Towards Compassionate Total Rewards: COVID-19's Clarion Call for a Paradigmatic Shift

The COVID-19 ‘new normal' has forced organisations to reinvent business practices including rewards in order to retain and motivate employees. This article reviewed the published literature to identify the changing Total Rewards strategies adopted by firms in India as they navigated the various phases of this unprecedented pandemic. The review of academic papers as well as practitioner articles or news articles on relevant themes published in the period of 2020–2021 was followed by semi-structured interviews with 12 human resource practitioners working in the Compensation and Benefits or Total Rewards function across various organisations in India to arrive at the findings of the study. The study revealed that most firms have adopted a compassionate approach while reformulating their Total Rewards strategy. Agility, fairness and hyper-personalisation form the cornerstones for relooking at the Total Rewards dimensions such as pay, benefits, learning and development, and work environment. Spurred by the pandemic, the article highlights the endeavour of Indian firms to imbibe compassion into their Total Rewards strategies by being agile, fair and hyper-personalised. Further, it also lists potential challenges that Indian reward leaders might need to address to successfully implement and sustain a compassionate Total Rewards culture in their organisations.

Disability, workplace inclusion and organizational citizenship behavior: an exploratory study of the legal profession

PurposeMany workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.Design/methodology/approachUsing an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.FindingsThe authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.Originality/valueThe results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

Organizational transformation in crisis: learning from emergent patterns of knowing and organizing

PurposeComplex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their knowledge and transformation trajectory toward and beyond survival. A theoretical framework integrating organizational learning (OL) and knowledge management in organizational transformation (OT) in complex crises is presented.Design/methodology/approachThis conceptual paper presents a systematic literature review on OT in crisis from 2000 to 2021. To achieve integration, the authors searched for studies on OT, knowledge management and OL, each paired with a crisis.FindingsCrises highlight the emergent and decentered nature of knowing and organizing. This study suggests that OT is achieved through various changes in organizational knowledge. Different learning modes enable the transformation of knowledge in a crisis: contextual or situated learning, strategic and collective integration.Research limitations/implicationsThe authors' pandemic experience may have influenced the analysis. This paper does not account for new types of learning emerging due to the influence of digital technologies.Practical implicationsOrganizations may hasten renewal through distributed crisis management facilitated by contextual and strategic learning and collective integration.Originality/valueThis study categorizes learning, based on its function in crisis management, into three types: contextual learning for creative problem-solving, strategic learning for leadership and direction and collective integration to evaluate their crisis journey. Through this classification, this study sheds light on the types of knowledge needed to manage crises effectively, showing that organizations can leverage their crises by transforming and innovating themselves in this turbulent period.

Holistic Embodied OD: Integrating Head, Heart, Hands, and Whole Body for Change

This past decade has been filled with significant volatility and disruption for virtually every individual, group, organization, and society on Earth. The COVID-19 pandemic has been perhaps the most significant disruptor to day-to-day life globally since the age of world wars in the mid-20th century. Although OD scholar-practitioners may have seamlessly pivoted in response to COVID-19 and embraced the shift to interacting in a "virtual" world, the challenge of how to maintain an embodied use of self during relentless disruption and constant uncertainty remained. In this article, we discuss developing an enhanced use of self and propose the practice of Holistic Embodied OD as a method of integrating our entire selves-head, heart, hands, and whole body-for effective change practice through retrospective analysis of two case studies, one pre-COVID and one during COVID-19. "Holistic Embodied OD is grounded in the development of an enhanced use of self that integrates and equally values several different elements of our lived selfexperience and relationships with others: Thinking (Head), Feeling (Heart), Doing (Hands), and Being (Whole Body)" (Matthews & Szelwach, 2021, p. 7). Practicing in this way acknowledges that the body is our way of showing up and being in the world as scholar-practitioners who engage with others as embodied social beings. Through Holistic Embodied OD, we resist disembodied OD practice by staying fully present in each situation and flexibly adjusting ourselves and our methods to help organizations and communities facilitate effective and timely change.

Tips for Virtual Meeting Engagement: An OD Coaching Strategy

The authors present this article as a blend of facts and the authors' experiences since little is currently known about interactions within the virtual world. Employees are finding that virtual meetings occur too often. In most cases, they are uninteresting and lack engagement for the participants. These combined factors lead to virtual meeting burnout and participants' multitasking instead of involvement. Continuous virtual meetings cause stress and, subsequently, other health issues;this article is a call to OD practitioners to help develop techniques to alleviate these issues. Engagement may be the solution to lessening these virtual meeting problems. The first part of the article describes what we know about virtual meetings. The last part of the article gives specific coaching directions for your clients in ways that they can increase engagement in a variety of meetings. Virtual meetings will remain in our lives and may be one of the major ways people communicate with each other. Organization development professionals in the past were the ones that increased the effectiveness and human potential of in-person meetings through the development of techniques and research. Because virtual meetings happen daily, there is a belief that we know a great deal about this form of interaction, but there is little research confirming this belief. We provide some next steps for organization development consultants and scholar-practitioners to start thinking creatively about this media, research, write, and develop innovative technology. Virtual meetings need engagement, and we are the ones with the skills to make a difference.

Clarifying Organizational Generativity: A Future Forming Perspective for OD Practitioners and Researchers

As the catastrophic consequences of the COVID-19 pandemic have made clear, both the practice and research of organizational development (OD) urgently need alternative pathways to the future. Organizational generativity (OG) offers one such promising alternative. While much of OD practice and research are focused on enabling organizations to better prepare for an unknown future, OG accommodates new ways for organizations to proactively create their own future. As a nascent field of inquiry, however, research on OG is underdeveloped and characterized by a lack of clarity. Therefore, the purpose of this paper is to clarify the construct of organizational generativity to be more actionable by OD practitioners, researchers, and managers alike. Using grounded theory, we review and critique the literature on generativity, from the "ancestral" writers in psychology to current OD authors. Through successive rounds of inquiry, we reveal the syntax, the semantics, and the inherent processual nature of organizational generativity. We then derive a conceptual framework describing seven manifestations of generative organizational processes: relational, transformational, disruptive, future-focused, idea-giving, actionable, and procreative. Finally, we discuss implications for OD practice and opportunities for future research.

The COVID-19 pandemic: Perspectives on work engagement and work-from-home in a higher education institution

Orientation: Globally, the repercussions of the coronavirus disease 2019 (COVID-19) pandemic infiltrated many areas within societies. Like all other institutions, higher education institutions (HEIs) had to migrate to online and blended activities, and work-from-home (WFH) became characteristic of the ‘new normal'. Research purpose: The main purpose of the study was to determine the perspectives on work engagement and WFH among employees of an HEI in South Africa during the global COVID-19 pandemic. Motivation for the study: There is limited published research reporting on WFH and work engagement in HEIs. Research approach/design and method: The study employed a quantitative-based cross-sectional design. The target population of this study included all employees an HEI in South Africa who worked from home during the COVID-19 lockdown. A web-based survey was used to collect the data. In total, 399 respondents participated in the research. Main results: The results of the study revealed that the employees were to a great extent engaged in their work because of the organisational support received from the institution. It was also evident that some employees experienced difficulties with establishing a work routine, a lack of sufficient equipment and resources to function at home, work–home interference, increased workload and working hours, isolation and work–life balance issues. Practical/managerial implications: The results of the study are important to inform business decisions regarding the WFH model as an alternative working arrangement to be considered in HEIs. Contribution/value-add: This study contributes to the body of knowledge regarding work engagement and WFH in HEIs in the context of the global COVID-19 pandemic.

Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?

The changing nature of employment has led to increased awareness of leaveism, a practice involving employees using allocated time off when unwell, taking work home, and picking up work when on annual leave. However, there are theoretical, methodological, and policy/practice‐related weaknesses, apparent in current understandings. The main article aim is to develop, theoretically, the emergent notion of leaveism, drawing on concepts related to work intensification (WI) and ideal worker norms (IWNs), concepts underpinned by reference to information communication technologies (ICTs), then exploring such ideas via an electronic questionnaire (n = 959), aimed at UK‐based employees performing leaveism. The main argument is leaveism is more than a lacuna between presenteeism and sickness absence;it is an unsustainable employer‐driven social phenomenon sitting at the intersection of WI, IWNs and ICTs. The findings have policy/practice implications for human resource management (HRM) professionals, trade unions and governments. Recommendations for future research including exploring leaveism in an international context, and in a Covid‐19 pandemic‐defined era.

Trust disruption and preservation in the Covid-19 work from home context

PurposeThe paper posits that the enforced work from home (WFH) arrangement due to Covid-19 provides a unique setting for the study of trust in changing contexts. The purpose of this study, therefore, is to examine to what extent Covid-19 WFH changed trust relationships among remote employees, their managers and organisations and how this has taken place.Design/methodology/approachThe study used semi-structured interviews with employees and managers from different organisations across different sectors. Interviews were supported with image prompts as suggested by the storyboarding method, and took place between November 2020 and February 2021. Thematic analysis was used to analyse the data.FindingsThe findings identified factors that contribute to trust disruption and factors that led to trust preservation within the changing workspace landscape enforced by WFH environment. Employees reported trust in their organisations, feeling as though their organisations proven resilient at the time of the crisis caused by the pandemic. Interestingly, managers reported trust in employees to remain productive but also anxieties due to the possible presence of others in the household.Originality/valueThe study identified factors that affect intra-organisational trust that have not been previously recognised, exposing tensions and challenges that may disrupt trust relations between managers and employees whilst also identifying evidence of trust preservation in the Covid-19 WFH context. The study has implications for workplace learning within the remote, WFH context, which are discussed.

Satisfaction with Work-Life Balance During the COVID-19 Pandemic for Full-Time Workers Forced to Work from Home

The global pandemic caused by Coronavirus disease of 2019 (COVID-19) severely disrupted peoples professional and personal lives making many employees required to work from home. Our study examines family-supportive supervisory behaviors (FSSB) impact on in-role behaviors through satisfaction with work-life balance and psychological availability at work to gain insight into the effects of the pandemic on work and home domains. Based on three waves of data and a sample of 179 full-time employees (32+ hours per week) forced to work 100% at home because of the pandemic, the findings suggest satisfaction with work-life balance and psychological availability at work serially mediated the relationship between FSSBs and in-role behaviors. Also, satisfaction with work-life balance mediated the relationship between FSSB and psychological availability at work, and psychological availability at work mediated the relationship between satisfaction with work-life balance and in-role behaviors. Practical and theoretical implications, along with future research, are discussed.

A Coaching Co-Design: Fostering Change, Innovation, and Collaboration

A model of coaching co-design for executive teams (ETC) based on a four-year program using diagnostic and dialogic organization development tools focused on fostering change, innovation, and collaboration. The study engaged a leadership team of 34 participants from a fast-paced global software and hardware gaming company. Using extensive proprietary data, the model offers practitioners and academics a guide for co-creating a team coaching design. Co-creating a cooperative learning process uses a framework of interventions for intentionally planning and aligning behaviors and practices to support dynamic capabilities to boost firm success, adaptability, and organizational performance. This model exemplifies conditions that can unleash shared personal and organizational power for practitioners and academics. The research was undertaken in an industry where innovation and execution were necessary skills for survival and growth. This duality of skills is referred to as ambidexterity.

Measuring the personal perspective on work engagement: An empirical exploration of the self-anchoring work engagement scale in Poland

PurposeWork engagement is among the most influential constructs in human resource management, but work engagement's current understanding overlooks what employees consider as engagement. The author aims to advance the human resources theory and practice by discussing the need for understanding engagement from the employee point of view, and the author explores the properties of a self-anchoring work engagement scale – the measure capturing the personal perspective on work engagement.Design/methodology/approachThe author has presented a conceptual discussion providing a rationale for capturing employee personal perspective on work engagement as supplementary to multi-item measures capturing researcher perspective. Based on empirical evidence, the author tests convergent and discriminant validity of self-anchoring work engagement in relation to job resources, job demands and burnout;the author confronts the nomological network of self-anchoring scale with previous work engagement meta-analysis.FindingsThe obtained results provided preliminary evidence supporting convergent and discriminant validity of self-anchoring work engagement. The analysis of the nomological network of self-anchoring work engagement in comparison to the previous meta-analysis revealed that self-anchoring work engagement might be more strongly related to challenging job demands than the multi-item researcher perspective work engagement.Research limitations/implicationsPractical implicationsSocial implicationsOriginality/valueThe author's findings provide a modicum of evidence that asking employees about self-assessment of employees' work engagement on a 0–10 scale provides researchers with access to a freely available measurement method of the personal perception on work engagement.Contribution to impact

Leadership, management and organisational implications for public service employee well-being and performance

Orientation: With the significant changes in the organisational context and the nature of work, greater focus on employee well-being is central to the quality of work life (QWL) and effective organisations. Research purpose: This article examines the complex and dynamic interplay between the multidimensional affective, behavioural, relational and socio-cultural dimensions in mediating employee well-being and organisational performance in a transforming South African provincial government. Motivation for the study: Theoretical models and public reforms have focused on the formal, transactional and technical aspects in understanding organisational performance and employee well-being, with less attention given to the behavioural, socio-cultural and interpersonal dimensions. Research approach/design and method: This qualitative study in two provincial government departments with 43 public servants (rank levels 6–15) applied the integral theory-based, four-quadrant model. The Dynamic Inquiry (DI) interview method and inductive thematic analytical processes were used. The Management Performance Assessment Tool (MPAT) assessment reports of the two departments were analysed. Main findings: The four dominant themes that emerged from this study – social exclusion, leadership behaviours, public service orientation and governance – display complex patterns and relationships related to well-being and performance. Among these are the negative effects of power and bureaucratic cultures;hierarchical, command and control governance systems and dissonant leadership behaviours. Practical/managerial implications: The results have public policy and practice implications for public governance, management and leadership development, organisational design and culture, and performance management. Contribution/value-add: By applying an integrated research approach, multiple determinants of well-being and their intermediation were elucidated. The findings offer epistemological and methodological implications for human resource management (HRM) scholarship.

Enablers of knowledge sharing for organizational sustainability: proposing a conceptual framework

PurposeThis study aims to propose a conceptual framework describing the relationship between enablers of knowledge sharing (KS) and organizational sustainability.Design/methodology/approachAn in-depth literature review based on preferred reporting items for systematic reviews and meta-analyses flowchart was conducted to identify the enablers of KS. The study develops a conceptual framework by assimilating enablers of KS on three levels: individual, technical and organizational, to attain organizational sustainability.FindingsEnablers of KS are beneficial for organizations to enable problem-solving, better and faster decision-making, stimulating creativity and innovation, improved customers' services and leveraging employees' talent.Research limitations/implicationsWithin organizational structure, KS can be fostered by a culture that encourages employees to generate novel and creative ideas.Originality/valueThe model of KS presented in this study is applicable to organizations in more complex and uncertain contexts, e.g. the postpandemic era to retain and sustain talented employees.

The role of career development in ensuring effective quality management of training

Orientation: It is widely acknowledged that career development needs to be viewed as a critical element by organisations to capacitate employees and contribute to organisational success. The role of career development in capacitating leaders to ensure effective quality management (QM) of training is not well known. Research purpose: This research aimed to investigate officers in corps training units' perceptions regarding the role of career development in managing the quality of training in the South African (SA) Army. Motivation for the study: Limited research exists concerning the career development of leaders responsible for the QM of training internationally and nationally. This study intended to fill the gap. Research design and method: Qualitative focus group interviews were conducted using a sample comprising 49 officers at six SA Army corps training units. Main findings: The appointment of unqualified and incompetent leaders in critical positions, lack of continuity in the staffing of personnel, the appointment of incompetent personnel in training positions and the lack of mentors and opportunities for mentoring of officers adversely affected the QM of training in the SA Army. Practical/managerial implications: There is a need for leaders in the SA Army to ensure that career development strategies are adequately planned and managed in the training context. This will ensure that leaders with adequate potential are appointed and developed to guarantee high-quality training. Contribution/value-add: This research provided an empirical description of the role that career development plays in the organisational system to ensure adequate QM of training.

A PANDÉMIA ALATT TAPASZTALT STRESSZREAKCIÓK VÁLTOZÁSAI ÉSZAKKELET-MAGYARORSZÁGON

Összefoglalás: A pandémia okozta vészhelyzet számos nehézséget támasztott a társadalom tagjai számára, ugyanakkor esélyt adott arra, hogy újfajta viszonyulást alakítsunk ki az élethez és az embertársakhoz. Az elmúlt időszak eseményei világossá tették, hogy sebezhetőségünk ellenére nem vagyunk teljesen tehetetlenek, ugyanis vannak olyan területek, amelyeket kézben tudunk tartani, befolyásolhatjuk a stresszre adott reakcióinkat, valamint a félelmet és a krízissel kapcsolatos érzelmeinket is. Kutatásunkban Magyarország északkeleti régiójának mentális állapotát vizsgáltuk a pandémia második, harmadik és negyedik hullámában. Az online survey kutatáshoz standard kérdőíveket alkalmaztunk, az észleltstressz-kérdőív 10 tételes változatát, a Remény skálát, a WHO Jól-lét Skála. Az 500 fő feletti válaszadók többségében kisvárosban és falvakban élnek. A kutatásban résztvevők az átlagosnál feszültebbek, stresszesebbek, de többségében bíztak magukban, hogy meg tudnak birkózni problémáikkal. A válaszadók többségét olyan dolgok dühítették fel leginkább, melyeket érzésük alapján nem tudtak befolyásolni. Összességében elmondható, hogy a pandémia egyértelműen negatívan hat a lakosság mentális állapotára, mely a szubjektív egészségi állapotra is kihat. Nagy a társadalmi igény olyan egészségügyi szakemberek jelenlétére, akik nemcsak a gyógyításra fókuszálnak, hanem holisztikus szemléletmóddal fordulnak a lakosság felé, mely egy hatékonyabb gyógyulási folyamatot eredményez.Alternate :The emergency situation caused by the pandemic has created many difficulties for society, however, it also provided the opportunity to develop new attitudes toward our life and community. The past period highlighted that despite our vulnerability, we can manage this crisis, by being able to influence our stress reaction and our fears and emotions about the outbreak of SARS-CoV-2. In the present study, we examined the mental state of the population of North-East Hungary in the second, third, and fourth waves. During the research, an online questionnaire was applied, that included the Hungarian version of the 10-item Perceived Stress Scale, the Adult Hope Scale, the WHO Well-Being, and the Buss Perry aggression questionnaires. More than 500 people (n = 528) completed the questionnaires. Based on the online survey, most participants live in small towns or villages. They were more stressed than before the pandemic, but most of them believed in themselves that they could cope with the problems caused by this new situation. The majority of respondents were mostly angered by those things that they could not influence based on their feelings. Overall, the pandemic clearly harms the mental state of the population, which also can influence the subjective state of health. Therefore, the presence of health professionals is demanded, who focus on the mental state and health of populations and can help to handle their problems. Moreover, these professionals do not only focus on healing but use holistic approaches as well, which results in a more effective healing process.

Embracing Changes: Virtual Change Management and Leadership Training Implications

The pandemic brings many unforeseen changes. Thriving organizations are the ones that are agile and proactive. Change management and leadership training plays a key role in organizational change and development. This current study examines a group of international managers' virtual training experiences, helping managers to develop change mindsets to use disruptions as opportunities to lead organizations. This group of international managers were better prepared to be the change leaders, moving organizations forward to a thriving tomorrow.

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation. Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace. Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation. Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis. Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed. Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively. Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.

Teleworking during the COVID-19 pandemic: a leader-member exchange perspective

PurposeThe COVID-19 pandemic has accelerated the process of teleworking and teleworking is expected to be a central feature of workplaces of the future. The present study examines the effect of leader-member exchange (LMX) and perception of loneliness on the relationship between proactive coping and the work productivity of teleworkers during the COVID-19 crisis time.Design/methodology/approachUsing structural equation modeling (SEM), this study the study is based on a survey of 572 teleworkers in Taiwan drawn from a variety of industry sectors.FindingsThrough the application of a hypothesized moderated mediation model, the indirect effects of proactive coping on work productivity via LMX are stronger for employees who experience a higher level of perceived loneliness.Research limitations/implicationsThe results have contributed to current understanding on the success of telework at the individual level and extends research framework of teleworking. Using self-report questionnaire is one of the limitations;however, this was feasible data collection method during COVID-19.Practical implicationsOrganizations need to provide further training aimed at enhancing proactive coping and dealing with future work challenges in the complex and dynamic workplace.Originality/valueThis study is the first among its type to examine proactive coping and job productivity from a LMX during COVID-19.

Réforme du régime de prévention en SST au Québec : analyse critique, sensible au genre et aux autres sources d'inégalités

Nous examinons le potentiel et les conditions de l'efficacité de dispositions clés de la réforme du régime québécois de prévention introduite par la Loi modernisant le régime de santé et de sécurité du travail (LMRSST) en septembre 2021. Pour ce faire, nous mobilisons la typologie en deux axes proposée par Tucker (2007) afin de caractériser la citoyenneté au travail en SST, et ce, dans une version renouvelée par une perspective sensible au genre et autres sources d'inégalités. D'une part, nous traitons des changements à la participation représentative, à l'influence des travailleur.euse.s et au contrôle interne, ajoutant l'examen de la protection de toutes les personnes au travail (sans égard à leur statut d'emploi) et de la responsabilisation le long des chaînes de valeur. D'autre part, nous traitons du contrôle externe et proposons de tenir compte de la couverture des risques souvent invisibilisés du travail des femmes. Le projet de loi initial reproduisait cette sous-estimation de certains types de risques. Devant l'opposition, l'adoption de dispositions clé a été reportée et un régime intérimaire établi. La LMRSST permettra, à terme, la couverture de l'ensemble des secteurs d'activité par des mécanismes de prévention (contrôle interne) et de participation représentative des travailleur.euse.s;au prix cependant d'un risque de conformité formelle plutôt que réelle quant au contrôle interne, un niveau variable d'influence des travailleur.euse.s et de l'affaiblissement de plusieurs conditions d'efficacité des mécanismes de participation. On peut anticiper des obstacles à l'exercice de leurs droits par les travailleur.euse.s non syndiqués et des petits établissement. Le Réseau de santé publique n'a plus un accès systématique aux établissements et on ne sait rien sur les ressources dont celui-ci comme l'inspectorat disposeront. Il reste à voir dans quelle mesure les travaux réglementaires paritaires à venir apporteront des avancées en prévention et en même temps, renforceront plutôt que d'affaiblir la citoyenneté au travail. Précis Nous examinons le potentiel et les conditions de l'efficacité de dispositions clés de la réforme du régime québécois de prévention introduite par la Loi modernisant le régime de santé et de sécurité du travail (LMRSST) en septembre 2021. Pour ce faire, nous mobilisons la typologie proposée par Tucker (2007), et ce, dans une version renouvelée par une perspective sensible au genre et autres sources d'inégalités sociales. L'analyse du contenu du régime de prévention défini par la LMRSST s'appuie sur un état des connaissances quant à la portée et aux limites des stratégies étatiques en prévention, une revue de littérature sélective examinant l'application, la portée et les limites du régime pré-LMRSST et sur l'examen des mémoires déposés à l'occasion des consultations publiques sur le projet de loi.Alternate :We examine the potential effectiveness of key provisions of the Québec prevention regime as reformed by the Act to modernize the occupational health and safety regime (AMOHS) in September 2021. We expand Tucker's (2007) two-axis typology characterizing citizenship at work to include a perspective sensitive to gender and to other sources of inequalities such as class and race. In this expanded model, the right to representative participation, worker influence and internal control extends to all workers (regardless of employment status), and includes accountability along value chains. In the expanded model,risks addressed by the prevention regime, and subject to external control, include often invisibilized risks associated with women's work. In the face of opposition to the initial reform bill, which underestimated the risks associated with women's work, adoption of key elements of the reform – the provisions on preventive and participatory mechanisms – was postponed and an interim regime established. The AMOHS will eventually allow for worker participation mechanisms aimed at increasing internal control in all sectors. This, however, comes with a risk that internal control will result in cosmetic rather than substantive compliance, lead to inconsistent levels of worker influence and undermine some of the conditions that underpin effective participation mechanisms, especially for non-unionized workers and those in small establishments. Further, the Public Health network has lost systematic access to workplaces, and it is not known what resources will be available to it or to the inspectorate. It remains to be seen whether the ongoing joint regulatory process to determine future preventive and participatory mechanisms will strengthen prevention and at the same time bolster, rather than weaken, citizenship at work.