Daniel Mercure is a full professor at the Department of Sociology of Laval University, honorary President of the International Association of French-Speaking Sociologists, founder and co-chair of the International Sociology of Work Committee and founding Director of the Contemporary Sociology collection at Presses de l’Université Laval. He has been a visiting professor and researcher at several universities and research centres in the United States, Europe and England. An elected member of the Academy of Social Sciences of the Canadian Royal Academy and a recipient of the Order of the Pleiades, he is the author of a dozen books, particularly in the field of the sociology of work.
The relationships between changes in the world of work and socio-economic and cultural changes, especially with regard to new management practices and the modes of mobilizing subjectivity at work. The study of innovative forms of job attitudes constitutes the focal point of his ongoing work.
Organizational Changes and New Job Attitudes
The goal of the project is to study the implications of changes in work organization and managerial practices on the reconfiguration of job attitudes. To what extent, and in what ways, have these financially constrained transformations changed employees’ attitudes to work over the last thirty years?
Three periods can be differentiated on the basis of three criteria:
- the main stages of increasing corporate versatility;
- the transformation of the wage relationship;
- and managerial practices (production methods, employment ties and modes of mobilisation at work).
The analysis of changes in job attitudes (attitudes towards the main components of work and behaviour at work) is based on the study of first-hand data from a large quantitative survey and 140 professional biographies of four generational cohorts (including retirees), and the study of secondary data from several monographs and surveys over time.
The analysis will identify the main trends of the organizational and managerial transformations (forms of employee mobilization) that have had an impact on attitudes to work. We are working under the assumption that the changes are broad in scale.