Les réactions des candidats ont longtemps été étudiées sous l’angle des perceptions de justice, mais plusieurs auteurs appellent à s’intéresser aux perceptions de discrimination qui sont formées pendant un processus de recrutement, ainsi qu’aux conséquences spécifiques de ces discriminations. Afin de créer expérimentalement une situation où la discrimination est possible, nous avons étudié l’effet des questions inappropriées ciblant un stigmate sur les perceptions de justice et de discrimination des candidats, ainsi que sur l’image du recruteur et de l’organisation. Dans 4 études, nous avons pu observer que les questions inappropriées vont enfreindre plusieurs règles de justice procédurale et non uniquement la règle de bienséance des questions. Les questions inappropriées ont un effet négatif sur le jugement de compétence et de moralité du recruteur (étude 2) et sur les perceptions de risque de litiges mais pas sur les intentions des candidats de poursuivre le processus, de recommander l’entreprise ou d’y repostuler (étude 3). Nous avons identifié plusieurs facteurs individuels dont la conscience du stigmate et la légitimité perçue du critère de sélection qui sont liés aux perceptions de justice et de discrimination. De plus, les questions inappropriées peuvent être interprétées comme étant posées pour d’autres motifs que celui de discriminer. Ainsi, la tendance des individus à minimiser la discrimination, jusqu’à en légitimer les signes, peut expliquer la persistance des questions inappropriées. / Applicants’ reaction research has mostly focused on fairness perceptions, but several researchers encourage the study of perceived job discrimination during the selection process, as well as specific consequences of that discrimination. In order to create a situation in which discrimination was possible, we studied the effects of inappropriate job interview questions related to a stigma on fairness and discrimination perceptions as well their impact on the recruiters’ and the organization’s image. In four studies, we observed that inappropriate job interview questions violated several procedural justice rules, and not only the propriety of questions rule. Inappropriate questions negatively affected applicants’ judgements of the recruiter’s competence and morality (study 2), as well as their likelihood of litigating, but not their intention to persist in the hiring process, to reapply, or to recommend the organization (study 3). We identified several factors, such as stigma consciousness and perceived legitimacy of the selection criterion, that are related to discrimination and justice perceptions. Furthermore, inappropriate questions can be interpreted to be asked with intentions other than those of discrimination. Hence the tendency of individuals to minimize and even legitimize indications of discrimination can explain the persistence of inappropriate job interview questions.

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The purpose of this study was to identify the impact of interpersonal working relationships on employees' justice perceptions and the effects of those perceptions on employees' work-related attitudes and behavior in the hospitality industry. This study examined the mediating role played by distributive and procedural justice in linking leader-member exchange and job satisfaction, organizational commitment, and turnover intentions in the hospitality industry. The model was evaluated using structural equation modeling (SEM). The results indicated that distributive justice had a direct positive influence on job satisfaction and was negatively related to turnover intentions. Distributive justice was also found to have a strong impact on procedural justice. Procedural justice had a direct positive influence on job satisfaction. However, procedural justice was negatively related to organizational commitment, and was positively associated with turnover intentions. Thus, distributive justice played a more vital role in employees' work-related outcomes than did procedural justice. This study also indicated empirical evidence of the impact of interpersonal working relationships on employees' justice perceptions. That is, the quality of interpersonal working relationships promoted employees' perceptions of fairness. Therefore, both distributive and procedural justice played a vital mediating role in the relationships among LMX, and job satisfaction, organizational commitment, and turnover intentions. This study provides guidelines to help managers better understand how to reduce employee turnover, increase job satisfaction and organizational commitment, and make better decisions about outcomes and procedures for their employees. / Ph. D.

Les liens entre la justice organisationnelle et la performance en milieu organisationnel expliquent l’importance donnée par les chercheurs à ces deux concepts. Cette recherche, réalisée auprès de 247 salariés algériens, examine les effets d’une évaluation de performance éthique sur la performance. Nous avons proposé un modèle de médiation reliant les perceptions de justice organisationnelle (distributive, procédurale et interpersonnelle) dans l’évaluation et la performance avec ses trois facettes (la performance dans la tâche, les comportements de citoyenneté organisationnelle et les comportements contre-productifs), au travers la confiance organisationnelle. La confiance est ainsi positionnée comme variable médiatrice avec une distinction entre ses dimensions cognitive et affective. Nos résultats, fondés sur la méthode des équations structurelles, montrent l’existence d’effets significatifs entre les perceptions de justice dans l'évaluation et la performance. Plus précisément, ils révèlent que les perceptions de justice procédurale et interpersonnelle dans l’évaluation, agissent sur la performance dans la tâche, les comportements de citoyenneté organisationnelle envers l’individu et les comportements déviants envers l’organisation. Le rôle médiateur de la confiance cognitive est établi entre ces variables. En revanche, la perception de la justice distributive dans l’évaluation comme variable explicative et la confiance affective comme médiateur n’ont pas d’effets significatifs dans notre recherche. Les contributions théoriques et managériales de cette recherche sont discutées. Les limites et voies futures de recherche finalement présentées. / The links between organizational justice and organizational performance explain the importance researchers attach to these two concepts. This research, conducted among 247 Algerian employees, examines the effects of an ethical performance evaluation on performance. We proposed a mediation model linking perceptions of organizational justice (distributive, procedural and interpersonal) in evaluation and performance with its three facets (task performance, organizational citizenship behaviors and counterproductive work behaviors) through organizational trust. Trust is thus positioned as a mediating variable with a distinction between its cognitive and affective dimensions. Our results, based on the structural equation modeling, show the existence of significant effects between perceptions of justice in evaluation and performance. Specifically, the findings confirm that perceptions of procedural and interpersonal justice in evaluation have an impact on task performance, organizational citizenship behaviors directed toward individuals, and organizational deviance. The mediating role of cognitive trust is established between these variables. On the other hand, the perception of distributive justice in evaluation as explanatory variable and affective trust as mediator have no significant effects in our research. Theoretical and managerial contributions of this research are discussed. The limits and future paths of research are finally presented. / تشرح الروابط بين العدالة التنظيمية والأداء التنظيمي الأهمية التي يوليها الباحثون لهذين المفهومين. يتناول هذا البحث الذي أجري على 247 موظفًا جزائريًا، آثار التقييم الأخلاقي للأداء على الأداء في العمل. اقترحنا نموذجًا للوساطة يربط الإحساس بالعدالة التنظيمية (التوزيعية والإجرائية والشخصية) في التقييم والأداء بأوجهه الثلاثة (الأداء في المهمة، وسلوكيات المواطنة التنظيمية والسلوكيات المنحرفة في العمل). تم وضع الثقة كمتغير وسيط مع التمييز بين أبعادها المعرفية والعاطفية. تُظهر نتائجنا، المستندة إلى طريقة المعادلات البنائية، وجود تأثيرات كبيرة بين الإحساس بأن تقييم الأداء أخلاقي والأداء في العمل. على وجه التحديد، تكشف أن الإحساس بالعدالة الإجرائية والعدالة الشخصية في التقييم يؤثر على الأداء في المهمة وعلى سلوكيات المواطنة التنظيمية تجاه أفراد المنظمة وعلى السلوكيات المنحرفة الموجهة ضد المنظمة. تم تأكيد دور الوساطة للثقة المعرفية بين هذه المتغيرات. من ناحية أخرى، فإن الإحساس بالعدالة التوزيعية في التقييم على أنه متغير توضيحي والثقة العاطفية كوسيط ليس لهم تأثير في بحثنا. تناقش المساهمات النظرية والعملية لهذا البحث. الحدود والمسارات المستقبلية للبحث قدمت أخيرا.

Recent negatively publicized police-citizen interactions in the media, followed by a subsequent rise in crime rates in the United States, has been named the Ferguson Effect. The Ferguson Effect has been explored by prominent scholars in the criminal justice community; however, little is known about how police officers in small police agencies perceive the Ferguson Effect. The purpose of this qualitative phenomenological study was to explore the perceptions and lived experiences of police officers regarding the Ferguson Effect in small police agencies, as well as police officers' perceptions of their own organizational justice. The theoretical framework for this study was Greenberg's theory of organizational justice. Research questions focused on exploring police officers' perceptions, attitudes, and experiences of the Ferguson Effect phenomenon and willingness to partner with the community. A qualitative phenomenological study design was employed, using purposeful random sampling and semistructured interviews of 9 active sworn law enforcement personnel in southcentral Virginia. Data were analyzed through In Vivo coding, pattern coding, and structural analysis utilizing NVivo 11 Pro. Themes included: (a) racial division, (b) rush to judgment, and (c) steadfast leadership. Findings indicated participants demanded clear and fair policies and procedures from leadership, increased effort of transparency in policing, feelings of racial tension, and the need to regain community trust post-Ferguson. Implications for social change include refinement and development of leadership training for police leadership and refinement in organizational policies that support fairness, community engagement, and community interaction.

Recent research has shown that outcome favorability (Ryan & Ployhart, 2000) and perceived performance (Chan, Schmitt, Jennings, Clause, & Delbridge, 1998a) are key determinates of justice judgments, suggesting that self-serving bias is a critical mechanism in the formation of applicant reactions. However, organizational justice theory continues to be the dominant paradigm for understanding applicant reactions. Chan and Schmitt (2004) have suggested a far ranging agenda for research into reactions, which includes considering reactions in a longitudinal framework and considering the natural effect of time on reactions. The current study incorporates these theoretical approaches and addresses these gaps in the research by examining applicant reactions at four time points during and after a selection procedure. This study also uses a multi-dimensional measure of test taking motivation (TTM) based on expectancy theory which enables me to explicate the effect of test performance, expectations, and outcome feedback on each motivational component. Using a sample of 227 student participants, this study provides evidence that an applicant's expectations regarding the selection outcome and the selection outcome itself have strong effects on fairness perceptions and TTM. Some key findings are the following: I) negative selection decisions and negative expectations tend to reduce fairness perceptions and TTM in applicants, while for the most part, positive expectations and positive selection decisions do little to increase these reactions and 2) valence, or the desire for the job, seems to be the motivational component most affected by the selection procedure. These findings have important implications for future research into applicant reactions.

Organizational leaders often seek to hire and retain innovative employees as a source of competitive advantage. Both transformational leadership and effectively managed workplace diversity have been theorized and shown to lead to increased employee creative performance at work; however, a full model of the relationships between leadership and the multi-dimensional construct of workplace diversity has not yet been tested. Using a sample of 371 employees in three Chinese high-technology firms matched with 64 supervisors collected at three time points, this study theorized and tested a moderated mediation path model in which transformational leadership and diversity climate were predicted to significantly interact to influence the workplace diversity constructs of organizational justice and organizational identity, which in turn, influence individual creative performance. Based on major theories of leadership, diversity, and creativity, several partial mediation hypotheses are presented, including diversity climate as a mediator of the relationship between transformational leadership and creative performance as well as organizational justice and organizational identity as mediators of the relationship between the interaction of transformational leadership and diversity climate and creative performance. Several single- and multilevel path analyses were conducted to test the model, using two measures of creative performance: self-ratings and supervisor ratings. The results showed that the interaction of transformational leadership and diversity climate significantly predicted self-rated creative performance, and organizational identity significantly predicted supervisor ratings of creative performance. In addition, transformational leadership was found to significantly predict diversity climate and organizational justice was a significant predictor of organizational identity. Finally, transformational leadership had a significant indirect effect on creative performance through diversity climate. The contributions of this study to three major bodies of literature, as well as the implications of the results for research and practice, are discussed.

Law enforcement administrators are concerned about the levels of public satisfaction with the police as a key to successful policing. Citizens who are satisfied with the police are more willing to provide cooperation with the police that is essential for the organization to reduce crime and serve the community effectively. Existing empirical studies have shown that citizen demographic characteristics and police performance are predictors of satisfaction with the police. The limitation of the previous studies, however, is that they did not consider what police agencies can do, specifically how they change or determine police performance. Without the organizational-level consideration, we may falsely blame individual police officers and their policing activities for the current elevated tension between the public and the police. This research attempts to address the void in the existing literature by introducing an extended theoretical framework that is structured with organizational-level predictors built upon already identified individual-level relationships with public satisfaction with the police.Using the Law Enforcement Organizations (LEO) survey A and Police-Community Interaction (PCI) survey of the National Police Research Platform Phase II, 2013–2015, at the organizational level, the current research examines the indirect associations between organizational characteristics (i.e., transformational leadership and organizational justice) of police agencies and public satisfaction with the police. Police job satisfaction and the proxy measures of police job performance (i.e., satisfaction with the specific police contact and perception of neighborhood safety) are the intervening variables in the relationship. In the current research, the merged data, including 16,547 citizens from 52 police agencies, are used for the analyses. The primary statistical approaches for the examination include factor analyses for the measurement model, bivariate analyses, and Multilevel Structural Equation Modeling (MSEM). The major finding of this research is that organizational justice, which is about the fairness of organizational behaviors, has an indirect association with public satisfaction with the police through police job satisfaction and citizen perceptions of neighborhood safety. This finding indicates that not only are individual police officers who encounter citizens and provide services able to shape citizen perceptions of the police, but police agencies and their administrators are able to actively improve the levels of satisfaction with the police overall.

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The purpose of this research project was to explore differences in perceptions of organizational justice and related attitudes. Through the use of a 3 x 2 experimental design, participants were randomly assigned to groups in which they were exposed to a fictitious organization’s mock recruitment document publicizing different types of affirmative action programs and varying levels of information regarding the mechanics of such programs. Results did not demonstrate statistically significant differences across groups. Project implications, limitations, and suggestions for future research are discussed.