During times of organisational change and restructuring, employees, are often placed in acting positions. Consciously, organisations frame their reasons for this practice as preparing the system for a new strategy, organisational structure, work distribution and leadership challenges. This implies that the conscious reasons for using acting as a human resources practice may not be sound, leading to a question about the possibility of unconscious collusions operating in the system. From an unconscious perspective, it can be hypothesised that this practice represents how organisations respond to its unprocessed unconscious anxieties inherent to change, transformation and adapting to new ways of thinking, operating and functioning. This research was done using systems psychodynamics as theoretical paradigm and theory, offering a depth-psychology organisational theory, OD consultancy and qualitative research stance which differentiate between conscious and unconscious. The unconscious contains anxiety against which the system defends, specifically, by using dependence, fight/flight, pairing, me-ness and we-ness. Role identity consists of the normative, existential and phenomenal roles. If the three role parts are similar, anxiety is contained and bearable. When there are splits between the three role parts, persecutory and paranoid anxiety exists. The acting professionals’ normative role was relatively clear. In their existential role they introjected confusion, uncertainty, splits about their competence, doubt in their own authority, shame, and conflict in their view of the other. In their phenomenal role they received projections from the organisation about incompetence and denigration. The findings indicated how acting professionals experienced different kinds and intensities of anxiety. They got confused about their primary task, and the differences between their normative, existential and phenomenal roles caused high levels of performance anxiety. They struggled to manage their personal and work boundaries and the system de-authorised them by withholding information and feedback about their contribution to the organisation and their acting tenure. Acting professionals experienced being seduced by the power of the organisation, their careers being placed on hold, and being bullied by the systemic illness and toxicity in the organisational. It was concluded that the organisational system unconsciously uses acting positions as a psychodynamic container of organisational change anxiety. / Industrial & Organisational Psychology / Ph.D. (Consulting Psychology)

This thesis investigates the social, legal and ethical perceptions of participants towards the implementation of biometric access control systems within a sample of United Kingdom work-based environments. It focuses on the application of fingerprint scanning and facial recognition systems, whilst alluding to the development of more advanced (bleeding edge) technologies in the future. The conceptual framework is based on a tripartite model in which Maslow's Hierarchy of Needs is applied to the workforce whilst the principles of Utilitarianism and the Psychological Contract are applied to both management strategies and workforce perceptions. A qualitative paradigm is used in which semi-structured interviews are conducted with management and workforce participants within a sample of United Kingdom-based organisations (represented by Case Studies A-D). Discourse from these interviews are analysed, leading to the development of a series of first-cut findings for suggested "Best Practice " in the social, legal and ethical management of biometric access control systems. This process is subsequently developed with a refined sample of respondents (Case Studies A and C) culminating in the presentation of a suggested "Best Practice Model" for application to all four case studies. The model is based upon elements of a pre-determined Code of Practice (ISO/IEC 27002lnformation Technology - Security techniques - Code of Practice for Information Security Management) towards fostering acceptance of biometric technology within the workplace, in answering the question: How should organisations using biometric access control systems address social, legal and ethical concerns in the management of specific working environments in the United Kingdom?

「中華人民共和國勞動合同法」於2008年1月1日施行，導致企業用人成本提高，於是企業開始採取一些變革策略，這些策略包括1.全盤接受2.廠區內遷3.招聘退休人員4.自動化及工作外包5.遇缺不補或凍結人事6.要求員工辭職7.裁員8.勞動契約到期不續簽9.提前簽定勞動契約10.轉移員工至派遣公司11.歇業12.關廠13.外移14.棄廠潛逃等。本研究依照「接受法令」的程度，將14項變革策略分為『接受法令』、『接受但有措施因應』、『閃躲法令規定』及『不接受規定』等四類，總計收集大陸台商及員工有效樣本168份，並進行這四類在員工心理契約、組織承諾、組織核心競爭力、及組織績效量表上的信效度分析、變異數分析、及事後考驗，希冀可以作為政策發展者及企業決策者之重要參考。 / 本研究結果顯示：1.各量表之信效度頗高，在心理契約、組織核心競爭力、與組織績效方面，『接受法令』組顯著地優於『閃躲法令規定』組。2.在心理契約及組織績效方面，『接受法令』組的分數也顯著地比『接受但有措施因應』組及『不接受規定』組為佳。3.若將『接受法令』、『接受但有措施因應』歸為接受組，『閃躲法令規定』及『不接受規定』歸為拒絕組時，接受與拒絕組在員工心理契約、組織核心競爭力、及組織績效皆有顯著的差異。最後，研究者嘗試提出「變革策略之競爭力模式」。 / 總而言之，本研究結果支持心理契約、組織承諾對組織核心競爭力、及組織績效的影響，且亦支持組織核心競爭力對組織績效的影響。另外，建議後續研究者或可配合人力銀行或中國學術研究單位，再進一步進行縱貫性研究。最後本研究提出後續學術研究與實務應用之建議。 / "Labor Contract Law" in People's Republic of China was implemented on January 1, 2008. Since this Law, the corporate was increased personnel costs and started taking some change strategies. These change strategies including: 1.Entirely accept 2.Moving the factories to inland 3.Recruiting retirees 4.Automation and job-outsourcing 5. Recruiting freeze 6.Asking Staff for resignation 7.Layoff 8.Contratct un-renewed 9.Signing contracts before the Law was implemented 10.Transfering staffs to temporary worker services 11.Shutting down the business 12.Closing factories 13.Relocation 14. Abandoning factories and absconding. According to the degrees of “acceptance of the Law”, this study divided these change strategies into four categories, including “Accept”, “Accept, but taking actions”, “Dodging the Law by taking actions”, and “Un-accept”. / This study collected 168 samples, and used ANOVA and post-tests to know how these strategies can influence on employees’ psychological contract, employees’ organizational commitment, organizational core competitiveness and organizational performance. / According to the results of this study: 1.the reliability and validity of the scales were high, and the scores of “Accept” in employees’ psychological contract, organizational core competitiveness, and organizational performance were significantly higher than the scores of “Dodging the Law by taking actions”; 2.the scores of “Accept” in employees’ psychological contract and organizational performance were significantly higher than the scores of “Accept, but taking actions” and “Un-accept”; 3.when author divided these four categories into accept group and refuse group, there are significant difference between the scores of employees’ psychological contract, organizational core competitiveness, and organizational performance. Finally, “Organization change of competitiveness model” was proposed. / In summary, this study showed that employees’ psychological contract and organizational commitment do have the influence to organizational core competitiveness and organizational performance. It also showed that the organizational core competitiveness can influence the organizational performance. In conclusion, the model of this study and substantial suggestions were proposed for follow-up academic studies and practical applications.

Actuellement les comportements décrits chez les nouvelles générations inquiètent les entreprises. Ces incompréhensions vont au-delà de difficultés de communication entre les générations : la révolution des NTIC, l’évolution du rapport au travail, à l’autorité, aux réseaux sociaux, à l’international sont autant de caractéristiques présentées comme spécifiques de la génération Y.Ce travail étudie l’engagement envers l’entreprise des cadres trentas considérés comme les aînés de la génération Y et les termes du contrat psychologique valorisés par cette population. A été mobilisé le double cadre théorique de l’échange social et du contrat psychologique d’une part, et de l’engagement organisationnel d’autre part.La démarche de recherche est qualitative de nature exploratoire. Une technique projective détournée, la« lettre à un ami » a été proposée pour cerner les dimensions émergentes, partagées et valorisées du rapport à l’entreprise. Cette lettre a été rédigée par 547 cadres français et étrangers de 30/32 ans de tous les métiers et secteurs d’une TGE française, dans le cadre privilégié d’une formation.Les résultats qualitatifs sont de trois ordres :− les cadres trentas manifestent une grande homogénéité de réponses indépendamment de leurs caractéristiques individuelles. Leurs principales préoccupations concernent le travail, la carrière et le réseau. L’analyse fine de leurs représentations permet de les considérer comme représentatifs des aînés des Y ;− leur engagement vis-à-vis de l’entreprise est lié à la perception d’un échange satisfaisant et réciproque. Les termes de l’échange concernent ce qu’offre l’entreprise et ce qu’elle attend d’eux ;− l’identification des termes de l’échange permet de préciser comment l’entreprise et le management peuvent évoluer pour rencontrer leurs attentes et favoriser leur engagement vis-à-vis de l’entreprise.En conclusion, des recommandations aux entreprises sont proposées en matière de gestion des générations montantes / At present, companies are worried about the demonstrated behaviors of the new generation. Their lack ofunderstanding goes beyond problems of communication between the generations: it now includes the ITrevolution, the evolution of individuals’ relationships with their work, authority issues, social networks andglobalization are characteristics presented as specific to generation Y.The purpose of this work is to study the commitment of thirty-year-old executives, considered as the elders ofgeneration Y, towards their companies, and to enlighten the terms of the psychological contract developed bythis population. The double theoretical frame of the social exchange and the psychological contract has beenutilized on one hand, and the organizational commitment on the other hand.This research is a qualitative one with an exploratory nature. A diverted projective technique, the "letter to afriend", has been used to define the emergent, shared and enhanced dimensions of the relationship with thecompany. This letter has been written by 547 French and foreign executives approximately around 30-32years old, from any kind of job or area of a large French company, within the dedicated frame of training.The qualitative results are of the following three natures:− The thirty-year-old executives show a distinct homogeneity in their answers independent of their personalcharacteristics. Their main concerns are about work, career and network. Through, he detailed analysis oftheir composition, they can be considered as representative of the elders of generation Y;− Their commitment towards the company is bound to the perception of a satisfying and mutual exchange. Theterms of the exchange concern what the company offers and expects from them;− The identification of the terms of the exchange helps to specify how the company and the management canevolve to meet their expectations and encourage their commitment towards the company.As a conclusion, recommendations are made to HR and managers concerning the new generation

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Le turnover au sein des organisations, à un faible niveau, peut être bénéfique pour le renouvellement des ressources. Mais en atteignant des sommets, il perturbe l’organisation et oblige à une gestion de l’immédiat, nuisible pour la performance des hommes et de l’entreprise. Le groupe Veolia Transport souffre de cet aléa organisationnel de manière récurrente, quand le cœur de son activité est basé sur la délégation de service public, où la qualité des hommes est gage de la performance de l’organisation. En appui de cet impératif qualitatif, le groupe promeut une politique générale de formation ambitieuse afin d’intégrer, professionnaliser et fidéliser ses collaborateurs. Le fer de lance de cette politique est l’alternance, la formation diplômante en alternance. Dès lors, l’alternance impacte-t-elle à la baisse le turnover ? À travers une démarche proche d’un design quasi-expérimental, mobilisant une enquête dite longitudinale par questionnaire et l’appui d’un groupe de contrôle je teste, sur les exploitants du groupe en France, un design théorique explicatif de la relation alternance-turnover, par le prisme de l’implication organisationnelle. En proposant une définition gestionnaire de l’alternance, mes résultats démontrent le développement d’une relation dialectique individu-organisation par l’alternance, conditionnée par la mise en exergue d’un contrat psychologique fort et d’un double tutorat organisationnel. En croisant mes résultats avec 18 entretiens dits de validation, il ressort que l’alternance développe une socialisation organisationnelle partielle, en raison de la difficulté à comprendre pleinement son rôle en fin de cursus. Un glissement de la fonction tutorale en un système tutoral apparait, où la communauté de travail aide à l’apprentissage du métier, quand le supérieur-tuteur conserve un rôle de mentor. Enfin, l’alternance possède un effet positif sur l’intention de quitter, en créant les conditions du développement de l’implication organisationnelle, à la condition d’une gestion dédiée. Dans ce dessein, je propose la mise en place d’une gestion spécifique des alternants, en ne considérant plus l’alternance comme un outil de formation mais comme un outil de gestion des ressources humaines, créateur de potentiels. / Within the organizations, the turnover when limited can have a positive influence on the resources’ renewal. But when it grows, it badly affects the organization leading to a management of the immediate, jeopardizing people and company’s effectiveness. Veolia Group is suffering from this regular organizational move, when its core business is made of services and where people are the key quality asset. On top of that, the company encourages an ambitious training policy in order to integrate, professionalize, and retain employees. To be successful, the company relies on the classroom learning (alternation). Therefore, can we claim that alternation has a direct impact on turnover’s decrease?Thanks to a quasi-experimental design approach, using an investigation so called longitudinal per questionnaire strengthened by a group of control, a theoretical design explaining the relationship alternation-turnover in the organizational frame was tested in France over a French population of production units. Alternation shows the emergence of a dialectical relationship human being-organization, monitored by the creation of a strong psychological contract and a double tutorial system. Mixing my results with 18 interviews of so called validation, it appears that alternation develops an organizational socialization only partial, due to the difficulty in the understanding of its own role at the end of the journey. The shift from a tutorial function to a tutorial system is also highlighted in my results, where the learning of the job is supported by the working community and the lead-tutor continues playing a mentor role. Lastly, according my study, when well managed, alternation can prevent the turnover, by supporting the development of a strong involvement within the organization. Therefore, I suggest the set up of a specific management unit for alternates, considering not anymore the alternation as a training tool but also as human resource tool enabling talents’ discovery.

Cette thèse explore les formes d’engagement et apporte une réponse à la question : Que devient aujourd’hui le contrat normatif de profession des comptables libéraux dans un contexte de mutation de leur profession ? Nous avons croisé deux champs théoriques : celui du comportement organisationnel avec la théorie du contrat psychologique et la sociologie des professions avec le modèle intégré de De Rozario (2006). Nous avons conduit 20 entretiens qualitatifs auprès de comptables libéraux et mobilisé une grille d’analyse construite à partir de la théorie du contrat psychologique qui prend en compte les actants humains et non humains. Les résultats nous permettent de dire que malgré les violations contractuelles actuelles et les transitions, la profession de comptables libéraux continue de faire engagement par son contrat normatif. Il est composé de trois contrats psychologiques individuels qui sont : transactionnel, transitionnel et relationnel. Les mutations actuelles incitent à des contrats psychologiques transactionnels plus denses avec des réseaux d’experts et un contrat psychologique relationnel avec les outils de gestion surtout digitaux pour répondre aux conjonctures problématiques. Finalement, le contrat relationnel avec la profession réduit aujourd’hui à sa composante diplôme, mute vers des contrats relationnels de réseaux experts de proximité. / This thesis explores the forms of commitment and provides an answer to the question: What is becoming of the normative contract of chartered accountants in a context of change of their profession? We crossed two theoretical fields: that of the organizational behavior with the theory of the psychological contract and the sociology of the professions with the integrated model of De Rozario (2006). We conducted 20 qualitative interviews with chartered accountants and mobilized an analysis grid based on the psychological contract theory that takes into account human and non-human contract makers. The results allow us to say that despite the current contractual violations and transitions, the profession of liberal accountants continues to lead to a commitment through its normative contract. The latter comprises three individual psychological contracts which are transactional, transitional and relational contracts. Current changes are leading to increasingly complex transactional psychological contracts with networks of experts and a relational psychological contract with management tools, especially digital devices, to respond to the crisis they face. Finally, the relational contract with the profession reduces today to its diploma component, moving towards relational contracts of expert networks of proximity.

Bakgrund: Det finns idag en problematik för kunskapsintensiva företag i Sverige att lyckas bibehålla medarbetare. Detta då den svenska arbetsmarknadens utveckling har resulterat i fler högutbildade medarbetare, vilka generellt känner lite lojalitet gentemot arbetsgivaren. Företags önskan om att bibehålla medarbetare grundar sig i deras strävan att uppnå en låg personalomsättning då det anses positivt för företaget ur flera aspekter. För att studera denna problematik studeras Employee Retention-faktorer utifrån ett generationsperspektiv. Detta då medarbetares jobbvärderingar och därmed preferenser kring viktiga faktorer enligt tidigare forskning till stor del påverkas av generationstillhörigheten. Syfte: Syftet med studien är att utforska vilka faktorer som får medarbetare i olika generationer att stanna inom kunskapsintensiva företag. Detta genom att belysa Employee Retention utifrån ett medarbetarskap- samt generationsperspektiv. Metod: Studien syftar till att undersöka medarbetarnas upplevda verklighet, därför utgår studien från en kvalitativ forskningsmetod. Fallstudiemetoden har tillämpats, då denna är lämplig för att förstå komplicerade sociala företeelser. Ett centralt drag i fallstudier är att kombinera olika datainsamlingsmetoder, därför har 10 semistrukturerade intervjuer samt 25 frågeformulär med medarbetare på valt fallföretag genomförts. En analys av insamlad data har därefter genomförts, vilket resulterat i studiens slutsats. Slutsats: Studien har identifierat de viktigaste Employee Retention-faktorerna inom respektive generation och bekräftar därmed att generationstillhörigheten påverkar de faktorer som får medarbetare att stanna inom kunskapsintensiva företag. Studien har också påvisat att de viktigaste faktorerna som identifierats i respektive generationerna har en tydlig koppling till det psykologiska kontraktet. Om kunskapsintensiva företag tar hänsyn till dessa faktorer och därmed det psykologiska kontraktet, resulterar det i lojalitet och bibehållande av medarbetare. / Background: In the last couple of years there has been an ongoing change in the Swedish labor market where the knowledge-intensive companies find it harder to retain employees. This because highly educated employees generally are less experience less loyal towards the employer. Why companies wish to retain employees is because they aim for a low employee turnover, which is considered to be important for companies in several aspects. The study focus on important variables for employees, which makes them stay at a company, using a generation perspective. This perspective is used because employee’s work values and preferences are found to be affected by generational belonging. Purpose: The purpose of this study is to explore which variables that make employees with different generation belongings stay at knowledge-intensive companies. This by illustrating Employee Retention from the employee’s perspective and using a generation perspective. Method: The study applies a qualitative approach since the purpose is to explore the employee’s experienced reality. A case-study method is also applied since it’s suitable for complicated social phenomenon. Fundamental for a case-study is to combine different data collection methods, which is why 10 semi-structured interviews and 25 questionnaires are made within the case-company. The analysis of the data was then made with directions of an analysis strategy, which lead to the conclusion of the study. Conclusion: This study has identified the most important Employee Retention-variables within each generation, which also acknowledge that the generational belonging affects the variables that the employees value and consequently makes them stay at a company. The study has also shown that the most important variables that are identified in the different generations, also are found in the psychological contract. If knowledge-intensive companies identifies these variables and thereby strengthen the psychological contract, the output will be organizational loyalty and Employee Retention.

The research objective was to develop, through two phases involving development and validation, a measure of the psychological work contract for managerial level employees. The psychological contract is the unwritten implicit contract that forms in the minds of employees and contains the obligations and expectations that they believe exists between themselves and the organization. In the first and qualitative phase of the study, a structured interview procedure resulted in the collection of 651 responses from a convenience sample of 35 managers from seven New Zealand organizations. Responses related to what these managers believed they were obligated to provide the organization (perceived organizational expectations), and what they believed the organization was obligated to provide them (their expectations). Content analysis of these 651 statements resulted in the development of two initial measures of the psychological contract (employee obligations, organization obligations). The employee obligations measure (perceived organizational expectations of the employee) contained 16 items, and the organization obligations measure (employee expectations of the organization) contained 23 items. In the second and quantitative phase of the study, and using the same criteria for participation as for phase one, a convenience sample of 124 managers from 13 New Zealand organizations completed questionnaires. The questionnaires included the measures of psychological contract content developed in phase one of the study, and 8 organizational psychology variables to be included in a nomological network. The nomological network included intention to quit, perceived organizational support, work and job involvement, job satisfaction, career plateau, organizational commitment, person-organization fit, and 2 performance measures. A separate questionnaire covering job performance and organizational citizenship behaviour was completed by 94 of the participants' managers. Of the 54 relationships predicted in the nomological network, 41 were significant. Of the 13 non-significant relationships, 10 involved relationships with the two performance measures. The measures of the psychological contract were subjected to a construct validation process involving two steps. The first step involved item and factor analysis. Factor analysis of the two measures of the psychological contract revealed two factors in each. One factor, termed relational obligations and reflecting a collective interest between the employee and the organization, included the items that were believed to influence more directly the relationship between managers and the organization. This factor included items such as be committed to the job (an employee obligation) and provide a physically and socially safe environment (an organizational obligation). The other factor, termed transactional obligations and reflecting a self/other interest on the part of the employee, included the items that were believed to be of a more direct employment transactions nature. This factor included items such as stay true to your own values and beliefs (an employee obligation) and provide professional and personal support (an organizational obligation). In the second step of the validation process, the measures of the psychological contract were embedded into the nomological network and their relationships with the ten variables in that network were tested. Of the ten hypothesised relationships, only one emerged as significant, that being the relationship between the organization obligations component of the psychological contract and person-organization fit. Minimal support for construct validity of the measures of the psychological contract was provided confirming that further effort will be required before complete construct validity may be claimed for the measured. Although the contribution the research makes to the field of knowledge may be limited, it does provide some validation of existing measures of the psychological contract, developed in other studies using different samples. The present findings increase our knowledge of the content of the psychological contract for managers. Additionally, a methodological framework has been established for continuing research into the content of psychological contracts, including an exploration of the relationship between content and fulfilment, along with a structure for comparing the psychological contract of disparate occupational groups. The most likely explanation for the hypotheses not being fully supported is that it is fulfilment (or conversely breach or violation) of the psychological contract, rather than the content of the contract per se, that is related to the variables in the nomological network. Whilst the hypotheses were based on research that considered fulfilment of the contract, this study focussed on the content of psychological contracts. The reasons for basing the hypotheses on research that considered fulfilment, the influence of this decision on hypothesis testing, and other possible explanations for the hypotheses not finding greater support, are explored. The limitations of the study, and possible directions for future research, are discussed.

Thèse numérisée par la Division de la gestion de documents et des archives de l'Université de Montréal