Performance management is a holistic approach to organisational improvement that integrates individual and organisational goals and fosters cooperation between supervisors and employees to develop a shared understanding of work expectations. The literature further clarifies a performance management system as having four practices – goal setting, performance appraisal, employee development, and rewards. The conceptualisation of performance management draws on the dominant HRM framework of bundles of “high commitment” work practices whereby an organisation involves employees in its goals and activities to promote their discretionary motivation towards desired outcomes and overall improvement. However, there has been limited research on fully theorising performance management with the four key components. Although some empirical studies have tested the performance management concept, they focus narrowly on only a few of these components. Moreover, empirical research has omitted the role of organisational commitment in explaining the commitment based mechanisms in which the performance management bundle operates to inspire employees to improve their contributions in a workplace. To address these gaps, this study proposes a conceptual model to empirically investigate the linkages between performance management and three employee outcomes of task performance, organisational citizenship behaviour (OCB), and turnover intention as mediated by two focal bases of organisational commitment – affective and continuance dimensions. These relationships are explored in the Thai Police Service. The mediating effects are based on the argument that satisfactory work conditions inherent in performance management may carry perceptions of both organisational care and support and also accumulated investments underlying the development of the affective and continuance dimensions, respectively. While both mediators are hypothesised to decrease turnover, affective commitment tends to increase task performance and OCB, and continuance commitment tends to be either unrelated or negatively related to both performance variables. Furthermore, because organisational characteristics in police forces are generally distinct from others, police culture was included in the conceptual model to examine the incremental contribution of performance management to changes in the employee outcomes. This research embraced three related studies. Four focus groups of 27 patrol officers were conducted in Study 1 to explore key dimensions of police culture and examine officers’ understanding of performance management practices. Having developed a written questionnaire to test the conceptual model, Study 2 surveyed 161 patrol officers returning 152 usable questionnaires in order to assess the meaning equivalence and applicability of the translated measures of all constructs (from English to Thai) in the model, and to determine their validity and reliability. In the third and main study, a revised questionnaire was used to survey 516 patrol officers, 454 of which returned usable questionnaires that were half split randomly (224 and 230) to enable the analysis in two parts. Based on structural equation modeling (SEM), the first part allowed the measurement properties to be re-explored due to questionnaire revisions, and then confirmed, using both respective samples. The second part was based on the Partial Least Squares (PLS) technique for testing the conceptual model using the second sample. Overall, the empirical analysis shows that performance management not only accounted for affective commitment but also, to a lesser extent, continuance commitment. Performance management also was related both directly with task performance and indirectly through affective commitment, only directly with OCB, and only indirectly (fully mediated) with turnover intention through continuance commitment. Even after controlling for the impact of police culture and demographic characteristics, the predictive strength of performance management remained significant. The hypothesized relationships of affective commitment to OCB and turnover, however, were not supported. The follow up analysis revealed that the positive relationship between the former actually existed, but was conditional upon a high level of continuance commitment. Some of the major theoretical implications include the conceptualisation of performance management as confirmed with four components, a better understanding of the role of organisational commitment in explicating the high commitment mechanisms of performance management and the impact of organisational culture on the operation of performance management. From a practical perspective, organisations are encouraged to establish the holistic process of performance management to elevate employee performance and overall productivity and to emphasise voluntary and supportive aspects of the implementation of performance management to ensure its positive effects through affective rather than continuance commitment. For police organisations particularly, management should strive for interventions that reinforce values of progressive thinking, people-centred operations, and cooperation to supplement the performance management system. Finally, the conclusion discusses limitations and directions for future research.

The present study examines the process of emotional labor as performed by customer service employees. This research investigates some of the consequences of performing emotional labor such as emotional exhaustion, affective well-being, and job satisfaction, and attempts to determine which individual and organizational variables play moderating roles in these relationships. One hundred and seventy-six participants from 10 customer service organizations, ranging from retail stores to call centers, completed a 126-item survey. Correlation and regression analyses were conducted to test the proposed hypotheses. Results indicate that gender, emotional intelligence, and autonomy are key moderator variables in the relationship between emotional labor and emotional exhaustion, affective well-being, and job satisfaction. Females are more likely to experience negative consequences when engaging in surface acting. Individuals high in emotional intelligence experienced positive outcomes as emotional labor increased, and the converse is true for those low in emotional intelligence. Autonomy serves to alleviate negative outcomes primarily at the higher levels of emotional labor.

Ces dernières décennies ont vu l'émergence et le développement de plusieurs pratiques managériales ayant rapport à la qualité et à l'environnement. Néanmoins, l'analyse des raisons de l'adoption de ces pratiques managériales par les entreprises et de leurs effets sur les entreprises et les salariés a été assez peu étudiée par les économistes. Cette thèse contribue à la littérature empirique sur les pratiques managériales liées à la qualité et à l'environnement dans les entreprises en France. Elle est construite autour de trois thèmes majeurs : (1) l'analyse des déterminants d'adoption de ces pratiques managériales, (2) l'étude de leur impact sur des indicateurs de performance d'entreprises et (3) l'étude de leur impact sur des mesures liées aux salariés. La thèse s'articule autour de ces trois axes de recherche en trois parties.Dans la première partie de la thèse, nous présentons les pratiques managériales de qualité et d'environnement, en se concentrant plus particulièrement sur les normes de qualité ISO 9000 et les normes environnementales ISO 14000. Nous étudions les déterminants de l'adoption des ces normes de qualité et d'environnement. Nous montrons dans un premier temps que les déterminants de l'adoption des normes de qualité sont différents dans les secteurs de l'industrie et des services, plus précisément du point de vue de la stratégie interne de ces entreprises (amélioration de la qualité, réduction des coûts et innovation). En revanche, certaines caractéristiques d'entreprises (taille, appartenance à un groupe financier, expérience avec d'autres normes) et des caractéristiques décrivant la stratégie externe des entreprises (niveau d'exportation et satisfaction des clients) ont le même effet dans l'adoption de ces normes dans les deux secteurs. Dans un second temps, nous analysons les déterminants de l'adoption de la norme ISO 14001 et de l'Engagement de Progrès dans des entreprises de l'industrie chimique. Nous montrons que les deux systèmes analysés ont des déterminants différents : d'un côté, les principaux déterminants de l'adoption de la norme ISO 14001 sont la taille de l'entreprise, l'expérience avec d'autres normes, obligations d'information et la localisation géographique des clients et d'un autre côté, les principaux déterminants de l'Engagement de Progrès sont la pression réglementaire, avoir rencontré des problèmes environnementaux dans le passé et prévoir des risques environnementaux futurs.Dans la deuxième partie de la thèse, nous analysons si les normes de qualité et d'environnement conduisent les entreprises à de meilleures performances, en utilisant une palette riche d'indicateurs de performance d'entreprises. Nous montrons que les normes de qualité ont un impact positif sur le chiffre d'affaires et certains indicateurs de performance d'innovation et de productivité. En revanche, elle n'ont pas d'effet sur le profit et sur d'autres mesures de performance d'innovation. Concernant les normes environnementales, nous montrons qu'elles améliorent le chiffre d'affaires et les pratiques de recrutement des personnels qualifiés et des personnels non qualifiés, mais n'ont pas d'impact sur le profit des entreprises. Enfin, notre investigation montre que le fait de mettre en place simultanément des normes de qualité et d'environnement améliore plus fortement les performances des entreprises par rapport à l'adoption séparée de ces normes.La troisième partie de la thèse étudie les effets des normes de qualité et d'environnement sur des mesures liées aux salariés. Les normes de qualité augmentent les risques d'accident, mais n'ont pas d'effet sur les accidents de travail entraînant un arrêt. Concernant les normes environnementales, nous montrons qu'elles améliorent significativement les conditions de travail à travers la diminution des accidents. De plus, les salariés qui travaillent dans des entreprises qui adoptent des normes environnementales considèrent que leur travail est davantage utile pour la société et ils ressentent une meilleure reconnaissance de leur travail. Ainsi, les normes environnementales augmentent le sentiment de bien-être des salariés.Nous montrons également que les salariés travaillant dans des entreprises ayant adopté des normes environnementales ne se déclarent pas plus impliqués dans leur travail et pourtant font davantage d'heures supplémentaires non rémunérées que les salariés d'entreprises n'ayant pas pris d'engagements similaires en matière de protection de l'environnement. / The scope and magnitude of changes occurring in business today has led to great interest in and widespread adoption of Quality and Environmental Management approaches. However, despite their prevalence, efforts at understanding the motives for their adoption, as well as their effects on firm and employee outcomes, are still in their infancy. This PhD dissertation provides useful theoretical and empirical contributions to three research topics dealing with Quality and Environmental Management approaches in the French institutional framework: (1) the determinants of their adoption, (2) their impact on firm outcomes and (3) their impact on employee outcomes. These three aspects make up the three parts of this PhD thesis.In part I, we define and characterise quality and environmental approaches with a special focus on ISO 9000 Quality Management standards and ISO 14000 Environmental Management standards. Furthermore, we empirically examine the determinants of quality and environmental standards adoption. Our findings reveal that the determinants of quality standards significantly differ between manufacturing and service firms, particularly when we examine features of the internal strategy of those firms (quality improvement, cost reduction and innovation). However, we have also obtained evidence which indicates that the characteristics of firms (firm size, corporate status and previous experience with similar standards) and features of their external strategy (export levels and customer satisfaction) play a significant role in quality standards adoption across both the manufacturing and service sectors. Moreover, we empirically investigate the determinants of chemical firms' registration for the ISO 14001 standard or the Responsible Care program. We show that most determinants are different for the two systems analysed: while firm size, previous experience with similar standards, information disclosure requirements and customer location are major determinants of ISO 14001 standard registration, regulatory pressure, past environmental problems and future risks are the main drivers of Responsible Care registration.In part II, we empirically investigate whether quality and environmental standards are related to better firm performance using various sets of performance measures. The evidence indicates that quality standards positively influence turnover and specific indicators of innovation performance and productivity, but have no impact on profit and some other innovation performance measures. Based on our empirical findings, we conclude that while environmental standards improve turnover and recruitment of both professional and non professional employees, they have no effect on profit. Moreover, the research shows that implementing both quality and environmental standards is likely to better enhance firm outcomes than implementing only one standard.Part III is focused on the effect of quality and environmental standards on employee outcomes. The estimation results show that quality standards increase the risk of employee accidents although more specifically they are ineffective on working accidents that lead to sick leave. On the other hand, our results lead to the conclusion that environmental standards add significantly to the enhancement of working conditions, via the reduction of accidents. Furthermore, the obtained evidence shows that environmental standards seem to improve employee well-being. More precisely, employees working for firms that are certified for an environmental standard report greater feelings of usefulness about their job and declare that they are more often fairly valued in their jobs. The evidence also shows that employees working for environmentally certified firms do not claim to be significantly more involved in their job but they are more likely, ceteris paribus, to work uncompensated for sup plementary work hours than “non green workers”.

PhD (Human Resource Management) / Department of Human Resource Management and Labour Relations / Globally, the economic, political and social environment is constantly changing, and this has posed various challenges for organisations in the world of work. South African universities have also not been spared from these changes as they are expected to meet international standards whilst operating in an environment where there are many changes in their work environment with regard to technology, language policy, decolonisation of the curriculum and globalisation. The dynamics in these aspects shape the organisational climate and psychological contracts of all institutions. Any changes in the organisational climate and psychological contracts may influence employee outcomes of organisational citizenship behaviour and intention to leave among employees. Therefore, this study responds to calls from previous studies on organisational climate and psychological contract research to investigate the role of moderators in their association with employee outcomes. There is an urgent demand for organisational leaders to practice ethical leadership and become trustworthy in order to inspire employees to exhibit organisational citizenship behaviour and reduce any intentions of leaving the organisation. The aim of this study was to examine the relationships between organisational climate, psychological contract breach and employee outcomes among university employees. It also further investigated the moderating roles of ethical leadership and trust on those relationships. Six objectives were developed based on the aims of the study. To answer the objectives of this study, the research followed cross-sectional design and a quantitative approach was adopted. A total of 202 employees were selected through stratified random sampling to participate in the study and a self- administered questionnaire was used to collect the data. The sample was made up of both academic and administration staff working in the universities. Item analysis was conducted to check the reliability of the scales and all the scales obtained acceptable Cronbach alphas. To explore the factor structure of the scales, exploratory factor analysis was conducted, and poor items were removed until a xv clear and desirable factor solution was obtained. Confirmatory factor analysis was conducted to validate the data and all the goodness of fit indexes achieved the required level. In addition, the composite reliability and average variance extracted for all scales met the required level. Moderated multiple regression analysis was conducted to measure the moderator roles of ethical leadership and trust in the organisational climate, psychological contract breach and employee outcomes relationships. The results showed that ethical leadership moderated the relationship between organisational climate and organisational citizenship behaviour (Δ R² = .078, F(3,148) = 8.994. p <.001, β = .285, p < .001); and also the relationship between psychological contract breach and organisational citizenship behaviour (Δ R² = .056, F(3,148) = 7.373, β = -.247, p < .005). However, non-significant results were found when testing the moderating role of ethical leadership in the relationship between organisational climate and intention to leave (Δ R² =.000, F(3,148) = 6.275, β =.000, p >.005); and also in the relationship between psychological contract breach and intention to leave (Δ R² = 0.03, F(3.148) = 12.878, β =.055, p > .05). In addition, the results also revealed that trust moderated the relationship between organisational climate and organisational citizenship behaviour (Δ R² =.030, F(3, 148) = 6.521, β =.175, p < .01); and also the relationship between psychological contract breach and organisational citizenship behaviour (Δ R² =.049, F(3.148) = 7.719, β = -.222, p < .001). However, non-significant results were also found in testing trust as moderator in the relationship between organisational climate and intention to leave (Δ R² =.001, F(3,148) = 10.373, β = -.022, p > .01); and also in the relationship between psychological contract breach and intention to leave (Δ R² = 014, F(3, 148) = 17.207, β =.120, , p > .05). The results provides sufficient evidence that organisational climate, psychological contract breach, ethical leadership, and trust can shape employee behavioural outcomes either positively or negatively. This study, therefore recommends that organisations should develop a strong and positive organisational climate in order to improve organisational citizenship xvi behaviour and reduce employees` intentions to leave the organisation. This is achievable with policies that speak to effective communication structure, job recognition, and career development paths. In addition, human resources managers are urged to prevent cases of psychological contract breach through providing employees with realistic overviews of the task to be performed and policy that can aid employees to air their grievances. The study further recommends the establishment of ethical corporate culture within the organisations through which only employees who meet the ethical standards of the organisation are promoted into leadership positions in order to improve the practice of organisational citizenship behaviour and in turn reduce employees` intention to leave the organisation. / NRF