Les tactiques d'influence1 des directeurs des ressources humaines employées auprès de l'équipe de direction du secteur public québécois
By: BÉLANGER, José
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Contributor(s): GOSSELIN, Alain.
Material type: 
ArticlePublisher: Toronto : Ipac, mar./mars 2010Subject(s): Setor Público | Gestão de Pessoas | Avaliação de Desempenho | Eficácia | CanadáCanadian Public Administration 53, 1, p. 47-65Abstract: This study examines the use of influence tactics by Human Resources managers with the members of the Quebec public-sector management team. The results indicate that they use a large number of influence tactics, that they use more frequently soft tactics than hard ones or neither soft nor hard ones, and they choose their tactics based on a cost-benefit analysis. Furthermore, the analyses reveal that respondents whose feelings of self-efficacy are high will not attempt to influence or use soft tactics any more frequently than respondents with low feelings of self-efficacy. Finally, the results indicate that our respondents exercise influence effectively
This study examines the use of influence tactics by Human Resources managers with the members of the Quebec public-sector management team. The results indicate that they use a large number of influence tactics, that they use more frequently soft tactics than hard ones or neither soft nor hard ones, and they choose their tactics based on a cost-benefit analysis. Furthermore, the analyses reveal that respondents whose feelings of self-efficacy are high will not attempt to influence or use soft tactics any more frequently than respondents with low feelings of self-efficacy. Finally, the results indicate that our respondents exercise influence effectively
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