Le double impact des pratiques managériales sur les nouveaux·elles entrant·es sur le marché du travail et leurs leaders : une approche mixte, longitudinale et dyadique​

This project investigates how managerial practices affect new labor market entrants and their managers in evolving work contexts. Although new labor market entrants tend to emphasize flexible work arrangements, opportunities for growth, and work-life balance, managers face increasing demands to meet these expectations and to support employees’ well-being. Existing research often focuses on either employees or managers, overlooking their dynamic interactions and centering their attention on socialization processes, neglecting longer-term effects beyond adjustment. Grounded in Self-Determination Theory (SDT) and Conservation of Resources (COR) theory, this project proposes a dual-impact model: While managerial practices can fulfill new entrants’ needs for autonomy, competence, and relatedness—enhancing their motivation, well-being, and performance—these same practices can also deplete managers’ resources and compromise their well-being. Three interrelated objectives guide this inquiry: (1) Assessing how managerial practices shape labor market entrants’ motivation, well-being, and performance, (2) Investigating their potential adverse effects for managers’ well-being, and (3) Identifying moderating factors—specifically hybrid work and the quality of the manager–employee relationship—that may amplify or mitigate these effects. To achieve these objectives, the project employs a mixed-methods design, comprising three complementary studies: A three-wave longitudinal study with labor market entrants, a qualitative study with their managers, and a fivewave, dyadic longitudinal study examining both groups’ perspectives over time. By integrating SDT and COR theory, this research offers a novel theoretical framework for understanding how managerial practices supporting new labor market entrants may simultaneously strain managers. Overall it informs the development of sustainable, evidence-based managerial strategies that benefit employees while preserving managers’ wellbeing.