Abstracts
Abstract
The relatively recent and unprecedented deployment of telework and hybrid work has led to emerging questions about how managerial practices have evolved to cope with this new form of work. In this study, which applies LMX theory (Graen & Uhl-Bien, 1995), we aim to examine hybrid management practices and work organization from the perspective of managers/employees and teleworkers/non-teleworkers at a French university. A total of 52 semi-structured interviews were conducted (telework employees = 22; telework managers = 11; non-telework employees = 12; non-telework managers = 7) across 12 central administrative departments or units. Thematic analysis reveals that, in contrast to findings from other public-sector studies, the managers enjoy considerable discretion to adapt their management style both to work-team characteristics and to departmental needs. Telework is differently implemented and regulated across departments. There are also differences in the challenges that managers experience when encouraging employees to return to on-site work in units where no mandatory in-office days are imposed. High-quality LMX relationships are associated with greater autonomy and higher levels of satisfaction with telework. However, tensions between work and private life may arise, leading some managers and employees to opt out of telework arrangements. By adopting a qualitative approach that integrates multiple organizational perspectives, we contribute to a deeper empirical understanding of the effects of hybrid work on LMX relationships and managerial practices in public administration, thereby offering insights for researchers and practitioners alike.
Keywords:
- public administration department,
- hybridization of work,
- managerial practices,
- leadership style,
- thematic analysis
Résumé
Le déploiement relativement récent et inédit du télétravail et du travail hybride amène à un questionnement émergent sur la manière dont les pratiques managériales ont évolué pour faire face à cette nouvelle modalité de travail. Cette étude, qui s’ancre dans la théorie LMX (Graen & Uhl-Bien, 1995), vise à étudier les pratiques managériales hybrides et l’organisation du travail, du point de vue des managers/agents et des télétravailleurs/non-télétravailleurs, au sein d’une Université française. Au total, 52 entretiens semi-directifs (agents télétravailleurs= 22 ; managers télétravailleurs = 11 ; agents non-télétravailleurs = 12 ; managers non-télétravailleurs = 7) au sein de 12 services centraux ou composantes qui ont été menés. L’analyse thématique montre que contrairement à d’autres études sur le secteur public, ici les managers sont libres d’adapter leur management à leur équipe et en cohérence avec les besoins du service. On observe une différence de traitement du télétravail entre les services, mais aussi des difficultés à faire revenir les agents sur site dans les services où aucun jour du site obligatoire n’est mis en place. Une forte LMX conduit à une plus grande autonomie et à une plus grande satisfaction vis-à-vis du télétravail. L’interaction entre le travail et la vie privée peut poser un problème et conduire certains managers et agents à ne pas opter pour le télétravail. Basés sur une approche qualitative combinant différentes perspectives, nos résultats fournissent de meilleures connaissances empiriques, tant pour les chercheurs que pour les praticiens, sur l’impact du travail hybride sur la LMX et les pratiques managériales au sein de l’administration publique.
Appendices
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