La prévention des risques psychosociaux et la promotion de la qualité de vie au travail a suscité un fort intérêt ces dernières années. Cependant, les mécanismes psychologiques qui expliquent ces liens ne sont pas encore suffisamment affirmés. Afin de mieux comprendre les mécanismes en jeu, notre travail de recherche s’est centré sur la justice organisationnelle dans une perspective théorique et appliquée. Notre objectif principal a été d’apporter une contribution efficace aux connaissances sur les liens entre le management juste et les états affectifs, l’engagement, le burnout et d’autres variables en lien étroit avec le bien-être et les attitudes positives au travail. Concrètement, nous avons souhaité apporter des preuves empiriques pour une application du management juste à la prévention du burnout au travail. Notre travail a consisté à mettre à l’épreuve un modèle relationnel au moyen de 4 études. D’abord, deux études corrélationnelles ont été menées, l’une sur le climat de justice et l’autre sur des événements spécifiques de justice. Les résultats de ces deux premières études montrent que les perceptions de justice sont bien associées au burnout et à l’engagement au travail par la médiation des affects positifs et négatifs. Ensuite, deux études expérimentales ont été menées afin de vérifier les relations de cause à effet entre les perceptions de justice et les états affectifs. L’une des études a porté sur des scénarios comme vecteur des perceptions de justice et la dernière étude a été menée dans des organisations via des formations aux encadrants d’équipe afin de valider les résultats en contexte naturel et faire naître une réflexion sur l’application des formations au management juste. Les liens mis en évidence par ces études ont permis de développer une meilleure compréhension des effets de justice dans le vécu émotionnel, cognitif et comportemental sur le plan de la recherche mais aussi d’affiner les réflexions sur la prévention de la santé au travail. / The prevention of psychosocial risks and promoting the quality of working life has attracted great interest in recent years. However, the psychological mechanisms behind these links are not yet sufficiently affirmed. To better understand the mechanisms involved, our research has focused on organizational justice in a theoretical and applied perspective. Our main goal was to make an effective contribution to knowledge about the links between the right management and affective states, commitment, burnout and other variables closely with the well-being and positive work attitudes. Specifically, we wanted to bring empirical evidence to a fair application of management in the prevention of burnout at work. Our job was to test a relational model with 4 studies. First, two correlational studies have been conducted, one on climate justice and the other on specific events of justice. The results of these early studies show that perceptions of justice are associated with burnout and commitment to work through the mediation of positive and negative affect. Then, two experimental studies were conducted to verify the relationship of cause and effect between perceptions of justice and affective states. One of the studies focused on scenarios as vector perceptions of justice and the last study was conducted in organizations through training to team supervisors to validate the results in natural context and give birth to a reflection on the Application training at the right management. The links highlighted by these studies were used to develop a better understanding of the effects of justice in the emotional experience, cognitive and behavioral in terms of research but also to refine the reflections on the prevention of occupational health.

Les travaux présentés dans cette thèse ont pour but de mettre en lumière certains enjeux de justice organisationnelle qui émergent dans le cadre des évaluations annuelles du personnel de l’Armée de l’air. A travers plusieurs approches méthodologiques qualitatives et quantitatives, nous montrons dans un premier temps comment la justice distributive prédomine lorsqu’il s’agit pour les militaires de rendre compte de leur sentiment de justice globale lors des notations. Nous élargissons ensuite ces considérations à une série de variables en lien avec le travail, l’organisation et le leadership. Nos résultats montrent que c’est essentiellement autour du chef et de son commandement que se jouent les principales problématiques de justice. Enfin, nous avons reconduit les mêmes investigations après que le système de notation dans l’Armée de l’air ait changé. Nous montrons que l’incertitude autour du nouvel outil d’évaluation a tendance à revaloriser l’importance du sentiment de justice procédurale, tandis que la focalisation sur le chef comme objet du sentiment de justice des militaires a tendance à s’atténuer. / The studies conducted in this thesis aim to highlight certain issues of organizational justice which emerge in the annual evaluations conducted on French Air Force personnel. Based on several quantitative and qualitative methodological perspectives, we first demonstrated how distributive justice prevails when it comes to military personnel reporting their perception of overall justice during evaluation periods. We then expanded these considerations to a series of variables related to the work, the organization and the leadership of this personnel. Results show that the major justice issues revolve essentially around the authority figure and leadership.Finally we conducted the same investigations after the air force’s personnel evaluation system changed. We demonstrated that the uncertainty surrounding the new evaluation tool tends to strengthen the role of perceptions of procedural justice, while mitigating focus on the authority as an object of justice.

The current study analyzes the official policies and everyday practices of the youth non-governmental organization System and G, located in Komotini, Greece. Through a combination of Critical Policy Analysis, Interviews and Participatory Observation, this Thesis provides a broad image of the organization’s internal culture, with great emphasis on the relations among its members. The results showed that the organization’s philosophy, causes and corresponding policies have emerged from its founders’ personal life experiences, which motivated them for social offer to people with fewer opportunities, developed through cooperation with other youth workers, equally motivated to help people in need, and changed with the contribution of volunteers – also people with fewer opportunities – with innovative ideas and ambition to bring social change. As a result, an intersectional culture has grown in the organization, which is characterized by diversity, emotional proximity, mutual support and solidarity.             The study also analyzes the organization’s social stratification and power relations, which are characterized by equality among all its members, making trainers and volunteers feel that their voice is heard and appreciated. Therefore, the organization succeeds in the achievement of all forms of organizational justice (procedural, distributive, interactional). What is more, important decision-making within the organization requires the equal participation of trainers and volunteers alike, while when it comes to decisions with an impact on local society, the organization gives its members the opportunity to express their opinion and design social policies through cooperation with local entrepreneurs, politicians and other decision-makers. In this way, organizational and social change are achieved and promoted. The future of the organization includes its members’ ambition to spread the methods and results of non-formal education to other regions and countries, and I consider myself lucky and honored to be part of this effort.

The purpose of this research is to identify the forces that impact the intention of employees to misuse the Internet at the workplace, called cyberloafing. Although cyberloafing literature has suggested several antecedents that predict cyberloafing such as job attitudes, organizational characteristics, work stressors, locus of control (Blanchard & Henle, 2008; Henle & Blanchard, 2008; Liberman, Seidman, McKenna, & Buffardi, 2011), this research adopted attitude, subjective norm, perceived behavioral control, and organizational citizenship behavior to predict the intention to cyberloaf. Additionally, this research adopted organizational justice and the mechanisms of general deterrence theory as moderating variables to better understand the relationship between attitude, subjective norm, perceived behavioral control, organizational citizenship behavior, and the intention to cyberloaf. We believe it is essential to investigate the antecedents of cyberloafing to help predict its existence and occurrence. The existing research, which examined employees' abuse of the Internet, remains greatly atheoretical; thus, it supplies limited insights to researchers as to why cyberloafing continues to take place (Lim, 2002). It is important to recognize what motivates employees to engage in cyberloafing for organizations to implement specific polices and intervention programs to limit or deter its occurrence. This is necessary, as employees' abuse of the Internet can negatively affect an organization through decreased profitability, reduced productivity levels, and exposure to a diverse range of legal liabilities (Liberman et al., 2011). The results of the study showed that an employee's attitude and subjective norm can significantly predict his or her intention to engage in cyberloafing. Both of the dimensions of general deterrence theory (punishment severity and certainty) significantly moderated the relationship between attitude, subjective norm, and the intention to cyberloaf. Additionally, punishment severity significantly moderated the relationship between perceived behavioral control and the intention to cyberloaf. From this study, we concluded that cyberloafing is a social phenomenon that needs to be studied further to fully comprehend the organizational contexts, motivational factors, and consequences. Our study should be analyzed as a positive step toward learning the key components that can influence employees' intentions to abuse the Internet in the workplace.

This study attempted to expand previous research on employee retaliation against abusive supervision by evaluating both overt and covert retaliatory behaviors and the different mechanisms behind these behaviors. Initial confirmatory factor analysis did not find substantial support for a two-factor retaliation construct, but this may have been a result of the nature of behavioral retaliation items that composed the measures. Correlational analyses did not demonstrate clear discriminate validity between overt and overt retaliation; additionally, regression analyses did not find support for high performing or highly political skilled employees retaliating primarily through one form of retaliation. Highly political skilled and high performing employees performed less retaliatory behaviors overall when experiencing high amounts of abusive supervision. Although initial analyses did not support the distinction between overt and covert retaliation, mediation analyses did find some support for differential pathways. Specifically this investigation found that the relationship between abusive supervision and overt retaliation was mediated by feelings of hostility towards employees’ supervisors, whereas the relationship between abusive supervision and covert retaliation was mediated by perceptions of interactional injustice. Overall, this investigation provides mixed support for the distinction between overt and covert employee retaliatory behavior.

Masters in Public Administration - MPA / Organisations of every industry are changing continuously. A pervasive response to this experience is some form of downsizing. Chew and Horwitz (2002) state due to globalisation, organisations have increasingly adopted cost/ competitive measures to increase performance. Organisations inevitably seek to survive these pressures by downsizing. According to Tzafrir, Mona- Negrin, Havel and Rom Nagy (2006), downsizing is known to be defined as a company trying to increase its competitiveness, efficiency and productivity by decreasing the number of workers in the organisation. Drummond (2000) states that there is extra pressure put onto the remaining workers for productivity after the layoff process. It must be acknowledged that managers should be seen as both an employee and a supervisor. Managers therefore have to implement the change when the process occurs and deals with the reactions of him/herself and that of the subordinates (Wiesenfeld, Brockner, Petzall, Wolf & Bailey, 2001). To gain a competitive advantage, organisations must pay attention to their managers who are responsible for driving organisation’s processes and outcomes. Rana, Garg and Rastogi (2011) state that organisations need to attend to factors that influence managers’ performance and job satisfaction, such as perception of organisational justice. Managers’ perception of organisational justice is imperative, as subordinates mimic the behaviours and attitude of their managers (Wiesenfeld et al., 2001). The aim of this study is to investigate what impact the downsizing process had on the perception of organizational justice of survivor middle managers. The differences between middle managers’ age, gender, year of service or tenure, marital status and education level were taken into account. The study was conducted in different departments of a large Automotive Retail organisation where downsizing has taken place. A biographical questionnaire and a questionnaire designed to measure perceptions of organisational justice after downsizing (Niehoff and Moorman Organisational Justice Questionnaire), was administered to gather the data. The sample of one hundred and forty-four respondents consisted of male and female middle managers. Convenience sampling was utilised to select the sample. Statistical analyses involved both descriptive and inferential statistics. ANOVA and T-Test were the tools that were used to analyse the data. Findings indicates that there was a statistical significant difference in middle managers’ perception of organisational justice based on gender, age, tenure, marital status and education level in the Automotive Industry.

Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams. However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity. When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. Past research indicates that although deviant behavior in the workplace is not new, transgressions committed by employees have been increasing significantly every year. Beyond the focus of why employees are motivated to act against the organization, to what extent do the recent changes to the organization’s structure influence this type of behavior through their actions at the macro (organizational) and micro level (leadership). In addition, there is a related phenomenon that has aided the transformation of the workplace – namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee’s degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.

Depuis les années 1980, les investigations des chercheurs sur les comportements des individus en milieu de travail sont de plus en plus tournées vers les comportements plus spontanés et volontaires qui ont pour conséquence, l'amélioration du fonctionnement organisationnel. Connus sous plusieurs vocables tels que les comportements de citoyenneté organisationnelle (Organ, 1988 ; Paillé, 2006), comportements organisationnels prosociaux (Brief & Motowidlo, 1986 ; Desrumaux, Léoni, Bernaud, & Defrancq, 2012…), ces conduites ont été à l'origine définies comme « le comportement individuel qui est discrétionnaire, non directement ou explicitement reconnu par le système formel de récompense et qui, dans l'ensemble, promeut le fonctionnement efficace et effectif de l'organisation » (Organ, 1988, p4). Par ailleurs, les études empiriques en proposent différentes catégorisations. Une première est basée sur des groupes de comportements (Organ, 1988 ; Podsakoff, MacKenzie, Moorman, & Fetter, 1990) et la deuxième sur une division en deux grands dimensions selon qu'ils s'orientent vers une cible particulière (organisation vs individu), regroupant chacune des sous catégories (Williams & Anderson, 1991). En nous basant sur ces différentes catégorisations et en prenant appui sur la théorie de l'échange social, cette thèse de doctorat se propose d'examiner le rôle des variables aussi bien organisationnelles qu'individuelles dans la prosocialité des individus en milieu de travail. Concrètement, il s'agit d'analyser les influences des caractéristiques liées à l’organisation (la justice organisationnelle et le soutien de l'organisation), la satisfaction au travail, l'engagement organisationnel, la personnalité, les affects et l'empathie sur les CPST. Un modèle complet qui inclut toutes ces variables a, de ce fait, été proposé. Ce modèle suggère que les inducteurs organisationnels et individuels affectent les CPST par les médiations de la satisfaction au travail, les affects et l'empathie. Les résultats des analyses des études conduites à cet effet confortent certaines hypothèses relationnelles, et tendent à reproduire une catégorisation en deux dimensions.Ainsi, les études réalisées permettent de constater que la prosocialité des salariés est positivement liée à plusieurs critères tels que le soutien organisationnel perçu, les justices distributive, procédurale et interpersonnelle et l'engagement organisationnel. Les résultats obtenus soutiennent également le rôle médiateur de l'empathie et des affects dans la relation entre les justices distributive et procédurale, l'engagement affectif et les comportements prosociaux.En termes de contributions, cette thèse alimente la réflexion sur une base théorique solide à l'égard de la prosocialité organisationnelle des travailleurs. Ensuite, la recherche pallie certaines limites relatives aux études antérieures inhérentes à l'étude d'un nombre réduit des dimensions de prosocialité et des variables antécédentes. Finalement, cette thèse permet de mieux cerner les antécédents et le rôle des comportements prosociaux au travail. / Since the 1980s, the researchers investigating the behavior of individuals in the workplace have been increasingly facing the most spontaneous and voluntary behaviors which result in the improvement of organizational functioning. Known by several vocables such as organizational citizenship behaviors (Organ, 1988 ; Paille, 2006), organizational prosocial behaviors (Brief & Motowidlo, 1986 ; Desrumaux, Léoni, Bernaud & Defrancq, 2012…), these actions have been originally defined as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that, overall, promotes the efficient and effective functioning of the organization" (Organ, 1988, p. 4). However, empirical studies offer different categorizations. The first is based on groups of behaviors (Organ, 1988 ; Podsakoff, MacKenzie, Moorman, & Fetter, 1990) and the second on a division in two dimensions as they are moving towards a particular target (organization vs. individual), each containing subcategories (Williams & Anderson, 1991). Based on these categorizations and relying on the theory of social exchange, this thesis will examine the role of either organizational or individual variables both in the prosociality of individuals in the workplace. In fact, it is to analyze the influence of work-related characteristics (organizational justice and organizational support), job satisfaction, organizational commitment, personality, emotions and empathy on CPST. A full model that includes all these variables has therefore been proposed. This model suggests that organizational and individual inducers affect CPST by mediation of job satisfaction, affects and empathy. Analytical results of studies conducted for this purpose reinforce some relational hypothesis and tend to reproduce a two-dimensional categorization. Thus, the present study shows that the prosociality of employees is positively related to several criteria such as perceived organizational support, distributive, procedural, interpersonal justices and organizational commitment. The results also support the mediator roles of empathy and affects in the relationship between distributive and procedural justices, affective involvement and prosocial behaviors. In terms of contributions, this study gives rise to the establishment of a strong theorical basis to organizational prosociality of workers. Then, this research overcomes some limitations of the previous studies inherent to the study of a small number of prosociality dimensions and antecedent variables. Finally, this research provides more information about the history and role of prosocial behaviors at work.

The present study examined the relationships of organizational justice and the psychological contract with four outcome variables in a downsizing context. Multinational data were gathered from survivors representing a variety of organizations and industries. The main focus of the current study examined the relationships between survivors' perceptions of procedural, interpersonal, and informational justice and organizational commitment, job satisfaction, turnover intentions, and trust in management. Correlational data indicated that procedural, interpersonal, and informational justice all demonstrated significant correlations with the outcome variables with interpersonal justice demonstrating higher correlations with the outcome variables than procedural justice. Additionally, the results of two structural models indicated that, although both models fit the data equally well, interpersonal justice was the dominant predictor of the outcome variables. Finally, moderated multiple regression analyses indicated that the psychological contract did not act as a moderator on the relationships between the justice and the outcome variables. However, supplemental confirmatory factor analysis suggested that the justice variables might act as a mediator of the psychological contract - outcome variable relationships. Possible explanations of the results as well as implications for practice and future research are provided.

Veterans Affairs (VA) inconsistently distributes financial incentives, which might affect how VA employees perceived organizational justice, affecting employees’ job satisfaction and performance. The purpose of this qualitative transcendental phenomenological study was to explore the lived experiences of VA employees that informed their perceptions of their workplaces’ levels of organizational justice, their job satisfaction, and their performances due to inconsistent distribution of financial incentives by gathering data through interviews with 13 VA employees from the Southeastern United States. The research question concentrated on the lived experiences of VA employees with respect to the inconsistent distribution of financial incentives, and how these experiences shaped their perception of the level of organizational justice in their workplaces. The study was guided by the conceptual framework of social exchange theory, and data was analyzed per Moustakas 7-steps of data analysis. Four major themes emerged from the analysis of interview transcripts: financial incentives, fairness of financial incentives, organizational justice at the VA, and perceptions at VA. The study findings indicated that the allocation of financial incentives by the VA, based on performance appraisals—a product of supervisors, is skewed by supervisor’s relationship with employees, and negatively affects VA employees job satisfaction and commitment. The results of this study could contribute to positive social change by assisting managers and employees in rectifying the perception of the unfair distribution of financial incentives at the VA.