Les contributions des pratiques managériales participatives à l’engagement organisationnel affectif des salariés. Une analyse tétraclasse

Participative managerial practices were initially considered as "plus" factors fostering affective organizational commitment. Our study shows that some of these practices have, over time, become key factors with an effect on the commitment, but also, when they are insufficiently developed, on withdrawal. We applied the tetraclass analysis to the responses obtained based on a sample of 230 employees of a group of agribusinesses. Our results show that, according to our assumptions, career management and recognition are the practices that contribute most to both commitment when they are developed, and withdrawal when they are absent or insufficient. Upward information and top-down information, but also training and autonomy remain secondary practices in the studied organization. Unexpectedly, pay equity appears as a "plus" practice contributing to commitment, but not to withdrawal. These results contribute to the theoretical reflection on participative management, while providing a decision support tool easily accessible to practitioners.