Notre travail doctoral vise à étudier l'impact du contexte social de l'organisation à un premier niveau, sur les perceptions des employés des ruptures du CP et à un second niveau, sur la performance au travail. Nous soutenons que la perception des employés de la rupture du CP est fortement subjective, et donc, qu'elle dépend majoritairement des repères sociaux que l'employé capte en observant la façon dont l'organisation traite les autres employés. S'appuyant sur ces arguments, l'existence de relations politiques au sein de l'organisation ainsi que les processus de comparaison sociale ont été plaidés comme facteurs contextuels sociaux influençant la perception des employés de la rupture du CP et leurs comportements subséquents de performance au travail. L'enquête a été réalisée sur un échantillon non aléatoire de 322 dyades subordonné-superviseur. Le test des hypothèses a démontré que le contexte social négatif est positivement associé à la rupture du CP au niveau transactionnel et au niveau relationnel. Les ruptures des CP transactionnel et relationnel ont des effets significatifs et négatifs sur les comportements volontaires et obligatoires des employés. L'effet est d'ailleurs légèrement plus fort pour les comportements volontaires que pour les comportements obligatoires. L'importance perçue des promesses non tenues a des effets modérateurs significatifs sur la relation entre la rupture des CP transactionnel et relationnel et sur les comportements volontaires des salariés. En revanche, cette importance n'a pas d'effet modérateur significatif sur la relation entre la rupture du CP et les comportements obligatoires des salariés. / The current study is aimed at investigating the impact of organizational social context on employees' perceptions of PCB and subsequent performance behaviors. We argued that employee's perception of PCB is highly subjective in nature, thus, heavily depends on social cues the employee picks up from the organization's treatment to other coworkers. Based on these arguments, organizational politics and social comparison processes (positive and negative comparisons) were argued as social contextual factors that influence employee's perception of PCB and subsequent performance behaviors. A non-random purposive sample of 322 subordinate-supervisor matching dyads, with 60% response rate, collected from various public & private organizations of Pakistan. The SR model results demonstrated that the negative social contextual factors (organizational politics & negative comparison) had significant positive associations with both transactional and relational PCB. However, the positive social contextual factor (positive comparison) had non-significant effects on both transactional and relational PCB. Both transactional and relational PCB had significant negative effects on employees' extra-role (OCB-I) and in-role behaviors, and the effect size was, slightly, greater for extra-role than in-role behaviors. Perceived importance of broken promises showed significant moderating effects only for the relationship between PCB (transactional & relational) and employees' extra-role behaviors (OCB-I) but not between PCB and in-role behaviors.

Tant auprès des chercheurs que des praticiens, la socialisation organisationnelle semble représenter un sujet d’intérêt à l’heure actuelle (Fang, Duffy, & Shaw, 2011). Dans cette lignée, la présente thèse cherche à approfondir notre compréhension de la socialisation organisationnelle, afin d’en dresser un portrait plus complet et étayé, mais aussi d’y arrimer des pratiques porteuses pour les organisations et leurs employés. Plus précisément, les aspects relationnels inhérents au vécu des nouveaux employés, largement ignorés à ce jour dans la documentation (Ashforth, Sluss, & Harrison, 2007), sont examinés à partir de données recueillies à trois temps de mesure distincts auprès d’un échantillon de 224 nouveaux employés. Avec comme point de départ la théorie de l’échange social (Blau, 1964) et le concept de confiance affective (McAllister, 1995), le premier des deux articles qui composent la thèse démontre que, par rapport aux approches dites classiques (i.e., exprimant une vision cognitive de la socialisation organisationnelle), une approche relationnelle de la socialisation organisationnelle permet de mieux rendre compte du lien psychologique qui s’établit entre les nouveaux employés et l’organisation, alors que les approches cognitives classiques sont davantage explicatives de la performance des employés. Les deux approches semblent donc complémentaires pour expliquer l’adaptation des nouveaux employés. Le second article s’appuie sur la démonstration effectuée dans le premier article et cherche à approfondir davantage les aspects relationnels inhérents au vécu des nouveaux employés, de même que leur influence sur l’adaptation de ces derniers. À cette fin, la théorie de la conservation des ressources (Hobfoll, 1989) est considérée et l’engagement affectif (Meyer & Herscovitch, 2001) est mis de l’avant comme concept focal. Les résultats suggèrent que l’engagement affectif envers le supérieur compense pour un déclin de l’engagement affectif envers l’organisation, tel qu’il résulte d’un bris de la relation avec l’organisation. Les relations semblent donc, dans certaines circonstances, avoir une portée qui dépasse leurs protagonistes directs. La présente thèse démontre donc que les aspects relationnels inhérents au vécu des nouveaux employés ont une influence distincte, prépondérante et complexe sur leur adaptation en emploi. Ce faisant, elle s’insère dans un courant de recherche visant à remettre à l’avant-plan et mieux comprendre la sphère relationnelle dans les organisations (Ragins & Dutton, 2007). Les implications théoriques et pratiques qui en découlent seront discutées. / Both among researchers and practitioners, organizational socialization seems to be a topic of interest nowadays (Fang, Duffy, & Shaw, 2011). Along this line, the present thesis seeks to deepen our understanding of organizational socialization in order to provide a more complete and documented picture of it, but also to develop useful practices for organizations and their employees. Specifically, the relational aspects inherent to the experience of newcomers, largely ignored so far in the literature (Ashforth, Sluss, & Harrison, 2007), are examined using data collected at three points in time among a sample of 224 newcomers. Using social exchange theory (Blau, 1964) as a background and the concept of affective trust (McAllister, 1995), the first of the two articles that comprise the thesis shows that, compared with conventional approaches (i.e., expressing a cognitive view of organizational socialization), a relational approach to organizational socialization can better reflect the psychological bond that is established between newcomers and organizations, while conventional approaches are more explanatory of employee performance. The two approaches thus seem complementary to explain newcomer adjustment. The second article draws from the evidence reported in the first article and seeks to further deepen the relational aspects inherent to the experience of newcomers, as well as their influence on adjustment. To this end, conservation of resources theory (Hobfoll, 1989) is considered and affective commitment (Meyer & Herscovitch, 2001) is put forward as the focal concept. Results suggest that affective commitment to the supervisor compensates for a decline in affective commitment to the organization as resulting from a breach to individuals’ relationship with the organization. Relationships thus seem, under certain circumstances, to have an impact that goes beyond their direct protagonists. This thesis therefore demonstrates that the relational aspects inherent to the experience of newcomers have a distinct, prevailing and complex influence on their adjustment. In doing so, it is part of a research stream that tries to put forward and better understand the relational dynamics within organizations (Ragins & Dutton, 2007). Theoretical and practical implications will be discussed.

PhD (Human Resource Management) / Department of Human Resource Management and Labour Relations / Globally, the economic, political and social environment is constantly changing, and this has posed various challenges for organisations in the world of work. South African universities have also not been spared from these changes as they are expected to meet international standards whilst operating in an environment where there are many changes in their work environment with regard to technology, language policy, decolonisation of the curriculum and globalisation. The dynamics in these aspects shape the organisational climate and psychological contracts of all institutions. Any changes in the organisational climate and psychological contracts may influence employee outcomes of organisational citizenship behaviour and intention to leave among employees. Therefore, this study responds to calls from previous studies on organisational climate and psychological contract research to investigate the role of moderators in their association with employee outcomes. There is an urgent demand for organisational leaders to practice ethical leadership and become trustworthy in order to inspire employees to exhibit organisational citizenship behaviour and reduce any intentions of leaving the organisation. The aim of this study was to examine the relationships between organisational climate, psychological contract breach and employee outcomes among university employees. It also further investigated the moderating roles of ethical leadership and trust on those relationships. Six objectives were developed based on the aims of the study. To answer the objectives of this study, the research followed cross-sectional design and a quantitative approach was adopted. A total of 202 employees were selected through stratified random sampling to participate in the study and a self- administered questionnaire was used to collect the data. The sample was made up of both academic and administration staff working in the universities. Item analysis was conducted to check the reliability of the scales and all the scales obtained acceptable Cronbach alphas. To explore the factor structure of the scales, exploratory factor analysis was conducted, and poor items were removed until a xv clear and desirable factor solution was obtained. Confirmatory factor analysis was conducted to validate the data and all the goodness of fit indexes achieved the required level. In addition, the composite reliability and average variance extracted for all scales met the required level. Moderated multiple regression analysis was conducted to measure the moderator roles of ethical leadership and trust in the organisational climate, psychological contract breach and employee outcomes relationships. The results showed that ethical leadership moderated the relationship between organisational climate and organisational citizenship behaviour (Δ R² = .078, F(3,148) = 8.994. p <.001, β = .285, p < .001); and also the relationship between psychological contract breach and organisational citizenship behaviour (Δ R² = .056, F(3,148) = 7.373, β = -.247, p < .005). However, non-significant results were found when testing the moderating role of ethical leadership in the relationship between organisational climate and intention to leave (Δ R² =.000, F(3,148) = 6.275, β =.000, p >.005); and also in the relationship between psychological contract breach and intention to leave (Δ R² = 0.03, F(3.148) = 12.878, β =.055, p > .05). In addition, the results also revealed that trust moderated the relationship between organisational climate and organisational citizenship behaviour (Δ R² =.030, F(3, 148) = 6.521, β =.175, p < .01); and also the relationship between psychological contract breach and organisational citizenship behaviour (Δ R² =.049, F(3.148) = 7.719, β = -.222, p < .001). However, non-significant results were also found in testing trust as moderator in the relationship between organisational climate and intention to leave (Δ R² =.001, F(3,148) = 10.373, β = -.022, p > .01); and also in the relationship between psychological contract breach and intention to leave (Δ R² = 014, F(3, 148) = 17.207, β =.120, , p > .05). The results provides sufficient evidence that organisational climate, psychological contract breach, ethical leadership, and trust can shape employee behavioural outcomes either positively or negatively. This study, therefore recommends that organisations should develop a strong and positive organisational climate in order to improve organisational citizenship xvi behaviour and reduce employees` intentions to leave the organisation. This is achievable with policies that speak to effective communication structure, job recognition, and career development paths. In addition, human resources managers are urged to prevent cases of psychological contract breach through providing employees with realistic overviews of the task to be performed and policy that can aid employees to air their grievances. The study further recommends the establishment of ethical corporate culture within the organisations through which only employees who meet the ethical standards of the organisation are promoted into leadership positions in order to improve the practice of organisational citizenship behaviour and in turn reduce employees` intention to leave the organisation. / NRF