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How to Deal with the Contradictions of Safety Professional Development?

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  • Benoît Journé

    (LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes)

Abstract

Companies around the word currently ask their employees to behave and work as "professionals". To be a "pro" has become a managerial leitmotiv that promotes an ideal image of employees based on the highest levels of performance, rationality, responsibility and reliability, especially in the domain of risk industries and safety management. This is typically the vision that managers promote when they decide that "failure is not an option". Hence, the development of employee professionalism appears to be a very legitimate and neutral objective that should be at the core of the functions of the Human Resource Management. In every big company, many resources of all kinds have been invested to design and implement increasingly sophisticated training programs for professional development and to engage managers and HR's departments. Unfortunately, these efforts have not produced the expected pay-offs in terms of safety performances and this disappointing performance raises several questions and problems. This chapter addresses them and suggests that some of the basic assumptions and images companies currently use to manage professionalism and professionalization are misleading because they over-simplify their nature. In other words, the notions of performance, rationality, responsibility and reliability that are associated with professionalism are in fact totally oriented towards compliance with formal procedures and rules. In some ways, the "professional" is seen as the perfect employee that never makes errors, never fails and never complains. In fact, this vision is purely behavioral (i.e. exclusively based on personal behaviors) and neglects the social and the political roots of professional skills and competencies. This chapter (1) identifies some of the main tensions and contradictions that are tightly linked to the notion of professionalism and (2) suggests how to actively manage these contradictions and explores new ways to develop professionalism in risk industries.

Suggested Citation

  • Benoît Journé, 2018. "How to Deal with the Contradictions of Safety Professional Development?," Post-Print hal-03753472, HAL.
    • Handle: RePEc:hal:journl:hal-03753472
    DOI: 10.1007/978-3-319-65527-7_11
    Note: View the original document on HAL open archive server: https://hal.science/hal-03753472
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    References listed on IDEAS

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    Keywords

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