Ahmed Khalil Ben Ayed | University of Ottawa | Université d'Ottawa (original) (raw)

Papers by Ahmed Khalil Ben Ayed

Psychologie Du Travail Et Des Organisations, Jun 1, 2018

This article reports the results of a study that examines the effects of job engagement and organ... more This article reports the results of a study that examines the effects of job engagement and organizationbased self-esteem on career satisfaction. Career satisfaction was measured at three separate times: at the same time than the predictor variables, and six months and one year later, respectively. Based on a sample of 294 respondents from various organizations at Time 1, 154 at Time 2, and 117 at Time 3, the analyses indicate that work engagement exerts a positive and relatively stable effect on career satisfaction over time while organization-based self-esteem displays a similar effect mainly in the short term. Moreover, organization-based self-esteem acts as a moderator of job engagement such that its effect on career satisfaction over time is stronger when organization-based self-esteem is higher. We discuss the theoretical and practical implications of these results.

Management international, 2018

Cette étude examine l’impact des pratiques de mentorat auprès des consultants salariés du secteur... more Cette étude examine l’impact des pratiques de mentorat auprès des consultants salariés du secteur du conseil en management en France. Les analyses révèlent que l’estime de soi organisationnelle médiatise partiellement une relation positive entre le mentorat et l’engagement affectif envers l’organisation. L’engagement affectif médiatise une relation négative entre le mentorat et l’intention de départ des consultants. Toutefois, ni le mentorat ni l’estime de soi organisationnelle ne sont liés à l’engagement envers la carrière, lequel n’est pas lié à l’intention de quitter l’organisation. Nous discutons la portée de ces résultats pour la compréhension de ces pratiques auprès des travailleurs du savoir.

Psychologie Du Travail Et Des Organisations, Sep 1, 2018

Cet article examine la relation entre la recherche de feedback positif et négatif et la performan... more Cet article examine la relation entre la recherche de feedback positif et négatif et la performance au travail, évaluée par les supérieurs, en fonction des orientations vers les objectifs (apprentissage, performance, et évitement) des employés. Sur base d'une étude auprès de 197 employés de diverses industries, les résultats montrent que la relation entre la recherche de feedback positif et la performance au travail était plus forte et positive lorsque l'orientation apprentissage, l'orientation performance, ou l'orientation évitement était élevée, révélant de manière consistante les effets favorables de la recherche de feedback positif. En revanche, la recherche de feedback négatif avait un lien négatif avec la performance au travail lorsque les employés possédaient une forte orientation performance. Nous discutons de la portée de ces résultats pour la compréhension des effets de la recherche de feedback sur la performance au travail.

RePEc: Research Papers in Economics, Oct 1, 2015

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'

Psychologie Du Travail Et Des Organisations, Mar 1, 2017

Cet article examine le rôle modérateur des orientations vers les objectifs (orientation apprentis... more Cet article examine le rôle modérateur des orientations vers les objectifs (orientation apprentissage, performance et évitement) dans la relation entre l'envergure de poste (soit une variable composite mesurant la variété des tâches, l'autonomie, le feedback de la tâche et la signification du travail) et l'engagement organisationnel. À partir d'un échantillon de 314 participants, les analyses indiquent que l'envergure de poste est positivement liée à l'engagement et que l'orientation performance et l'orientation évitement agissent comme des modérateurs négatifs de l'envergure de poste. Spécifiquement, l'envergure de poste était davantage liée à l'engagement à un niveau faible de ces deux traits. Nous discutons l'importance de considérer le rôle de la personnalité du salarié dans l'étude de l'effet du contexte de travail sur l'engagement.

Psychologie Du Travail Et Des Organisations, Sep 1, 2019

European Journal of Work and Organizational Psychology

Journal of Business and Psychology

Research on leader-member exchange (LMX) has demonstrated that, in addition to the value of LMX a... more Research on leader-member exchange (LMX) has demonstrated that, in addition to the value of LMX as an indicator of quality relationships with leaders, employees also evaluate how their relationship with the leader compares to other employees' relationship with the leader. This finding led to the emergence of LMX social comparison (LMXSC). This study examines how LMX vs. LMXSC relates to work outcomes and considers the employee and perceived supervisor self-concept levels as moderators. We posit that LMX predicts work performance through increased organizational commitment. We further suggest that the relational and collective levels of the self-concept act as contingencies of the relationships among LMX, LMXSC, commitment, and performance. A sample of 250 employee-supervisor dyads was used to test the hypotheses. LMX predicted commitment and, indirectly, performance. The employee and perceived supervisor relational self-concepts acted as moderators of LMXSC, and the perceived supervisor collective self-concept acted as a moderator of LMX and LMXSC. However, not all moderation hypotheses were supported. Unexpected moderating effects involving the employee and perceived supervisor individual self-concepts, as well as main effects, were also uncovered. This study helps differentiate LMX from LMXSC and understand the role of selfconceptions, including self-conceptions attributed by employees to the leader, in leader-member relationships. Keywords leader-member exchange. social comparison. self-concept. organizational commitment. work performance Rooted in social exchange theory (Blau, 1964), leadermember exchange (LMX), which reflects the quality of one's relationship with the leader, has been widely studied in recent years. Research has shown that followers reciprocate the benefits associated with LMX (e.g., support, trust, valued resources, and challenging job assignments) through positive attitudes and behaviors (Dulebohn, Bommer, Liden, Brouer,

Journal of Organizational Behavior

Journal of Services Marketing

Using a moderated mediation approach with multiple mediators to examine:-The moderating role of n... more Using a moderated mediation approach with multiple mediators to examine:-The moderating role of negative affectivity-The mediating role of organizational commitment mindsets in the relationship between pay satisfaction and voluntary turnover.

Vandenberghe et Tremblay (2008) ont étudié l’effet médiateur de l’engagement organisationnel sur ... more Vandenberghe et Tremblay (2008) ont étudié l’effet médiateur de l’engagement organisationnel sur la relation entre le niveau de satisfaction salariale et l’intention de quitter son travail. Ceci dit, les auteurs ont adopté une approche globale pour modéliser la relation entre satisfaction salariale et engagement organisationnel. Aussi, il n’existe pas, à notre connaissance, d’études modélisant les relations entre les différentes dimensions de la satisfaction salariale et les quatre facettes de l’engagement organisationnel. Une collecte de données longitudinale a été effectuée auprès de 2968 répondants membres d’une association provinciale de professionnels de gestion de ressources humaines au Québec. Une première collecte a permis de mesurer la satisfaction salariale et l’engagement organisationnel (n=920) et une deuxième collecte auprès des mêmes employés (après 15 mois) a permis de mesurer le départ volontaire des employés. L’échantillon final, après élimination de 24 départs invo...

ABSTRACT This study examined the relationships among characteristics of short-term collective inc... more ABSTRACT This study examined the relationships among characteristics of short-term collective incentive plans (i.e., incentive plans that offer performance-based bonuses to employees), organizational justice, and organizational commitment. Based on a literature review, four characteristics of collective incentive plans were identified: 1) perceived instrumentality (perception of a link between performance and pay); 2) bonus paid (the amount paid to employees in the context of the plan); 3) the intensity of organizational communication (sources of information provided to employees); and 4) communication by the supervisor concerning the incentive plan. Our central hypothesis was that these characteristics would relate to employees’affective and continuance commitment through four dimensions of organizational justice, namely distributive, procedural, informational and interpersonal justice. Based on a sample of 313 members of three professional associations, structural equations model analyses revealed that the intensity of organizational communication about the incentive plan was indirectly related to continuance commitment through procedural justice and to affective commitment through informational justice. Similarly, communication by the supervisor about the incentive plan was indirectly related to affective commitment through informational justice and to continuance commitment through procedural justice. Finally, communication by the supervisor was also indirectly related to continuance commitment through interpersonal justice. This study shows that organizational and supervisory communication about the rules and workings of incentive plans plays a critical role in shaping employees’ perceptions of justice (namely procedural, informational and interpersonal justice), which indirectly influences affective and continuance commitment.

The Leadership Quarterly, 2014

ABSTRACT Using 322 matched employee–supervisor dyads, we investigate how level and direction of e... more ABSTRACT Using 322 matched employee–supervisor dyads, we investigate how level and direction of employee–supervisor (dis)agreement on supervisor's affective commitment to the employee relate to organizational commitment, emotional exhaustion, leader–member exchange, and job performance. Results from polynomial regression and response surface analyses indicate that level of employee–supervisor agreement matters: the most beneficial outcomes appear when supervisors and employees agree that the supervisor is highly committed to the employee whereas the least favorable outcomes appear when dyads' members agree that the supervisor has low commitment to the employee. Direction of employee–supervisor disagreement is also important as employee overestimation of supervisor commitment is associated with more favorable outcomes than employee underestimation. However, for two of the outcomes (organizational commitment and emotional exhaustion), the effect of employee–supervisor disagreement was attributable to a main effect of employee perceptions of supervisor commitment. We discuss the implications of these findings for the understanding of employee–supervisor relationships.

PsycEXTRA Dataset, 2000

Revue Européenne de Psychologie Appliquée/European Review of Applied Psychology, 2013

Introduction.-This study examines the relationships of passive leadership and role stressors to a... more Introduction.-This study examines the relationships of passive leadership and role stressors to affective organizational commitment among hospital employees. Objective.-This study's objective was to understand the mediating effect of role stressors (conflict, overload, and ambiguity) in the relation between passive leadership and affective organizational commitment. Method.-We used a structural equation modeling approach on a sample of 185 hospital employees and a time-lagged design in which predictor and mediators were assessed at Time 1 and affective organizational commitment was obtained 3 years later. Results.-Findings revealed that passive leadership was positively related to all three role stressors and that role ambiguity fully mediated a negative relationship between passive leadership and affective organizational commitment. Moreover, the relationship between passive leadership and role conflict was stronger when role overload was high. Conclusion.-This study suggests organizations should strive to limit the emergence of passive leadership behaviors among supervisors due to their detrimental effects on the long-term development of affective commitment via role ambiguity.

Journal of Occupational and Organizational Psychology, 2011

This paper examines the moderating role of negative affectivity and risk aversion in the relation... more This paper examines the moderating role of negative affectivity and risk aversion in the relationships of two bases of continuance organizational commitment (continuancesacrifices and continuance-alternatives) to turnover, within a stress-coping perspective. More specifically, we propose that (a) the perspective of leaving is a source of stress for those who stay due to the fear of losing valued advantages (i.e. high continuancesacrifices commitment) and (b) staying is perceived to be stressful by individuals who remain based on a lack of employment alternatives (i.e. high continuance-alternatives commitment). We argue that these perceptions are magnified by negative affectivity and risk aversion, resulting in individuals who present these traits to use avoidancewithdrawal strategies in coping with these situations. Accordingly, based on a sample of 509 human resource management professionals, we found (a) negative affectivity and risk aversion to strengthen the negative relationship of continuance-sacrifices commitment to turnover and (b) continuance-alternatives commitment to relate positively to turnover among individuals with high negative affectivity. We discuss the implications of these findings for our understanding of how commitment mindsets and personality traits affect turnover decisions.