Karim Mignonac

Managing Individual Career Aspirations and Corporate Needs : A Study of Software Engineers Willingness to Accept Intra-Organizational Mobility Opportunities

Abstract Managing engineering professionals is critical in high-tech corporations. Typically this leads to hiring a large pool of engineers to benefit from their varied technical skills and to buffer against environmental change. Intra-organizational mobility becomes a means both to develop engineers’ skills and to manage careers in the lean organization era, with limited upward mobility opportunities. Corporate priorities may conflict with individual needs, however, although the former should include engineers’ own career aspirations. This study of software engineers working in a large French electronics firm examines the impact of several individual variables on engineers’ willingness to accept various internal mobility opportunities. The findings reveal that mobility involving a major functional change is linked to individuals’ career anchors, while mobility closest to their current job is mostly influenced by job satisfaction variables. Managerial implications of these findings are then discussed.

Is Ethical P–O Fit Really Related to Individual Outcomes? A Study of Management-Level Employees

This study examines the influence of ethical value congruence on a manager samples attitudes and behaviors using polynomial regression analysis. The results indicate a general lack of support for congruence effects. However, main effects of perceived organizational ethical values are found for all outcomes; how managers perceive their organizations values is directly associated with organizational commitment, job satisfaction, perceived procedural justice, adaptive behaviors, and turnover intentions. Implications for the impact of ethical values are drawn from the findings.

A multi-study investigation of outcomes of franchisees' affective commitment to their franchise organization

Franchisees’ affective organizational commitment refers to the degree to which franchisees experience an emotional attachment to their franchise organization. Using a social exchange theory perspective, this research reports four studies that explore the relationship between franchisees affective commitment and franchisee outcomes. We found that affective commitment to the franchise organization was positively related to franchisee objective performance (Study 1) and intent to acquire additional units (Study 2), and negatively related to franchisee opportunism (Study 3) and intent to leave the franchise organization, particularly when continuance commitment (i.e., commitment based on the cost associated with membership to the franchise) was low (Study 4). The implications of these findings are discussed.

Undesired side effect? The promotion of non-commitment in formal vs. informal mentorships

This article deals with the ‘promotion of non-commitment’ from mentor to protégé, that is the process by which mentors may provide their protégés with a discourse encouraging them to distance themselves from their organizations rather than commit themselves to them. It is based on two surveys of managerial-level employees, one using a mentor sample and the other one using a protégé sample. Results of the first study indicated that mentor promotion of non-commitment was negatively related to mentor affective organizational commitment. The second study showed that the mentor promotion of non-commitment was negatively related to protégé affective organisational commitment. However, this relationship was weaker in the case of formal mentorships than in that of informal mentorships.

Understanding willingness to accept domestic relocation: the example of French managers

This article explores managers’ willingness to accept domestic geographical mobility within the company for which they are currently working. We examine the influence of managers’ work attitudes and career orientations on their willingness to relocate, posing a number of questions concerning these variables. Elements of answers to these questions are sought through an empirical research study with a sample of 203 private sector French managers. The results are interpreted within a theoretical perspective. We conclude with practical suggestions for developing company policies to facilitate internal managerial mobility.

Injustice hurts, literally: The role of sleep and emotional exhaustion in the relationship between organizational justice and musculoskeletal disorders

The physical health consequences of perceived injustice at work are an important yet underexplored area of research. Using the job-stress recovery literature as an overarching framework, we argued that incomplete recovery because of sleep disorders and subsequent emotional exhaustion is a possible underlying mechanism through which organizational justice relates to employee musculoskeletal disorders (MSD). Using both self-administered questionnaires and medical examination to assess MSD, we tested our argument in two studies. Based on a randomly selected sample of employees from a variety of organizations, Study 1 found organizational justice to be negatively related to MSD through diminished sleep-related disorders. Using a sample of employees in nursing homes for the elderly, Study 2 extended these results by showing that the organizational justice–MSD relationship is sequentially mediated by sleep disorders and emotional exhaustion.

(Mis)Using Employee Volunteering for Public Relations: Implications for Organizational Commitment

This study examines the conditions under which corporate volunteering initiatives can result in work outcomes. We posit that employees participating in company-supported volunteering activities (co...