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[{"id":82567030,"identifier":"Attachment_82567030","shouldShowBulkDownload":false}]; window.loswp.shouldDetectTimezone = true; window.loswp.shouldShowBulkDownload = true; window.loswp.showSignupCaptcha = false window.loswp.willEdgeCache = false; window.loswp.work = {"work":{"id":74400551,"created_at":"2022-03-23T11:19:06.605-07:00","from_world_paper_id":199318590,"updated_at":"2024-11-24T15:37:01.223-08:00","_data":{"publisher":"hal.inria.fr","grobid_abstract":"La production de service peut être considérée comme une alternance entre des phases de contacts avec la clientèle (front office) et des phases « sans client » (back office). La traduction littérale signifie, pour le premier « bureau de devant », et pour le second, « bureau de derrière ». Le back office est ainsi envisagé comme les moments de préparation de la production et/ou les moments de finalisation de cette production, c'est-à-dire, tous les instants du processus de production où le client semble absent. Des formes d'organisation de type industriel dans les services, en fort développement, visent, notamment, la parcellisation des tâches et plus particulièrement la séparation des tâches rattachées au front office et celles relatives au back office. Or, dans un certain nombre de situations de service, l'activité dépasse le stade des relations entre clients et opérateurs. Dans ces situations de service, l'activité de production du service est un processus collectif entre le back office et le front office. Il semble que ces formes d'organisation industrielle dans les services font abstraction de cette dimension collective. Cette construction collective du travail dans les services s'élabore sous forme de processus continu, permettant le maintien d'une continuité du service. Lorsque l'organisation divise les structures de back office et de front office, au point de supprimer les relations entre les opérateurs de ces structures, la continuité du service s'en trouve altérée. Dans ce cas, le rétablissement de la continuité du service nécessite de rétablir la communication entre le back office et le front office. Pour y parvenir, il est utile de permettre à ces opérateurs la construction d'un objet commun à partir de situations de travail communes. Nous proposons que cet objet commun soit la qualité de service. Le maintien de la continuité du service dans le temps dépend pour beaucoup des moyens organisationnels mis à disposition des opérateurs pour produire le service. La prise en compte de la diversité et des évolutions des cas à service en montrant qu'ils sont certes distincts mais n'existent pas l'un sans l'autre ; • Ceci nous permet, dans un troisième chapitre, de mettre en avant les particularités des processus de production de service, notamment par la place accordée aux concepts de service et de relation de service. Il nous permet de conclure cette première partie par le fait que les particularités de certaines situations de service nécessitent l'élaboration d'activités collectives de façon à maintenir un lien entre la demande formulée par le client et le service qui lui est rendu. Une fois la cadre théorique posé, nous proposons dans une quatrième partie le récit de l'intervention menée par les ergonomes dans la mutuelle de santé. • Le chapitre 8 décrit le contexte et l'entreprise ; • Le chapitre 9 s'attache à présenter un récit factuel de l'intervention. Enfin nous voyons, dans une dernière et cinquième partie, comment la recherche basée sur cette intervention permet d'éclairer certains débats qui viennent d'être mentionnés. Chapitre : La diversité de situations de service 15 Chapitre 1 : La diversité de situations de service Les situations de service poursuivent globalement un développement important depuis les 30 dernières années. Que ce soit sur le plan économique et social (emplois, consommation des ménages et des entreprises) ou d'un point de vue organisationnel, les services prennent une place de plus en plus importante dans le monde du travail. Les développements rapides de la consommation et des emplois dans ce secteur ont conduit les responsables d'entreprises à des ajustements, tout aussi rapides, des fonctionnements organisationnels. Ceci s'est en partie traduit par un retour à des formes anciennes d'organisation du travail basées sur une forte parcellisation de la production en tâches élémentaires, et donc rigides. Or, les situations de service ont la particularité de mettre le client au centre de leur production, ce qui peut constituer une source de variabilités dans le travail. Ceci n'est pas nécessairement congruent avec un modèle organisationnel rigide. Pour autant, toutes les situations de service ne sont pas concernées de la même manière. En effet, l'exemple que nous avons utilisé, concernant la gestion de portefeuille de clients, aura du sens pour l'opérateur d'une mutuelle de santé ou d'une banque, il s'avèrera moins pertinent au sujet d'une hôtesse d'accueil dans une grande surface, la gestion par portefeuille de clients n'étant pas présente. Ainsi, ce que nous avons avancé jusque-là pourrait être discuté différemment selon les situations.","publication_date":"2005,,","publication_name":"Ergonomics Ph. D. Dissertation, Bordeaux","grobid_abstract_attachment_id":"82567030"},"document_type":"paper","pre_hit_view_count_baseline":null,"quality":"high","language":"fr","title":"Organiser la continuité du service: intervention sur l'organisation d'une mutuelle de santé","broadcastable":true,"draft":null,"has_indexable_attachment":true,"indexable":true}}["work"]; window.loswp.workCoauthors = [96034756]; window.loswp.locale = "en"; window.loswp.countryCode = "SG"; window.loswp.cwvAbTestBucket = ""; window.loswp.designVariant = "ds_vanilla"; window.loswp.fullPageMobileSutdModalVariant = "full_page_mobile_sutd_modal"; window.loswp.useOptimizedScribd4genScript = false; window.loginModal = {}; window.loginModal.appleClientId = 'edu.academia.applesignon'; window.userInChina = "false";</script><script defer="" src="https://accounts.google.com/gsi/client"></script><div class="ds-loswp-container"><div class="ds-work-card--grid-container"><div class="ds-work-card--container js-loswp-work-card ds-work-card--no-bottom-spacing"><div class="ds-work-card--cover"><div class="ds-work-cover--wrapper"><div class="ds-work-cover--container"><button class="ds-work-cover--clickable js-swp-download-button" data-signup-modal="{"location":"swp-splash-paper-cover","attachmentId":82567030,"attachmentType":"pdf"}"><img alt="First page of “Organiser la continuité du service: intervention sur l'organisation d'une mutuelle de santé”" class="ds-work-cover--cover-thumbnail" src="https://0.academia-photos.com/attachment_thumbnails/82567030/mini_magick20220323-23827-1tdbnai.png?1648059849" /><img alt="PDF Icon" class="ds-work-cover--file-icon" src="//a.academia-assets.com/images/single_work_splash/adobe_icon.svg" /><div class="ds-work-cover--hover-container"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span><p>Download Free PDF</p></div><div class="ds-work-cover--ribbon-container">Download Free PDF</div><div class="ds-work-cover--ribbon-triangle"></div></button></div></div></div><div class="ds-work-card--work-information"><h1 class="ds-work-card--work-title">Organiser la continuité du service: intervention sur l'organisation d'une mutuelle de santé</h1><div class="ds-work-card--work-authors ds-work-card--detail"><a class="ds-work-card--author js-wsj-grid-card-author ds2-5-body-md ds2-5-body-link" data-author-id="96034756" href="https://independent.academia.edu/JohannPetit1"><img alt="Profile image of Johann Petit" class="ds-work-card--author-avatar" src="//a.academia-assets.com/images/s65_no_pic.png" />Johann Petit</a></div><div class="ds-work-card--detail"><p class="ds-work-card--detail ds2-5-body-sm">2005, Ergonomics Ph. D. Dissertation, Bordeaux</p><div class="ds-work-card--work-metadata"><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">visibility</span><p class="ds2-5-body-sm" id="work-metadata-view-count">…</p></div><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">description</span><p class="ds2-5-body-sm">308 pages</p></div><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">link</span><p class="ds2-5-body-sm">1 file</p></div></div><script>(async () => { const workId = 74400551; const worksViewsPath = "/v0/works/views?subdomain_param=api&work_ids%5B%5D=74400551"; const getWorkViews = async (workId) => { const response = await fetch(worksViewsPath); if (!response.ok) { throw new Error('Failed to load work views'); } const data = await response.json(); return data.views[workId]; }; // Get the view count for the work - we send this immediately rather than waiting for // the DOM to load, so it can be available as soon as possible (but without holding up // the backend or other resource requests, because it's a bit expensive and not critical). const viewCount = await getWorkViews(workId); const updateViewCount = (viewCount) => { try { const viewCountNumber = parseInt(viewCount, 10); if (viewCountNumber === 0) { // Remove the whole views element if there are zero views. document.getElementById('work-metadata-view-count')?.parentNode?.remove(); return; } const commaizedViewCount = viewCountNumber.toLocaleString(); const viewCountBody = document.getElementById('work-metadata-view-count'); if (!viewCountBody) { throw new Error('Failed to find work views element'); } viewCountBody.textContent = `${commaizedViewCount} views`; } catch (error) { // Remove the whole views element if there was some issue parsing. document.getElementById('work-metadata-view-count')?.parentNode?.remove(); throw new Error(`Failed to parse view count: ${viewCount}`, error); } }; // If the DOM is still loading, wait for it to be ready before updating the view count. if (document.readyState === "loading") { document.addEventListener('DOMContentLoaded', () => { updateViewCount(viewCount); }); // Otherwise, just update it immediately. } else { updateViewCount(viewCount); } })();</script></div><p class="ds-work-card--work-abstract ds-work-card--detail ds2-5-body-md">La production de service peut être considérée comme une alternance entre des phases de contacts avec la clientèle (front office) et des phases « sans client » (back office). La traduction littérale signifie, pour le premier « bureau de devant », et pour le second, « bureau de derrière ». Le back office est ainsi envisagé comme les moments de préparation de la production et/ou les moments de finalisation de cette production, c'est-à-dire, tous les instants du processus de production où le client semble absent. Des formes d'organisation de type industriel dans les services, en fort développement, visent, notamment, la parcellisation des tâches et plus particulièrement la séparation des tâches rattachées au front office et celles relatives au back office. Or, dans un certain nombre de situations de service, l'activité dépasse le stade des relations entre clients et opérateurs. Dans ces situations de service, l'activité de production du service est un processus collectif entre le back office et le front office. Il semble que ces formes d'organisation industrielle dans les services font abstraction de cette dimension collective. Cette construction collective du travail dans les services s'élabore sous forme de processus continu, permettant le maintien d'une continuité du service. Lorsque l'organisation divise les structures de back office et de front office, au point de supprimer les relations entre les opérateurs de ces structures, la continuité du service s'en trouve altérée. Dans ce cas, le rétablissement de la continuité du service nécessite de rétablir la communication entre le back office et le front office. Pour y parvenir, il est utile de permettre à ces opérateurs la construction d'un objet commun à partir de situations de travail communes. Nous proposons que cet objet commun soit la qualité de service. Le maintien de la continuité du service dans le temps dépend pour beaucoup des moyens organisationnels mis à disposition des opérateurs pour produire le service. La prise en compte de la diversité et des évolutions des cas à service en montrant qu'ils sont certes distincts mais n'existent pas l'un sans l'autre ; • Ceci nous permet, dans un troisième chapitre, de mettre en avant les particularités des processus de production de service, notamment par la place accordée aux concepts de service et de relation de service. Il nous permet de conclure cette première partie par le fait que les particularités de certaines situations de service nécessitent l'élaboration d'activités collectives de façon à maintenir un lien entre la demande formulée par le client et le service qui lui est rendu. Une fois la cadre théorique posé, nous proposons dans une quatrième partie le récit de l'intervention menée par les ergonomes dans la mutuelle de santé. • Le chapitre 8 décrit le contexte et l'entreprise ; • Le chapitre 9 s'attache à présenter un récit factuel de l'intervention. Enfin nous voyons, dans une dernière et cinquième partie, comment la recherche basée sur cette intervention permet d'éclairer certains débats qui viennent d'être mentionnés. Chapitre : La diversité de situations de service 15 Chapitre 1 : La diversité de situations de service Les situations de service poursuivent globalement un développement important depuis les 30 dernières années. Que ce soit sur le plan économique et social (emplois, consommation des ménages et des entreprises) ou d'un point de vue organisationnel, les services prennent une place de plus en plus importante dans le monde du travail. Les développements rapides de la consommation et des emplois dans ce secteur ont conduit les responsables d'entreprises à des ajustements, tout aussi rapides, des fonctionnements organisationnels. Ceci s'est en partie traduit par un retour à des formes anciennes d'organisation du travail basées sur une forte parcellisation de la production en tâches élémentaires, et donc rigides. Or, les situations de service ont la particularité de mettre le client au centre de leur production, ce qui peut constituer une source de variabilités dans le travail. Ceci n'est pas nécessairement congruent avec un modèle organisationnel rigide. Pour autant, toutes les situations de service ne sont pas concernées de la même manière. En effet, l'exemple que nous avons utilisé, concernant la gestion de portefeuille de clients, aura du sens pour l'opérateur d'une mutuelle de santé ou d'une banque, il s'avèrera moins pertinent au sujet d'une hôtesse d'accueil dans une grande surface, la gestion par portefeuille de clients n'étant pas présente. Ainsi, ce que nous avons avancé jusque-là pourrait être discuté différemment selon les situations.</p><div class="ds-work-card--button-container"><button class="ds2-5-button js-swp-download-button" data-signup-modal="{"location":"continue-reading-button--work-card","attachmentId":82567030,"attachmentType":"pdf","workUrl":"https://www.academia.edu/74400551/Organiser_la_continuit%C3%A9_du_service_intervention_sur_lorganisation_dune_mutuelle_de_sant%C3%A9"}">See full PDF</button><button class="ds2-5-button ds2-5-button--secondary js-swp-download-button" data-signup-modal="{"location":"download-pdf-button--work-card","attachmentId":82567030,"attachmentType":"pdf","workUrl":"https://www.academia.edu/74400551/Organiser_la_continuit%C3%A9_du_service_intervention_sur_lorganisation_dune_mutuelle_de_sant%C3%A9"}"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span>Download PDF</button></div><div class="ds-signup-banner-trigger-container"><div class="ds-signup-banner-trigger ds-signup-banner-trigger-control"></div></div><div class="ds-signup-banner ds-signup-banner-control"><div id="ds-signup-banner-close-button"><button class="ds2-5-button ds2-5-button--secondary ds2-5-button--inverse"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">close</span></button></div><div class="ds-signup-banner-ctas"><img src="//a.academia-assets.com/images/academia-logo-capital-white.svg" /><h4 class="ds2-5-heading-serif-sm">Sign up for access to the world's latest research</h4><button class="ds2-5-button ds2-5-button--inverse ds2-5-button--full-width js-swp-download-button" data-signup-modal="{"location":"signup-banner"}">Sign up for free<span class="material-symbols-outlined" style="font-size: 20px" translate="no">arrow_forward</span></button></div><div class="ds-signup-banner-divider"></div><div class="ds-signup-banner-reasons"><div class="ds-signup-banner-reasons-item"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">check</span><span>Get notified about relevant papers</span></div><div class="ds-signup-banner-reasons-item"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">check</span><span>Save papers to use in your research</span></div><div class="ds-signup-banner-reasons-item"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">check</span><span>Join the discussion with peers</span></div><div class="ds-signup-banner-reasons-item"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">check</span><span>Track your impact</span></div></div></div><script>(() => { // Set up signup banner show/hide behavior: // 1. 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