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Otherness has often centered around “visible” elements: gender, culture, and so on. Our study proposes an alternative perspective based on the contributions of Ricœur (1990) and the social interactionist studies of Goffman (1974), and explores how actors mutually influence each other and how their actions are interconnected through interpretation and adjustment. Through a qualitative study combining observations and interviews, our results identify, through an intra-team analysis, the components of each team’s interactions and present, through an inter-team analysis, the mechanisms for managing otherness.

L’altérité a souvent porté sur des éléments « visibles » : genre, culture, etc. L’analyse, centrée sur les éléments « émergents » de l’altérité (Ricœur, 1990), s’inscrit dans la tradition de la sociologie interactionniste (Goffman, 1974) et explore les échanges et les influences entre les acteurs. Par une étude qualitative combinant observations et entretiens les résultats des auteurs livrent une analyse intra-équipes en identifiant les composantes des interactions de chaque équipe et présentent, par une analyse interéquipe les mécanismes de gestion de l’altérité qui s’expriment. Alterity has focused on “visible” elements: gender, culture, etc. Our study proposes another perspective based on the contributions of Ricœur (1990) and the social interactionism studies of Goffman (1974) and explores how the actors mutually influence each other and how their actions are interconnected through interpretation and adjustment. Through a qualitative study combining observations and interviews, our results identify, through an intra-team analysis, the components of each team’s interactions and present, through an inter-team analysis, the mechanisms for managing alterity.

L’altérité a souvent porté sur des éléments « visibles » : genre, culture, etc. L’analyse, centrée sur les éléments « émergents » de l’altérité (Ricœur, 1990), s’inscrit dans la tradition de la sociologie interactionniste (Goffman, 1974) et explore les échanges et les influences entre les acteurs. Par une étude qualitative combinant observations et entretiens les résultats des auteurs livrent une analyse intra-équipe en identifiant les composantes des interactions de chaque équipe et présentent, par une analyse interéquipe, les mécanismes de gestion de l’altérité qui s’expriment. Alterity has focused on “visible” elements: gender, culture, etc. Our study proposes another perspective based on the contributions of Ricœur (1990) and the social interactionism studies of Goffman (1974) and explores how the actors mutually influence each other and how their actions are interconnected through interpretation and adjustment. Through a qualitative study combining observations and interviews, our results identify, through an intra-team analysis, the components of each team’s interactions and present, through an inter-team analysis, the mechanisms for managing alterity.

Nowadays, the skills management model has become common in many organizations and seeks to develop employees' performance and preserve their employability (Dietrich et al., 2010). In spite of the advantages widely put forward in the literature (autonomy, employee requalification, career progress), the skills management model can also be associated with some psychosocial risks (Bouteiller and Gilbert, 2005 ; Reynaud, 2001). Indeed, this model engenders a transformation of employees' work--in particular that of executives--because tools and practices inherent in this model could generate an additional workload (frequent reporting, evaluation, repeated training, and strict behavioural requirements). The objective of this article is to characterize executive managers' perceptions of their workloads in organizations using the skills management model. To do this, we conducted exploratory and qualitative research by carrying out twenty interviews with executives. Results suggest that executives' perceptions of workload in a context of skills management consist of three modified parameters (working time, demands of the position, relationships with others) and a new emerging parameter (related to the demands of maintaining and developing skills).

Purpose – The purpose of this paper is to examine the links between work stressors, perceived stress, emotional exhaustion, and workplace aggression, using the traits of negative affectivity and external locus of control as individual moderators. Design/methodology/approach – Data were collected using a survey questionnaire among 477 blue-collar workers from a Tunisian manufacturing company. Findings – Results indicate that perceived stress mediates a positive relationship between work stressors (quantitative workload, role ambiguity, and interpersonal conflicts) and emotional exhaustion. Moreover, the relationship between quantitative workload and interpersonal conflicts and perceived stress is stronger among individuals with high levels of negative affectivity. Similarly, the relationship between quantitative workload and perceived stress is stronger at high levels of external locus of control. Finally, emotional exhaustion mediates a positive relationship between perceived stress and interpersonal and organizational aggression. Practical implications – The findings suggest that Tunisian organizations may reduce perceived stress and aggressive behavior among blue-collar workers through reducing quantitative workload, role ambiguity, and interpersonal conflicts. Moreover, specific training programs, job redesign, and formal mentorship that provide employees with improved social skills can also be recommended as soon as early signs of frustration or intentions to misbehave appear. Finally, leadership development practices may help supervisors better manage workplace stressors and reduce the occurrence of workplace aggression. Originality/value – The current study is an initial attempt to look at an integrated model of stress and aggression among blue-collar workers in Tunisia. While some of the findings are consistent with the literature, others might reflect the unique aspects of the Tunisian culture.

This research aims to empirically validate into the French language and for the first time the Shirom Melamed Burnout Measure (Shirom & Melamed, 2006). First proposed by its designers as an alternative to the Maslach Burnout Inventory (Maslach & Jackson, 1981, 1986; Maslach, Jackson, & Leiter, 1996), this new measure of professional burnout is presented as an extension of the conservation of resources theory (Hobfoll, 1989). Based on 2 samples of 203 and 214 individuals, respectively, the present study not only validates the French wording of English items but also confirms satisfactory psychometric properties of the original scale. (PsycInfo Database Record (c) 2025 APA, all rights reserved) (Source: journal abstract)

Nowadays, the skills management model has become common in many organizations and seeks to develop employees' performance and preserve their employability (Dietrich et al., 2010). In spite of the advantages widely put forward in the literature (autonomy, employee requalification, career progress), the skills management model can also be associated with some psychosocial risks (Bouteiller and Gilbert, 2005; Reynaud, 2001). Indeed, this model engenders a transformation of employees' work--in particular that of executives--because tools and practices inherent in this model could generate an additional workload (frequent reporting, evaluation, repeated training, and strict behavioural requirements).

Les recherches sur le stress permettent d'identifier des métiers fortement exposés tel que le métier de cadre. Cependant, peu d'études permettent d'identifier les differences intraprofession entre les contextes négatifs et ceux positifs. Nous retenons le cadre du Job/ Demand/Resource pour identifier des configurations des niveaux de stress qui résultent de l'articulation entre la charge de travail et les ressources organisationnelles. Les configurations identifiées résultent d'une étude qualitative par entretiens semi-directifs menés aupres de 20 cadres. Nos résultats permettent d'affiner la lecture binaire du modele J/D/R en identifiant quatre configurations qui composent un continuum de situations plus ou moins stressantes.