategic roles by human resources professionals was facilitated it would seem by the increasing availability of models that express the financial impacts of human capital initiatives (