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                <term xml:lang="en">Prevention</term>
                <term xml:lang="en">Well-Being</term>
                <term xml:lang="en">Drudgery</term>
                <term xml:lang="en">Salutogenic practices</term>
                <term xml:lang="en">Training and development</term>
                <term xml:lang="en">Sustainable management</term>
                <term xml:lang="fr">Bientraitance</term>
                <term xml:lang="fr">EHPAD</term>
                <term xml:lang="fr">Management</term>
                <term xml:lang="fr">Innovation</term>
                <term xml:lang="fr">Qualité vie</term>
                <term xml:lang="fr">Travail</term>
                <term xml:lang="fr">Condition travail</term>
                <term xml:lang="fr">Management salutogénique</term>
                <term xml:lang="fr">Etude de cas multi-niveaux</term>
                <term xml:lang="fr">Prévention des risques professionnels</term>
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              <p>The intensification of work in the health and the social sectors is recognized to deteriorate the working conditions, in recent years. With this assumption, this article aims at understanding the relationship existing between the quality perceived by user’s support and the quality of life perceived by employees in the workplace. What are the best management practices to create the conditions of well-being in the workplace in regards to the constraints these organizations have to cope with? This is the research question we seek answers to. Based on an abductive research (4 cases studies), we operationalize the SLAC modeling – Sense, Links, Activity &amp;amp; Comfort – (Abord de Chatillon et Richard, 2015) to put into the light the sound management practices that Governance, manager and caregivers execute. We use the methodology of Gioia et al. (2013) to manually analyze the thematics of 12 interviews (Governance, managers, caregivers) with a conceptualizing logical. Our results corroborate the SLAC model while they also nuance the dimension of sense-making that appears to be transversal (that is to say, not independent). In terms of management insights, we thus propose and discuss salutogenic management practices we classify by level of responsibilities with an organizational and multilevel approach: (1) governance, (2) managers and (3) caregivers.</p>
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              <p>L’intensification du travail dans le secteur sanitaire et social a été une cause essentielle de la dégradation des conditions de travail ces dernières années. La question de l’articulation possible entre la qualité de l’accompagnement des usagers et la qualité de vie au travail se pose. Quelles sont les outils et les postures managériales clés pour construire les conditions du bien-être au travail dans ces organisations sous tensions ? Par une approche abductive et à partir de quatre monographies, nous mettons à l’épreuve du secteur médico-social, la modélisation SLAC – Sens, Lien, Activité, Confort – (Abord de Chatillon et Richard, 2015) pour mettre en perspective, les périmètres d’action des directions, de l’encadrement et des soignants. Nous référant à la méthodologie de Gioia, Corlay et Hamilton (2013), les douze entretiens réalisés (directions, cadres, et soignants) sont analysés manuellement dans une logique conceptualisante. Les résultats corroborent la modélisation SLAC tout en nuançant la dimension du sens du travail telle que proposée par ses auteurs, dimension qui au prisme de notre analyse, se révèle transversale du modèle SLAC… Nous proposons des implications managériales salutogéniques, catégorisées par niveaux de responsabilités : les directions, l’encadrement de proximité et les soignants-référents bientraitance.</p>
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