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.

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.