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Work Practices as Implicit Incentives to Cooperate / Pratiques de travail et coopération entre collègues

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  • Marisa Ratto

    ()
    (CEE - Centre d'études de l'emploi - Ministère de l'Enseignement supérieur et Recherche - Ministère du Travail, de l'Emploi et de la Santé)

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    Abstract

    Novembre 2013 Télécharger au format PDF : Document 167 (267 Ko) Ce document de travail fournit une analyse empirique de la relation entre utilisation de certaines pratiques de travail et coopération entre collègues. À partir des données de l'enquête couplée Changements organisationnels et informatisation-COI 2006, cinq pratiques de travail sont identifiées qui, selon la littérature économique, favorisent la coopération entre collègues : les interactions répétées entre collègues, les interdépendances dans la production, l'autonomie décisionnelle au travail, le contrôle réciproque du travail entre collègues et l'accomplissement de tâches variées. On repère ainsi une importante corrélation positive entre l'autonomie décisionnelle au travail et l'entraide, et entre le contrôle réciproque du travail et l'entraide. Quand on considère l'adoption de deux de ces pratiques à la fois, ce sont deux combinaisons particulières qui sont les plus fortement corrélées à l'entraide : les interdépendances dans la production combinées à l'autonomie décisionnelle et la diversité des tâches également combinée à l'autonomie décisionnelle. Les incitations telles que la rémunération basée sur la performance de l'équipe et les systèmes d'évaluation de la performance, qui ont des conséquences réelles sur le salaire et la carrière, sont aussi associées positivement à l'entraide.

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    Paper provided by HAL in its series Working Papers with number halshs-00966235.

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    Date of creation: 01 Nov 2013
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    Handle: RePEc:hal:wpaper:halshs-00966235

    Note: View the original document on HAL open archive server: http://halshs.archives-ouvertes.fr/halshs-00966235
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    Keywords: pratiques de travail; coopération; travail d'équipe;

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    1. Itoh, Hideshi, 1992. "Cooperation in Hierarchical Organizations: An Incentive Perspective," Journal of Law, Economics and Organization, Oxford University Press, Oxford University Press, vol. 8(2), pages 321-45, April.
    2. Holmstrom, Bengt & Milgrom, Paul, 1991. "Multitask Principal-Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design," Journal of Law, Economics and Organization, Oxford University Press, Oxford University Press, vol. 7(0), pages 24-52, Special I.
    3. Che,Y.K. & Yoo,S.W., 1998. "Optimal incentives for teams," Working papers, Wisconsin Madison - Social Systems 8, Wisconsin Madison - Social Systems.
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    5. Bloom, Nicholas & Van Reenen, John, 2010. "Human Resource Management and Productivity," CEPR Discussion Papers, C.E.P.R. Discussion Papers 7849, C.E.P.R. Discussion Papers.
    6. Kandel, E. & Lazear, E.P., 1990. "Peer Pressure and Partnerships," Papers, Rochester, Business - Managerial Economics Research Center 90-07, Rochester, Business - Managerial Economics Research Center.
    7. Knez, Marc & Simester, Duncan, 2001. "Firm-Wide Incentives and Mutual Monitoring at Continental Airlines," Journal of Labor Economics, University of Chicago Press, University of Chicago Press, vol. 19(4), pages 743-72, October.
    8. Drago, Robert & Garvey, Gerald T, 1998. "Incentives for Helping on the Job: Theory and Evidence," Journal of Labor Economics, University of Chicago Press, University of Chicago Press, vol. 16(1), pages 1-25, January.
    9. Barton H. Hamilton & Jack A. Nickerson & Hideo Owan, 2003. "Team Incentives and Worker Heterogeneity: An Empirical Analysis of the Impact of Teams on Productivity and Participation," Journal of Political Economy, University of Chicago Press, University of Chicago Press, vol. 111(3), pages 465-497, June.
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