Clara LABORIE

Jury composition:

Summary :

In the history of work, 2020 marked a turning point in the evolution of organizational methods. Remote work shifted from a fringe phenomenon to a genuine societal shift. While only 3% of the French workforce practiced it before the Covid-19 pandemic, today more than 25% do so regularly. This unprecedented and sudden growth in remote work has led companies to adopt a hybrid work organization, that is, a regular alternation between days working on-site and days working remotely. However, literature prior to the pandemic had already highlighted the specific working conditions created by remote work, to which management practices must adapt. This research then formulated a set of proposals aimed at leveraging the advantages of remote work while mitigating its risks. While these recommendations held significant practical and operational value, the question of the theoretical grounding of teleworking management still offered a considerable field of investigation. The objective of this research is therefore to provide a theoretical framework adapted to teleworking management, while also offering an empirical understanding of management methods capable of addressing the global management crisis highlighted by the health crisis. Through our findings, we support the proposal of "partnership management," which strives to satisfy, on the one hand, the expectations of workers in terms of well-being and professional fulfillment, and on the other hand, the organization's expectations in terms of performance and organizational commitment. This management approach is structured around three components:

• Regulation: a managerial relationship based on mutual trust between the manager and each employee, in a balance with the control of tasks performed.

• Empowerment: an approach to empowering employees, which is based on the model of enabling leadership.

• Discussion: managerial alignment within the organization, which involves facilitating work discussion spaces throughout the hierarchical line.

Ultimately, this partnership-based management strives to be a model of adjustment and balance between task management and human relationship management.