Alphabétisation populaire en milieu de travail franco-ontarien
DOI:
https://doi.org/10.56105/cjsae.v10i2.2070Abstract
Résumé
Cet article présente l'expérience d'alphabétisation en milieu de travail du Centre d'Alphabétisation de Prescott (CAP) dans trois entreprises, afin d'en comprendre les facteurs de réussite. Malgré une démarche commune d'implantation et de recrutement dans les trois entreprises, l'expérience ne s'est avérée un succès que dans un cas. L'auteur présente d'abord la spécificité de l'analphabétisme et de l'alphabétisation des travailleurs franco-ontariens. Puis, les entreprises sont décrites, de même que les innovations liées à l'organisation du travail les ayant incitées à mettre de l'avant une formation de base. Le récit de l'arrivée du CAP dans les trois entreprises et du recrutement expose les faits saillants du démarrage des activités. Il ressort de l'analyse que ce sont les dynamiques particulières des rapports sociaux entre les partenaires en alphabétisation en milieu de travail qui permettent de comprendre en quoi l'arrivée du CAP et le recrutement ont été différents dans chacune d'elles. Plus concrètement, au moins cinq phénomènes ont été favorables à l'alphabétisation dans l'une des entreprises: la bonne foi des dirigeants, la volonté commune de l'entreprise et du syndicat, la motivation du comité responsable, les interactions harmonieuses qu'a pu établir l'alphabétiseur et l'approche populaire du CAP.
This article relates the experience of teaching adult literacy in the workplace by Centre d'alphabétisation de Prescott (CAP) in three workplace settings, for the purpose of understanding their success-related factors. Despite similar procedures in all three locations, the experience succeeded in one case only. First, the author outlines the specifics of literacy and illiteracy among Franco-Ontarians. Second, the work settings are described, as well as the innovations which led to basic skills training requirements. A brief description of implementation and recruiting procedures provides additional background. The analysis shows that many of the differences between the cases can be explained by the particular dynamics between social groups in each location. Five conditions have been identified as facilitating success: good faith among managers; commonality of goals between labour and management; high motivation of committee members; the ability of facilitators to establish good rapport; and the popular approach used by CAP.
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