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Performance, Emotions Et Bureaucratie

Author

Listed:
  • Ariel Eggrickx

    (CREGOR - Centre de Recherche sur la Gestion des Organisations - UM2 - Université Montpellier 2 - Sciences et Techniques)

  • Agnès Mazars-Chapelon

    (CREGOR - Centre de Recherche sur la Gestion des Organisations - UM2 - Université Montpellier 2 - Sciences et Techniques)

Abstract

La théorie des organisations a longtemps fait abstraction des aspects émotionnels dans l'étude des organisations. Certains travaux mettent en évidence des liens entre les émotions et la performance, ou encore entre les émotions et la capacité d'apprentissage et capacité de changement. De toutes les configurations possibles, c'est la bureaucratie qui met le plus l'accent sur le contrôle des émotions. Pourtant, la recherche empirique menée dans 4 Caisses d'Allocations Familiales (CAF) sur le thème de la gouvernance a conduit à un résultat inattendu : l'excès d'affects négatifs était devenu une caractéristique fondamentale de l'organisation sur une longue période, sans pour autant la faire basculer dans le chaos. Ces aspects paradoxaux de la bureaucratie semblent particulièrement féconds pour questionner les liens entre la performance et les émotions dans l'organisation.

Suggested Citation

  • Ariel Eggrickx & Agnès Mazars-Chapelon, 2007. "Performance, Emotions Et Bureaucratie," Post-Print halshs-00543087, HAL.
    • Handle: RePEc:hal:journl:halshs-00543087
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00543087
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    References listed on IDEAS

    as
    1. Barry M. Staw & Robert I. Sutton & Lisa H. Pelled, 1994. "Employee Positive Emotion and Favorable Outcomes at the Workplace," Organization Science, INFORMS, vol. 5(1), pages 51-71, February.
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    3. repec:dau:papers:123456789/3236 is not listed on IDEAS
    4. Kaufman, Bruce E., 1999. "Emotional arousal as a source of bounded rationality," Journal of Economic Behavior & Organization, Elsevier, vol. 38(2), pages 135-144, February.
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