Acceso usuarios
Sabine Reydet, Laurence Carsana
The French banking environment is changing, leading to a profound organizational change. The present research aims to study this process of diffusion of an organizational change proposed by a French mutual bank. The contributions of this work reside both in the longitudinal study of this change, and in the study of its impacts both on employees (in terms of role tensions) and on customers (in terms of quality of relationship). The results of the qualitative study showed the need for intense institutional work to enable change to go through the dissemination process. If role conflicts tend to fade after 3-4 months, role ambiguities seem more durable. The quantitative study shows that, even if role ambiguities persist internally, changing the roles of agency counselors leads to a greater perceived credibility of these by clients. Organizational change also translates into increased customer satisfaction and more frequent agency visits.
Cette recherche étudie un changement organisationnel bancaire avec un double apport. Le premier réside dans l’approche longitudinale du processus de diffusion. Le second concerne la mesure de ses impacts sur les salariés (tensions de rôles) et les clients (qualité de la relation). Les résultats des études menées mettent en avant d’une part, la nécessité d’un travail institutionnel pour finaliser le changement. D’autre part, la modification des rôles des conseillers entraîne une meilleure satisfaction, crédibilité perçue et intention de visite en agence des clients.
