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The purpose of this paper is to estimate the effect of mobility on the apprentices’ wages.

Using a French longitudinal survey concerned with young people’s entry into the labor market and their subsequent employment trajectories, this paper estimates the impact of mobility on post-apprenticeship wages correcting for different selection bias.

Mobility is both voluntary and enforced. It combines imposed selection mechanisms and more active match searching behaviors on the part of apprentices. Apprentices who change employer do not have significant lower starting wages than those who remain in their training firms. Nevertheless, in the medium term, those who defer their moves tend to benefit more from their mobility. Those who move immediately see their wage rising less sharply.

The findings indicate that policy makers should be concerned with job mobility at the end of the apprenticeship contract. Manpower policies should focus on measures that enhance the transferability of accumulated skills and the acquisition of new skills by apprentices.

To the author’ best knowledge, this is the first paper studying the effect of mobility on apprentices’ wages in a dynamic perspective and correcting for the selection of different categories of mobility (immediate vs deferred mobility).

This study aims to examine the role of mental health disorders (anxiety and depression) underlying the relationship between bullying and absenteeism. Moreover, the author tested the potentially moderating role that job autonomy, supervisor and colleagues’ support may play in the relationship between bullying and mental health disorders.

A moderated mediation analysis was conducted with a sample of French workers, controlling for their individual characteristics and their working conditions. The sample comprised 22,661 employees. This sample is representative of the French working population.

The results showed that the positive relationship between workplace bullying and absenteeism was partially mediated by anxiety and depression. In addition, job autonomy and supervisor support appear to be moderators of bullying effects. Regarding the moderating role of colleagues support, the study’s results are more nuanced.

Many studies show that exposure to workplace bullying increases the risk of developing mental health problems and sickness absence. This study extends previous studies by proposing a more comprehensive understanding of how and when bullying results in absenteeism. In particular, this study identified some moderators that can mitigate the harmful effects of workplace bullying on mental health and absenteeism. This study contributes to the literature on this subject by showing that organizations can reduce the potentially negative effects of workplace bullying. Organizational resources can help make individuals capable of coping with aggression. They thus contribute to their resilience.

The purpose of this study is to explore how the employees and managers experienced skill-based pay (SBP) plans through the lens of the organizational justice perspective. The article investigates SBP plans and highlights the difficulties encountered in implementing them. SBP plans take a number of different forms that may diverge from the declared model.

This study investigates the SBP plan implementation in situ. Following Yin’s case study design method, documents were collected, semi-structured interviews were conducted and observations were recorded in two different companies in France.

The organizational justice concepts allow the authors to shed light on the mechanisms through which SBP implementation may lead to negative outcomes. First, the authors argue that injustice perceptions are a critical element in the SBP implementation. Second, they argue that the way SBP plans are implemented by front-line managers influence employee attitudes and behaviours. When employees consider that the decisions are established on the basis of criteria that lack legitimacy, they adopt withdrawal behaviour.

The majority of studies on SBP are largely atheoretical in nature. It is suggested that the organizational justice framework should be utilized to improve the authors’ understanding of what shapes the reaction of workers towards such plans. The authors consider that justice and trust are a particularly useful duo of lenses through which to examine the motivation of workers to be engaged in such plans.

The implications for the practice of management surround the issue of unanticipated results of actions. It is not simply a question of designing the most appropriate SBP plans. The key issue is how they are actually implemented by front-line managers. Specifically, the findings highlight the pivotal role front-line managers play in building trust towards employees. Training in procedural justice should accompany SBP implementation.

This paper highlights the complexity of implementation of SBP. By examining SBP implementation through the lenses of the organizational justice concepts, it sheds light on the under-theorized reactions to SBP implementation, and advances understanding of the mechanisms through which it affects employee attitudes and behaviours.

The purpose of this paper is to analyse the consequences of the increasing prominence of soft skills, focusing specifically on the production of these skills and their recognition and recruitment.

The paper draws on interviews conducted with managers in the service sector in France. Two types of services are covered: large‐scale retailing and hotel and catering services.

The paper shows that the demand for soft skills has caused the service labour process to become highly personified and underline the risks this entails.

The personification of the service labour process encourages the development of specific human resource management practices in the spheres of recruitment, pay and training.

The results underline the need for institutional mediation in the regulation of the labour market. The personification of skills has many social implications in terms of discrimination and policies on training and skill recognition.

The originality of the paper lies, first, in the fact that the results relate to France, whereas most of the literature on soft skills has focused on the UK, the US and other English‐speaking countries. Furthermore, the article emphasises that managers’ practices are shaped by their attitudes towards soft skills, and in particular whether they believe them to be acquired or innate.