This study investigated the impact of organisation restructuring on the psychological contract and the effects on employee engagement and organisational commitment. The study focused on employees from selected health care institutions. The sample consisted of 156 employees from the selected health care institutions. Results indicated positive relationships between employee engagement, psychological contract and organisational commitment. The researcher recommended a better understanding of the manner in which individuals interpret various inducements where would clearer prescriptions be provided. Therefore, employers were advised to be aware of employees’ values and attempt to address them as they are important

Doctorat en sciences psychologiques / info:eu-repo/semantics/nonPublished

L’incertitude au travail peut provenir de l’ambiguïté de rôle, de la variation des conditions de travail, des doutes que le travailleur peut avoir à propos de la pertinence de ses activités, etc. La contribution majeure de cette thèse a été de développer et valider un questionnaire permettant d’évaluer la perception de l’incertitude au travail comme renvoyant pour l’individu à des aspects usants (gêne, difficulté à prendre position, anxiété), mais également constructifs (stimulant les perspectives de changement, les opportunités d’apprentissage et de développement personnel), ainsi qu’à des stratégies permettant de gérer l’incertitude par le contrôle, l’évitement, ou la recherche d’une réassurance auprès d’autrui. Une série d’entretiens a également permis de relever d’autres stratégies propres à la vision constructive de l’incertitude permettant aux travailleurs de la gérer d’une façon proactive./Uncertainty at work may originate from role ambiguity, variations in the work conditions, unforeseen and unexpected events, or even from doubts that the worker may have about the relevance of his/her own activities. The major contribution of this thesis was to develop and validate the Uncertainty at Work Questionnaire (UnWoQ) which highlights how employees perceive uncertainty either in a damaging or in a constructive way, and how they tend to cope with it using strategies of control, avoidance and reassurance. We finally suggested some other strategies in relation with the constructive sides of uncertainty that help employees to cope with it in a proactive way. / Doctorat en Sciences Psychologiques et de l'éducation / info:eu-repo/semantics/nonPublished

Les travailleurs qui œuvrent en protection de la jeunesse sont régulièrement exposés à des événements traumatiques (ÉT) au travail. De ces événements découlent de nombreuses conséquences individuelles (hypervigilance, dépression, trouble de stress post-traumatique, etc.) et organisationnelles (absentéisme, arrêts de travail, démissions, etc.), celles-ci pouvant perdurer dans le temps, voire s’amplifier, sans intervention adéquate. Les meilleures pratiques à favoriser dans la phase aiguë (0-30 jours) suivant un ÉT demeurent nébuleuses et ne nous permettent actuellement pas d’offrir un soutien optimal aux travailleurs qui expérimentent des réactions post-traumatiques plus ou moins sévères dans les jours/semaines suivant l’ÉT. Or, le soutien social est reconnu pour être un facteur déterminant dans le rétablissement des individus exposés à un ÉT, le soutien des collègues étant particulièrement important en contexte de travail. Toutefois, nous ignorons comment le soutien des collègues se manifeste après un ÉT et comment celui-ci est perçu par les travailleurs victimes. Objectif. Explorer les différentes actions de soutien posées par les collègues en protection de la jeunesse et les distinguer selon qu’elles étaient perçues comme du soutien positif ou négatif par les travailleurs victimes d’ÉT. Méthode. Une méthode qualitative de type exploratoire a permis de procéder à une analyse thématique (inter-cas) et à des études de cas typiques (intra-cas). Des entrevues semi-structurées de 30 travailleurs victimes d’ÉT au cours des 30 derniers jours ont été analysées. Résultats. Les actions de soutien rapportées par les participants pouvaient être assimilées aux catégories de House (1981) - soutien émotionnel, instrumental, informationnel et d’évaluation. Le type de soutien le plus fréquemment rapporté était le soutien émotionnel et la majorité des participants ont rapporté avoir reçu du soutien positif de la part de leurs collègues. Les différentes actions positives et négatives sont détaillées. Conclusion. Le soutien positif concorde avec les principes essentiels d’intervention post-traumatique tandis que le soutien négatif renvoie principalement à un manque de ressources organisationnelles et à une culture de normalisation de la violence. / Child protection workers are regularly exposed to traumatic events at work. From these events arise numerous individual consequences (hypervigilance, depression, post-traumatic stress disorder, etc.) and organizational consequences (absenteeism, sick leave, turnover, etc.), which can last over time or even amplify without adequate intervention. The best practices to promote in the acute phase (0-30 days) following a traumatic event remain unclear and do not currently allow us to offer optimal support to workers who experience more or less severe post-traumatic reactions in the days/weeks following a trauma. Social support is recognized to be a determining factor in the recovery of individuals exposed to traumatic events, support from colleagues being particularly important for events occurring in the workplace. However, we do not know how the support of colleagues manifests itself after a traumatic event neither how it is perceived by exposed employees. Objective. Explore the support offered by colleagues after trauma and distinguish support actions according to whether they were perceived as positive or negative by employees. Method. An exploratory qualitative method was used to conduct a thematic analysis (inter-case) and typical case studies (intra-case). Semi-structured interviews of 30 employees exposed to a traumatic event in the past 0-30 days were analyzed. Results. Support actions reported by participants could fit the typology of House (1981), namely emotional, instrumental, informational and evaluation support. The most frequently reported type of support was emotional support, and the majority of participants reported receiving positive support from colleagues. Positive and negative actions are detailed. Conclusion. Positive support offered by colleagues is consistent with the essential principles of early post-traumatic intervention, while negative support refers mainly to a lack of organizational resources and a culture where violence is trivialized. The study suggests that organizations should invest in an approach based on emotional support rather than trivialization.

Les équipes de travail occupent aujourd’hui une place particulièrement importante dans les organisations et sont devenues essentielles au bon fonctionnement de nombreuses entreprises (Marks, Mathieu et Zaccaro, 2001). En effet, selon une étude conduite par Kumar (2016) aux États-Unis, 60 % des entreprises prévoyaient implanter davantage d’équipes de travail au cours des deux prochaines années. Il est toutefois possible de constater une forte variation dans le niveau de performance qu’atteignent les équipes en milieu organisationnel, variant d’une très mauvaise performance à une excellente performance (Hackman, 2002 ; Rousseau, Savoie et Battistelli, 2007). Les comportements des membres sont les déterminants les plus directs de la performance des équipes. Dès lors, dans un contexte où les membres adoptent des comportements contre-productifs qui font obstacle au travail en équipe, la performance collective s’en ressent nécessairement. Bien qu’il ait été précédemment établi que les comportements contre-productifs nuisent au bon fonctionnement et à la performance des équipes (ex. : Aubé, Rousseau, Mama et Morin, 2009; Aubé et Rousseau, 2014; Cole, Walter et Bruch, 2008), leurs causes sont encore mal comprises, principalement en ce qui a trait aux facteurs propres au contexte organisationnel. Ainsi, cette thèse a pour premier objectif de clarifier l’état des connaissances sur les comportements contre-productifs dans les équipes et comme second objectif de faire avancer les connaissances relatives aux antécédents contextuels des comportements contre-productifs au sein des équipes de travail. Afin de répondre au premier objectif, une recension de la littérature des vingt dernières années sur les comportements contre-productifs d’équipiers est effectuée dans le premier article de cette thèse. Un modèle intégrant les résultats des recherches empiriques sur les comportements contre-productifs d’équipiers est présenté et un riche agenda de recherches futures est proposé. Ce premier article permet aussi de clarifier la notion de comportements contre-productifs d’équipiers et de les distinguer des autres types de comportements contreproductifs. Afin de répondre au deuxième objectif, soit de faire avancer les connaissances relatives aux antécédents contextuels des comportements contre-productifs d’équipiers, la relation entre le contexte de soutien au travail en équipe et les comportements contre-productifs d’équipiers a été explorée. Toutefois, avant de tester cette relation, il s’avérait nécessaire de valider la structure factorielle du construit de contexte de soutien au travail en équipe. En effet, la structure multidimensionnelle d’ordre supérieur de ce construit n’avait jamais été testée. Ainsi, à travers des analyses de type Bifactor-ESEM, le deuxième article de cette thèse a permis de soutenir l’hypothèse selon laquelle le contexte de soutien au travail en équipe s’avère un construit d’ordre supérieur, composé de quatre facteurs. Enfin, dans le cadre du troisième article, la relation entre le contexte de soutien au travail en équipe et les comportements contre-productifs d’équipiers a été testée à partir d’un échantillon de 105 équipes de travail provenant d’une organisation du domaine de la sécurité publique. Des analyses acheminatoires ont été effectuées et soutiennent un modèle de médiation par lequel une déficience dans le contexte de soutien au travail en équipe génère des affects négatifs d’équipiers, qui se traduisent ensuite par l’adoption de comportements contreproductifs d’équipiers. Les résultats de cette étude soutiennent aussi le rôle modérateur de l’engagement de l’équipe dans la relation entre les affects négatifs et les comportements contreproductifs d’équipiers. / Today, work teams hold a particularly important role in organizations and have become essential to the proper functioning of many businesses (Marks, Mathieu, and Zaccaro, 2001). Indeed, according to a study conducted by Kumar (2016), 60% of US companies plan to set up more work teams over the next two years. However, work teams are not a guarantee of success, given that strong variations are typically observed in work teams’ performance levels (Hackman, 2002; Rousseau, Savoie and Battistelli, 2007). Team members’ behaviors are the most direct determinants of team performance. Consequently, in a context where members adopt counterproductive behaviors that hinder teamwork, collective performance necessarily suffers. Although it has been previously established that team counterproductive behaviors hinder the proper functioning and performance of teams (e.g., Aubé, Rousseau, Mama and Morin, 2009; Aubé and Rousseau, 2014; Cole, Walter and Bruch, 2008), their causes are still poorly understood, especially in terms of organizational context factors. Thus, the first objective of this thesis is to clarify the state of knowledge on team counterproductive behaviors and the second objective is to advance knowledge of the contextual antecedents of team counterproductive behaviors. To answer the first objective, a review of the literature of the last twenty years on team counterproductive behaviors was carried out in the first article of this thesis. We thus integrate and advance TCBs scholarship by proposing an integrative model and we help identify and guide where future research efforts related to TCBs should be directed. This first article also clarifies the notion of team counterproductive behaviors and distinguishes them from other types of counterproductive behaviors. In order to address the second objective, namely to advance knowledge about the contextual antecedents of team counterproductive behaviors, the relationship between a supportive organizational context for teams and team counterproductive behaviors was explored. However, before testing this relationship, it was deemed necessary to assess the factor structure of the supportive organizational context for teams’ construct. Indeed, its higher-order multidimensional representation had never been tested. Thus, using a Bifactor-ESEM framework, this study supports the notion that a supportive organizational context for teams is a higher-order construct including four components: rewards, information, educational, and resource allocation systems. Finally, in the third paper, the relationship between a supportive organizational context for teams and team counterproductive behaviors was tested using a sample of 105 work teams from an organization in the field of public safety. Using a path analytic procedure, the results of this study support the mediation model: a lack of organizational support aligned with teamwork triggers negative team affective tone responses at a team level, which then drives the adoption of team counterproductive behaviors. Results also corroborate the moderating role of team commitment in the relationship between negative team affective tone and team counterproductive behaviors.

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The objectives of this study were to (1) establish whether a relationship exists between individuals’ perception of organisational culture, measured by the South African Cultural Instrument (2005) and lifelong learning, measured by the Dimensions of the Learning Organisation Questionnaire (2003); and (2) determine whether the participants differed with regard to these variables in terms of sociodemographic contextual factors such as age, race, gender, education, years of service, disability status and job level. A quantitative study, using primary data, was conducted on a convenient sample (N=257) of full-time public service officials in a South African public service organisation. Correlational and inferential statistical analyses revealed statistically significant positive relationships between individuals’ perception of organisational culture and lifelong learning. Significant differences were found in the perception of these variables for individuals with different years of service and for individuals of different age groups. The findings should contribute valuable knowledge to the field of organisational behaviour, which could be used to promote a lifelong learning culture in public service organisations. The study concludes with recommendations for future practice / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Summary in Afrikaans and English / Against the background of the volume of Third Party Claims instituted annually and considering the cost involved therein, it has become increasingly important that Industrial Psychologists be consulted to assist in the quantifying of such claims. From an Industrial Psychologist's view, these claims can be quantified by making use of certain Industrial Psychology techniques. These techniques include psychometrical evaluation, applying the knowledge on:- training, job analysis, interviewing and guidance, career planning and ergonomics. The purpose of this study was to liaise with the Legal Profession to identify the requirements and problem areas experienced in the establishing and quantifying of Third Party Insurance Claims. The needs thus identified served as the basis for this study. In the process of defining and categorising these problems, it became apparent that these requirements could be addressed satisfactorily by Industrial Psychologists. It was therefore possible also to determine whether Industrial Psychology as a Science, could contribute to solving these problems. To determine therefore whether Industrial Psychology could actually address and solve these problems and whether the Courts would recognise the contribution of Industrial Psychologists, an actual case study was made of a matter where two Industrial Psychologists had made evaluations. Researching the methods of evaluations employed, and viewing the finding of the Court thereafter, it became apparent that Industrial Psychology can satisfy the need encountered by the legal profession therein. It is further concluded that the curriculum of Industrial Psychology may be successfully applied as an accepted Science in the quantifying of Third Party Insurance Claims. / Teen die agtergrond van die hoeveelheid derdepartyeise wat jaarliks ingedien word, met inagneming van die koste verbonde, word dit toenemend belangrik dat bedryfsielkunde behulpsaam moet wees met die kwantifisering van sulke eise. Vanuit 'n bedryfsielkundige oogpunt kan hierdie eise gekwantifiseer word deur gebruik te maak van sekere bedryfsielkundige tegnieke. Hierdie tegnieke sluit in, psigometriese evaluering, kennis oor opleiding, posontleding, onderhoudvoering en voorligting, loopbaanbeplanning en ergonomika. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

The new economy is characterised by globalisation, increased competition, and rapid changes. In order to remain competitive, organisations need to be proactive and innovative to survive. This is mirrored in the South African retail industry which is developing into a dynamic industry driven by changes in technology, shifts in consumer behaviour, saturating markets, and increased competition as a result of globalisation. In light of these increased demands on organisations to be more flexible, adaptable, and competitive, new demands have subsequently been placed on leaders. The retail industry is highly labour-intensive and requires effective leadership at all levels, and Transformational Leadership (TL) has been shown to be an effective leadership style to improve various organisational outcomes. In recent years, personality has been used as a means to predict TL behaviours in leaders. One model of personality that has proved its utility in identifying leadership characteristics has been the Five Factor Model of Personality. However, not much is known about the relationship between TL and the Big Five personality factors in the retail industry. The current study utilised a quantitative research approach in which 101 leaders in a retail organisation in South Africa were assessed on TL and the Big Five personality factors, using the Multifactor Leadership Questionnaire and the Fifteen Factor Plus Personality Questionnaire. Correlation analysis was conducted to determine the statistical relationship between TL and the Big Five personality factors. Results indicated that there were no statistically significant relationships between three of the Big Five personality factors, namely extraversion, openness to experience, and conscientiousness, and any of the TL dimensions or the composite TL score. There are two statistically significant relationships between one Big Five personality factor, namely agreeableness, and two TL dimensions, namely inspirational motivation (.196; p < .05), and individualised consideration (.200; p < .05). Only one Big Five personality factor, namely emotional stability, is statistically significantly related to all the TL dimensions as well as the composite TL score, ranging from a low of .539 (p < .01) for idealised behaviour to a high of .556 (p < .01) for the composite TL score. The study concluded that the Big Five personality factors should be used with caution to identify and develop potential TL behaviours in the diverse South African retail context. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Indiana University-Purdue University Indianapolis (IUPUI) / Scholars have repeatedly demonstrated the positive benefits of high-quality leader-member exchange (LMX) for employees and organizations alike. Although some research has examined outcomes of differentiation of LMX relationships within teams, there is scant research into the way in which the combination of LMX and LMX differentiation (LMX-D) interact at the leader-level in the workplace hierarchy and the trickle-down effects these leader relationships have on subordinates. Moreover, no research has examined the potential buffering effect that subordinate team LMX may have on leaders who are experiencing the desire to withdraw from the organization as a result of the combination of their leader-leader exchange (LLX) relationships and the LLX differentiation (LLX-D) they perceive on their own leader teams. Thus, the present study sought to combine LMX and multilevel leadership theories to examine the effects of these leader-level exchange relationships on turnover intentions (TOI) for both individuals in leader-member dyads. Results suggested stronger negative relationships between LLX and TOI for both leaders and members when LLX-D is lower. However, examining this relationship at the leader-level when accounting for subordinate team LMX mean suggests that high-quality LMX relationships with the team members supervised by the leader attenuates the negative relationship between LLX and leader TOI. Theoretical and practical contributions are discussed, including the importance of the relationship of LLX, LLX-D, and team LMX mean on employee attitudes at multiple organizational levels.