Les recherches sur la justice organisationnelle ont prouvé que l’équité était un concept majeur pour appréhender l’expérience de travail des salariés. Pourtant, les chercheurs en ce domaine ont focalisé leur attention sur la relation verticale entre salariés et managers ou entre les salariés et les organisations auxquelles ils appartiennent, au détriment des rapports entre individus de même niveau hiérarchique. Cette thèse a pour but de présenter le concept de justice dans les équipes de travail en analysant la perception des salariés quant au traitement qui leur ait réservé, à titre individuel, sur leur lieu de travail. Afin de démontrer la pertinence théorique et pratique de la perception individuelle de l’équité dans les équipes de travail, le thème de la justice organisationnelle sera confronté au thème du conflit, au concept de diversité et aux valeurs socio-culturelles des salariés. Les problématiques de recherche se concentrent sur les conséquences de la perception de l´équité entre collègues, sur les relations entre les concepts d'injustice et de conflit, de dissemblance et de satisfaction et sur le rôle modérateur des valeurs socio-culturelles sur la perception de l'équité et du comportement de citoyenneté organisationnelle. Ces questions de recherche sont testées d´une part à travers une étude longitudinale portant sur 256 salariés de firmes allemandes et, d´autre part, à travers deux questionnaires portant sur 448 salariés répartis dans des équipes de travail multinationales en France. Ces données sont analysées grâce à une modélisation en équation structurelle sur Mplus et par la méthode de modération et médiation sur le logiciel macro SPSS de Hayes. Le résultat de la première enquête met en évidence un phénomène de réciprocité entre les différents types d'injustices et les catégories diverses de conflits sur le lieu de travail, cette corrélation se renforçant à mesure que le temps passe. La dissemblance des valeurs entre salariés d'une même équipe a un impact négatif sur la satisfaction globale du groupe. L'injustice distributive et procédurale est un vecteur de ce phénomène. Dans le même temps, la différence de classe d'âge entre salariés d'une même équipe a un effet positif sur la satisfaction du groupe. Dans ce cas, c'est la communication entre les membres du groupe qui sert de conducteur. Enfin, la seconde étude démontre que les effets du concept d'équité sur le comportement de citoyenneté organisationnelle ont plus d'impact sur les sujets à tendance individualiste, soumis à une forte hiérarchie et réceptif à l'incertitude. / Organizational justice research has shown that fairness is a key part of the employee’s work experience. However, justice scholars focused their considerations on the vertical relationship between employees and managers or organizations, neglecting horizontal relationships between peers. This dissertation advances justice research in teams by discussing and testing the individual peer justice perspective, which deals with the individuals’ perceptions of how fairly they are treated by teammates. To demonstrate the theoretical and practical relevance of the individual peer justice perspective, the organizational justice literature is integrated with the literatures of workplace conflict, workplace dissimilarity, and national cultural values. The research questions center around the predictors and outcomes of individual peer justice, the injustice-conflict interrelationship, the mechanisms of the dissimilarity-team satisfaction relationship, and the moderating role of cultural values on the relationship between justice perceptions and organizational citizenship behavior. The related hypotheses are tested through a longitudinal survey study with 256 employees from a variety of organizations in Germany and through a two-wave survey study with 448 multinational self-managed team members in France. The data is analyzed through structural equation modelling using Mplus and through moderation and mediation analyses using the SPSS macro of Hayes. The results of the first study indicate a reciprocal relationship between injustice dimensions and conflict types in the workplace, whereby this relationship becomes stronger over time. Distributive and procedural injustice further mediate the negative impact of perceived value dissimilarity (relative to teammates) on team satisfaction. The positive effects of perceived age dissimilarity (relative to teammates) on team satisfaction are mediated by information elaboration. Finally, the second study demonstrates that peer justice effects on organizational citizenship behavior are stronger for team members who score high in individualism, high in power distance, and low in uncertainty avoidance.

Local government has to face new challenges and demands as they approach the 21st century, especially in view of the fact that the South African system of local government has been significantly altered since the first democratic local government elections which were held in November 1995 and July 1996. The integrated development plan (IDP) of a municipality reflects on the municipal council's vision for the long-term development of the municipality with special emphasis on the municipality's most critical development for service delivery purposes. The integrated development plan consists of separate plans developed for new initiatives to fit into the overall strategic planning framework as distinct from the normal operating and capital business plans for each of a Council's existing functions. The plans do not necessarily relate to completely new functions but may relate to changing the way a function operates, enhancing service levels of existing functions or even cutting back services provided by an existing function. Some IDP initiatives may stand apart as individual projects and some may have wide-spread impact across existing functional areas. Emanating from the above is a resultant conflict between administration management of a municipality and the rest of the workforce of the municipality. As a result of the lack of knowledge regarding conflict in a local authority within the framework of an integrated development plan for labour and the need for it to be managed correctly, it was decided to embark on this study and contribute to the existing knowledge on this subject. / Thesis (M.Com. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2007.

South African organizations experienced more conflict in the past ten years because of all the changes in the management of labour relations. Employees at lower, middle and upper management levels within organizations are not well informed about the different types of conflict, the functionality and dysfunctionality of conflict, how conflict takes place within the different job-levels and how to manage and resolve it. Dysfunctional conflict can be destructive and it can affect the productivity of the organization. Because of the lack of knowledge regarding conflict within the steel organization and the necessity for it to be handled correctly, it was decided to seize the opportunity to contribute to the existing knowledge of conflict. Objectives of the study The major objectives of this study are as follows: To determine how literature conceptualizes conflict dynamics by examining theory, industrial sociology, organizational behaviour and general management. To determine the following aspects by means of an empirical study: - What the main reasons are for conflict within the steel organization. - How the handling of conflict differs among the middle and lower job levels within the organization. Research study and methodology The research study is divided into a theoretical and an empirical framework. Chapters 2, 3 and 4 outline the theoretical basis. Various aspects of conflict and handling or managing it are discussed in detail. The study employs the conflict theories of Ralph Dahrendorf and Karl Marx as points of departure, as found in chapter 2, in an attempt to provide a framework for the problem statement and to attempt the attainment of the set of objectives. This chapter discusses conflict and analyzes it as a social interaction characterized by force, strife and animosity. It also offers and analysis of Dahrendorf s and Marx's theories to determine their suitability to the study. Chapter 3 discusses conflict within a business context with reference to functional and dysfunctional conflict. different approaches to conflict. types of conflict, different reactions to conflict as well as its different stages. Chapter 4 addresses the course, handling and management of conflict by analyzing the conflict process while it keeps the theories of Marx and Dahrendorf in mind. Chapter 5 analyzes and describes the data and results found by means of empirical research according to specific statistical methods. The empirical study was conducted among the employees of a steel company. A standardised questionnaire and personal interviews were used. Major findings Chapter 6 consists of analysed information about the assembled data. The major findings of the study support the set of research objectives and prove all of them. Major findings include the following: Cooperation, discipline and communication are problem areas within the steel organization. A large number of employees show dissatisfaction about the nature and extent of their work. Some of the employees misuse their authority and this is a major cause of conflict. A total of 95% of the population show that they would like further training in the dynamics of conflict management. Half of the population show that they are unaware of any policies and procedures of conflict management in the steel company. Conclusion In conclusion as found in chapter 6 the study makes a number of recommendations centring on the training of employees to handle conflict and policy-making about conflict-handling and management. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

There is a need to determine the real reasons for conflict in the South African context. because it seems that the transformation process brought forth a reduction in work opportunities, workers losing their jobs, an increase in workplace violence, increasing dissatisfaction amongst workers, more strikes occuring, affirmative action, discrimination, recruitment of workers without the appropriate skills, corruption, workers who are too lazy to work, and professionals going overseas, etcetera. Personnel in the companies must be adequately informed about the nature of conflict, the causes of conflict, the types of conflict and the management of conflict, because conflict is increasing and it must be managed correctly otherwise it will be destructive and inhibit the functioning of a company. The objectives of the research study are as follows: a) To determine how conflict dynamics are conceptualised in literature through the application of industrial sociological theories, organizational principles and general management theories. b) To determine the main sources of conflict within the Engineering Company. c) To determine if personnel on the horizontal and vertical levels in the Engineering Company are influenced differently by conflict. d) To determine if there is a significant difference between the personnel in the Engineering Company in the manner in which they handle conflict with their superior and subordinates. The research study consists of a theoretical and an empirical framework. Chapter 1 covers the introduction, problem statement, the method and purpose of the research, and the description of relevant terms. In Chapter 2, the philosophies of Georg Friedrich Hegel and Immanuel Kant, and the theories of Karl Marx and Max Weber are used to serve as a basis on which the study can be built. In Chapter 3, the nature of conflict is discussed in terms of the following types of conflict: interpersonal conflict, intrapersonal conflict, intergroup conflict, and intragroup conflict. The management of the different types of conflict is also discussed. Chapter 3 covers the empirical data of the research, and the empirical research results of the study. The most important results of this study and recommendations are given in Chapter 5. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006

Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

Local government has to face new challenges and demands as they approach the 21st century, especially in view of the fact that the South African system of local government has been significantly altered since the first democratic local government elections which were held in November 1995 and July 1996. The integrated development plan (IDP) of a municipality reflects on the municipal council's vision for the long-term development of the municipality with special emphasis on the municipality's most critical development for service delivery purposes. The integrated development plan consists of separate plans developed for new initiatives to fit into the overall strategic planning framework as distinct from the normal operating and capital business plans for each of a Council's existing functions. The plans do not necessarily relate to completely new functions but may relate to changing the way a function operates, enhancing service levels of existing functions or even cutting back services provided by an existing function. Some IDP initiatives may stand apart as individual projects and some may have wide-spread impact across existing functional areas. Emanating from the above is a resultant conflict between administration management of a municipality and the rest of the workforce of the municipality. As a result of the lack of knowledge regarding conflict in a local authority within the framework of an integrated development plan for labour and the need for it to be managed correctly, it was decided to embark on this study and contribute to the existing knowledge on this subject. / Thesis (M.Com. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2007.

South African organizations experienced more conflict in the past ten years because of all the changes in the management of labour relations. Employees at lower, middle and upper management levels within organizations are not well informed about the different types of conflict, the functionality and dysfunctionality of conflict, how conflict takes place within the different job-levels and how to manage and resolve it. Dysfunctional conflict can be destructive and it can affect the productivity of the organization. Because of the lack of knowledge regarding conflict within the steel organization and the necessity for it to be handled correctly, it was decided to seize the opportunity to contribute to the existing knowledge of conflict. Objectives of the study The major objectives of this study are as follows: To determine how literature conceptualizes conflict dynamics by examining theory, industrial sociology, organizational behaviour and general management. To determine the following aspects by means of an empirical study: - What the main reasons are for conflict within the steel organization. - How the handling of conflict differs among the middle and lower job levels within the organization. Research study and methodology The research study is divided into a theoretical and an empirical framework. Chapters 2, 3 and 4 outline the theoretical basis. Various aspects of conflict and handling or managing it are discussed in detail. The study employs the conflict theories of Ralph Dahrendorf and Karl Marx as points of departure, as found in chapter 2, in an attempt to provide a framework for the problem statement and to attempt the attainment of the set of objectives. This chapter discusses conflict and analyzes it as a social interaction characterized by force, strife and animosity. It also offers and analysis of Dahrendorf s and Marx's theories to determine their suitability to the study. Chapter 3 discusses conflict within a business context with reference to functional and dysfunctional conflict. different approaches to conflict. types of conflict, different reactions to conflict as well as its different stages. Chapter 4 addresses the course, handling and management of conflict by analyzing the conflict process while it keeps the theories of Marx and Dahrendorf in mind. Chapter 5 analyzes and describes the data and results found by means of empirical research according to specific statistical methods. The empirical study was conducted among the employees of a steel company. A standardised questionnaire and personal interviews were used. Major findings Chapter 6 consists of analysed information about the assembled data. The major findings of the study support the set of research objectives and prove all of them. Major findings include the following: Cooperation, discipline and communication are problem areas within the steel organization. A large number of employees show dissatisfaction about the nature and extent of their work. Some of the employees misuse their authority and this is a major cause of conflict. A total of 95% of the population show that they would like further training in the dynamics of conflict management. Half of the population show that they are unaware of any policies and procedures of conflict management in the steel company. Conclusion In conclusion as found in chapter 6 the study makes a number of recommendations centring on the training of employees to handle conflict and policy-making about conflict-handling and management. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

There is a need to determine the real reasons for conflict in the South African context. because it seems that the transformation process brought forth a reduction in work opportunities, workers losing their jobs, an increase in workplace violence, increasing dissatisfaction amongst workers, more strikes occuring, affirmative action, discrimination, recruitment of workers without the appropriate skills, corruption, workers who are too lazy to work, and professionals going overseas, etcetera. Personnel in the companies must be adequately informed about the nature of conflict, the causes of conflict, the types of conflict and the management of conflict, because conflict is increasing and it must be managed correctly otherwise it will be destructive and inhibit the functioning of a company. The objectives of the research study are as follows: a) To determine how conflict dynamics are conceptualised in literature through the application of industrial sociological theories, organizational principles and general management theories. b) To determine the main sources of conflict within the Engineering Company. c) To determine if personnel on the horizontal and vertical levels in the Engineering Company are influenced differently by conflict. d) To determine if there is a significant difference between the personnel in the Engineering Company in the manner in which they handle conflict with their superior and subordinates. The research study consists of a theoretical and an empirical framework. Chapter 1 covers the introduction, problem statement, the method and purpose of the research, and the description of relevant terms. In Chapter 2, the philosophies of Georg Friedrich Hegel and Immanuel Kant, and the theories of Karl Marx and Max Weber are used to serve as a basis on which the study can be built. In Chapter 3, the nature of conflict is discussed in terms of the following types of conflict: interpersonal conflict, intrapersonal conflict, intergroup conflict, and intragroup conflict. The management of the different types of conflict is also discussed. Chapter 3 covers the empirical data of the research, and the empirical research results of the study. The most important results of this study and recommendations are given in Chapter 5. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006

In South Africa, private and public sector organizations have been experiencing conflict at an increasing rate during the past few decades and especially the last ten years. The prominence and high level with which conflict is regarded in this new democracy has made the study of this phenomenon more relevant. Especially within business organizations, between individuals, groups, and at management level, the influence of transformation and affirmative action has steadily affected interpersonal and intergroup relations. This situation makes it more difficult to handle or to manage. The lack of knowledge experienced in many business organizations causes mismanagement of conflict which eventually (directly or indirectly) affects the productivity of the employee corps and subsequently, the effectivity or profitability of the organization. The objective of this study was to establish by means of a comparative theoretical and empirical analysis, the nature, causes and handling/ management styles of conflict within a public and a private sector organization. Being respectively non-profit and profit driven organizations and having introduced affirmative action and transformation at different degrees, it was possible to evaluate the effect with regard to conflict. The research method followed in this study was both qualitative and quantitative. In the first five chapters a theoretical, qualitative approach was applied. Different theories of conflict, from the classical, neo-classical to modern systems, were analysed in order to establish sources of conflict. From this discussion, an analysis of conflict which was viewed by the theories of both Karl Marx and Ralph Dahrendorf to be a social interactive process characterized by force, strife and animosity, was accepted to form the basis of the study regarding the sources of conflict. Departing from this basis the various concepts of conflict as developed in the literature were studied in a comparative way. This was followed by a comparative analysis of conflict handling processes for which an adapted conflict process model was presented. The elements of this model form the core research of this study. Analysis of three key conflict handling style models (Thomas-Killman, ROC-II and CMS) were consequently compared to decide which one would be the most suitable for the empirical survey. The second part of this study consisted of a quantitative comparison of causes, handling styles and manifestation of conflict on an interpersonal basis within a local authority and an agricultural company. This was done by means of questionnaires containing designed variables obtained from the qualitative section of the study and a standardized section borrowed from Rahim's ROC-II model questionnaire. The descriptive statistical analysis was done with the SPSS-program in consultation with the STATCON Bureau of the Rand Afrikaans University. The empirical survey validated the viewpoints brought forward in the qualitative part of the study. By way of the results obtained from the analysis, the four hypotheses which were linked to the set objectives of the study were validated. The four hypothesis are: - A significant difference exists with regard to the causes of conflict between a local authority and agricultural organization. - A significant difference exists between employees of the local authority and the agricultural organization's perception of what effect conflict has on them. - A significant difference exists in the frequency with which different conflict-handling styles are used when compared to different background variables in both organizations. - A significant difference exists in the frequency with which different conflict-handling styles are used amongst employees of the agricultural organization and local authority Explicit findings with regard to the literature (qualitative) and empirical (quantitative) study were brought forward, and practical recommendations for management as well as recommendations for further research were made. / Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2005.

In South Africa, private and public sector organizations have been experiencing conflict at an increasing rate during the past few decades and especially the last ten years. The prominence and high level with which conflict is regarded in this new democracy has made the study of this phenomenon more relevant. Especially within business organizations, between individuals, groups, and at management level, the influence of transformation and affirmative action has steadily affected interpersonal and intergroup relations. This situation makes it more difficult to handle or to manage. The lack of knowledge experienced in many business organizations causes mismanagement of conflict which eventually (directly or indirectly) affects the productivity of the employee corps and subsequently, the effectivity or profitability of the organization. The objective of this study was to establish by means of a comparative theoretical and empirical analysis, the nature, causes and handling/ management styles of conflict within a public and a private sector organization. Being respectively non-profit and profit driven organizations and having introduced affirmative action and transformation at different degrees, it was possible to evaluate the effect with regard to conflict. The research method followed in this study was both qualitative and quantitative. In the first five chapters a theoretical, qualitative approach was applied. Different theories of conflict, from the classical, neo-classical to modern systems, were analysed in order to establish sources of conflict. From this discussion, an analysis of conflict which was viewed by the theories of both Karl Marx and Ralph Dahrendorf to be a social interactive process characterized by force, strife and animosity, was accepted to form the basis of the study regarding the sources of conflict. Departing from this basis the various concepts of conflict as developed in the literature were studied in a comparative way. This was followed by a comparative analysis of conflict handling processes for which an adapted conflict process model was presented. The elements of this model form the core research of this study. Analysis of three key conflict handling style models (Thomas-Killman, ROC-II and CMS) were consequently compared to decide which one would be the most suitable for the empirical survey. The second part of this study consisted of a quantitative comparison of causes, handling styles and manifestation of conflict on an interpersonal basis within a local authority and an agricultural company. This was done by means of questionnaires containing designed variables obtained from the qualitative section of the study and a standardized section borrowed from Rahim's ROC-II model questionnaire. The descriptive statistical analysis was done with the SPSS-program in consultation with the STATCON Bureau of the Rand Afrikaans University. The empirical survey validated the viewpoints brought forward in the qualitative part of the study. By way of the results obtained from the analysis, the four hypotheses which were linked to the set objectives of the study were validated. The four hypothesis are: - A significant difference exists with regard to the causes of conflict between a local authority and agricultural organization. - A significant difference exists between employees of the local authority and the agricultural organization's perception of what effect conflict has on them. - A significant difference exists in the frequency with which different conflict-handling styles are used when compared to different background variables in both organizations. - A significant difference exists in the frequency with which different conflict-handling styles are used amongst employees of the agricultural organization and local authority Explicit findings with regard to the literature (qualitative) and empirical (quantitative) study were brought forward, and practical recommendations for management as well as recommendations for further research were made. / Thesis (Ph.D. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2005.