This study based its background on economic downturn and the following waves of organization downsizing, dating from August, 2008 to July, 2009. The research result presented the interplay between these organization care factors, by grouping eight layoff practices into two factors, with affective commitment and organization justice climate. Data were collected from 25 companies in Taiwan with labor-reduction experience during research timeframe and 332 employees in total. The finding indicated only those layoff practices, with direct impact on layoff survivors, are linked, though negatively, to affective commitment of remaining workers. Further, we found that procedural justice organization climate and interactional justice organization climate positively influence affective commitment; distributive justice organization climate does not.

Ce travail de thèse considère la culture organisationnelle comme une variable dépendante, à la croisée d’influences multiples, susceptible d’être impactée par les changements issus de la mise en œuvre de la loi du 02 janvier 2002 rénovant l’action sociale et médico-sociale. Il ne cherche pas à extraire des lois universelles, mais s’inscrit dans une perspective idiographique et poursuit un double objectif : -1- décrire les transformations de la culture d’un établissement selon le modèle des valeurs concurrentes de Quinn (Quinn et Cameron, 1983 ; Quinn et Rohrbaugh, 1983, Cameron et Quinn, 2006), -2- qualifier et quantifier la mise en œuvre des outils de la loi et leurs impacts sur la perception des agents à leur égard. Nous avons donc suivi un établissement a priori représentatif du secteur durant trois années au cours desquelles les outils ont été élaborés puis mis en œuvre. Considérant que le secteur social et médico-social présentait une culture professionnelle de type modèle de service public (Sainsaulieu, 1985, Francfort et al, 1995), nous postulions que la culture organisationnelle de cet établissement serait orientée vers le soutien lors du premier temps de recueil de données. Nous postulions également qu’elle s’orienterait progressivement vers la règle avec la déclinaison des outils de 2002 davantage représentatifs d’organisations dont la culture est orientée vers la règle. La recherche met en évidence que la culture organisationnelle est composite, que la règle est prégnante dès le premier temps de recueil de données et plus valorisée que la dimension soutien. D’autre part, les cultures professionnelles ainsi que les préférences personnelles sont orientées vers le soutien. Au gré de la mise en œuvre des outils, grâce à des pratiques managériales considérées comme respectant les principes de la justice organisationnelle et favorisant le développement de l’engagement comportemental, on observe une intégration du profil culturel au niveau des préférences personnelles et des cultures professionnelles. / The work of this thesis considers the organizational culture as a dependent variable, crossing multiple influences, possibly impacted by the changing of the law of January 02nd, 2002 renewing the medical and medical-social action. Il does not try to extract universal laws, but joins rather in an idiographic prospect and pursues a double objective: -1- describe the transformation of the culture of an establishment according the model of the competing values of Quinn (Quinn and Cameron, 1983; Quinn and Rohrbaugh, 1983; Cameron and Quinn, 2006), -2- qualify and quantify the implementation of the tools’slaw as well as the perception of the agents in this respect. Whereas the social and medical- social sector presented a professional culture of model type of public utility ( Sainsaulieu , 1985; Francfort and al , 1995). For this prospect, we have observed an institution that we think representative of this sector during three years while the tools laws have been elaborated then implemented. We postulated that the organization culture of this institution would be directed towards human relations during the first collecting data. We postulated also that it will go progressively toward the rules with the implementation of the tool’s law: this one is more representative of organizations that are guide to the rules values. The research proves that organizational culture is mixed, that the rule takes the lead before human relations, as early as the first collecting data. In another way, the professional cultures and the personal preferences are oriented toward human relations. During the implementation of the tool’s law, according managerial practices that respect the principles of organizational justice, and that favor organizational commitment, we observe an integration of the cultural pattern on a level of personal preferences and professional cultures.

The relationship between organization justice and organization commitment have be researched by many scholars. However, researchers have never considered the influence of different organization situations to the relationship. According to some researchers in practice, pay institute is considered as a situation variance to analyze the effect to the relationship between organization justice and organization commitment in the pay institute perception of employment. This theme has steps: first step, we include the common conception of designs, goal, and polices of pay institute to define the pay institute perception with reliability, competence, incentive and feedback and develop a valid questionnaire; Second step, we analyze the effect in the relationship between organization justice and organization commitment to conclude that the pay institute perception of employment is an important adjustment variance. We also proof organization variance does affect the merit, which is indicated by theme of Szilagui and Wallance(1983).

Abstract Results of analyses conducted on data collected from 1020 public bank employees. The results of research indicate as follows ¡G Dimensionality of Organizational Politics Perceptions The responses to the 31 items Perceptions of Organization Politics Scale (POPS) were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Supervisor Behavior, (2). Coworker & General Politics Behavior, (3). Organization Policies and Practices. Dimensionality of Organizational Justice The responses to the 20 items Organization Justice Scale (Moorman , 1991) Were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Reciprocation Justice, (2). Process Justice, (3). Allocation Justice. Dimensionality of Organizational Commitment The responses to the 15 items Organization Commitment Questionary (OCQ) (Moorman , 1991) were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Value Commitment, (2). Effort Commitment, (3).Retention Commitment. Relationships between ¡§ Perceptions Of Organizational Politics¡¨ ¡B¡§Organizational Justice¡¨ and ¡§Organizational commitment¡¨. (1) Perception of Organizational Politics was negatively related to Organizational Commitment. (2) Perception of Organizational Politics was negatively related to Organizational Justice. (3) Organizational Justice was positively related to Organization commitment. (4) Organizational Justice was intervening variable to Perceptions of Organization Politics and Organizational commitment.