The objective of my Master1 Thesis was to observe the impact of organization “liberation” on job satisfaction and organizational commitment. Succinctly, the so-called “liberated” enterprises are organizations where there is no longer a hierarchy. It means that the owner, the director or the board of directors of the company are here to give a trajectory for the future of the company that everybody must share. All workers are equal, there are only productive workers who manage themselves at the organizational, financial, human resources, … Everybody works from the beginning to the end of every project, which increases the motivation by diversifying the activities. Not to turn into anarchy, this type of organisation need to be governed by rule of life conscientiously applied. Moreover, a continuous and taboo-free communication with the management is essential to make it work perfectly.
Job satisfaction is an assessment of the perception and individual beliefs of working conditions (Flanchec, Mullenback-Servayre & Rojot, 2015; Lemoine, 2012; Shahohammadi, 2015). It’s made up physical, psychological, material, social, personal and organizational factors (ARTE, 2015; Bernaud & Lemoine, 2012; Lemoine, 2012; Noyé, 2011).
Organizational commitment is “a general force leading to the individual to identify and commit to the organization in which he works” (Mowday & al., 1982, cited by Saint-Michel & Wielhorsk, 2011, p.22). Organizational commitment is divided into three dimensions: affective commitment, normative commitment and continuance commitment.
These two notions are part of the concept of quality of live in workplace. Concept that is rightly valued and defended by the “Freedom form” companies. Effectively, organizational practices such as job enrichment, autonomy and sharing of a company’s vision of the future contribute to the development of job satisfaction (Flanchec & al., 2015; Ripon, 1983; Yírík & Baltaci, 2014; Rad & Yarmohammadian, cited by Yírík & Baltaci, 2014). In the same way, intellectual stimulation and individual considerations participate in affective and normative commitment (Arnold & al., 2001, cited by Saint-Michel & Wielhorski, 2011; Kent & Chelladurai, 2001, cited by Saint-Michel & Wielhorski, 2011).
The study was done on 47 employees coming from two “Freedom form” companies and two classics companies. In addition to a study of the social representation of “Freedom form” companies, the participants answered at the scale of satisfaction from Weiss and al. (1977) and the scale of organizational commitment from Meyer et al. (1993).
The results showed a significant positive effect from the “liberation” of companies on the job satisfaction (4.0 Vs 3.7) and the affective commitment of employees (3.8 Vs 3.3). Normative and continuance commitment are similar between the two types of business.
The study of social representation has highlighted terms such as: Autonomy, Respect and Responsibility, that corresponds to the objective pursued by a liberated company.
In view of these effects, it seems relevant to continue to study this type of management to optimize it with the purpose of increasing the quality of life work place in companies.
Young student of Master in social psychology, labor and organizations, I am interested in the subjects related to the quality of life at work.
I did all my graduate studies at the University of Nantes.
Following my diploma of psychologist, I envisage to carry out a master in ergonomics in alternation.