Pratiques managériales d’habilitation et ennui au travail : le rôle du Job-Crafting et du sens du travail

Abstract

This study is based on observations made in the field and empirical studies indicating that a large number of Cameroonian workers with an identified workstation, missions and work objectives to achieve frequently report that they are bored at work. This boredom reflects a paradoxical situation since work should combat boredom instead of maintaining it. To account for this paradox, numerous models in Work Psychology have been developed. However, we have observed that these models do not integrate the managerial aspects linked to the mobilization of workers' resources as a variable likely to provide solutions to the development of boredom. However, the theories of structural empowerment and job characteristics indicate that the organization and management can act on the content of work in order to mobilize employees by generating proactivity, innovative behavior and giving more meaning to their work. Therefore, the general objective of this research is to verify whether managerial empowerment practices combine with Job-Crafting and the meaning of work to combat boredom at work. To achieve this objective, three empirical studies were carried out among 1080 Cameroonian public administration personnel working in the central services of the city of Yaoundé. The objective of Study 1 was to translate and adapt the multidimensional boredom instrument from boredom at work. The results of the exploratory and confirmatory analyzes show that the model that best fits the data has a five-dimensional structure (low stimulation, disengagement, high stimulation, inattention and time perception). The objective of study 2 was to study the relationship between managerial empowerment practices (MEP) and boredom at work. The results obtained by the structural equation analysis show that PMH contribute to the reduction in boredom at work (β= - .45; p< .001). The objective of study 3 was to verify whether Job-Crafting and the meaning of work mediate the effects of PMH on boredom at work. The results obtained by structural equation analysis made it possible to achieve this objective. Moreover, 82% of the effect of PMH on boredom at work goes through Job-Crafting and the meaning of work. Overall, the results show that providing work is no longer enough; it is necessary to supervise, assist and mobilize the resources of workers. Thus, enabling management that promotes autonomy and delegation constitutes a resource to combat boredom. This structural empowerment allows workers to be proactive and also allows them to do meaningful work. Boredom, PMH and meaning of work assessment tools adapted to the socio-professional context can enable Cameroonian managers to make informed decisions in their daily practice.