Change and adaptation to change has always been a part of human life. Some are more used to changes in their daily life and some are more resistant towards it. In big organizations all types of people are working together to create a better future. In manufacturing companies, change and implementation of digital transformation are more frequently occurring and in faster paces. This thesis aids to study how Change Management can be adapted in a manufacturing company regarding digital transformation by minimizing the resistance. This thesis is an inductive qualitative case study where both theoretical framework and data collections are provided. The theories brought up in this thesis are Change Management, psychological, social and organizational aspects of Change Management and how to adapt Change Management and Operator 4.0. To be able to compare theory with practice, a total of 10 interviews were held with 7 team leaders and 3 production leaders and 4 observations were held. The collected data and theory were analyzed and compared to each other and later on, gaps between theory and practice were identified. The results show that there is a lack of communication within the organization and a deficient communication chain. The results show that there is involvement of employees but mainly from the same type of department. There is an uneven distribution of implementation within the production where one part of the production is almost fully digitalized while the other has nothing digital at all. Depending on the shifts, there is a lack of support from the production engineers and top management. As a conclusion, adapting change management seems to be easy when reading about its theory but is in fact difficult when adapting it in practice, especially when the organization is big. To deal with the problem, the developers and managers should include employees from the very beginning of the formulation process and divide project teams in smaller groups in order to provide support to all departments and shifts. The developers and managers should also use Lewin´s three-step model for minor changes and consider using Kotter´s strategic eight-step model for changes made at a bigger scale. / Förändring och anpassning till förändring har alltid varit en del av människans liv. Vissa är mer vana vid förändringar i sitt dagliga liv och andra är mer motståndskraftiga mot det. I stora organisationer arbetar alla typer av människor tillsammans för att skapa en bättre framtid. I tillverkande företag sker förändring och implementering av digital transformation oftare och i snabbare takt. Detta examensarbete hjälper till att studera hur Change Management kan anpassas i ett tillverkande företag avseende digital transformation genom att minimera motståndet. Detta examensarbete är en induktiv kvalitativ fallstudie där både teoretiska ramar och datainsamlingar tillhandahålls. Teorierna som tas upp i detta examensarbete är Change Management, psykologiska, sociala och organisations aspekterna av Change Management samt hur man anpassar Change Management och Operator 4.0. För att kunna jämföra teori med praktik hölls totalt 10 intervjuer med 7 teamledare och 3 produktionsledare och 4 observationer genomfördes. Insamlade data och teori analyserades och jämfördes med varandra och senare identifierades luckor mellan teori och praktik. Resultaten visar att det råder brist på kommunikation inom organisationen och en bristfällig kommunikationskedja. Resultaten visar att det finns engagemang av medarbetare men främst från samma typ av avdelning. Det är en ojämn fördelning av genomförandet inom produktionen där en del av produktionen är nästan helt digitaliserad medan den andra inte har något digitalt alls. Beroende på skiften saknas stöd från produktionsingenjörerna och högsta ledningen. Sammanfattningsvis verkar det vara lätt att anpassa förändringsledning när man läser om dess teori men är faktiskt svårt när man anpassar den i praktiken, speciellt när organisationen är stor. För att komma till rätta med problemet bör utvecklarna och cheferna inkludera anställda redan från början av formuleringsprocessen och dela in projektteam i mindre grupper för att ge stöd till alla avdelningar och skift. Utvecklarna och cheferna bör också använda Lewins trestegsmodell för mindre förändringar och överväga att använda Kotters strategiska åttastegsmodell för förändringar som görs i större skala.

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.

Denna studie undersöker relationen mellan psykologiska kontrakt och utbrändhet i syfte att utöka kunskapsområdet. Studiens genomfördes bland sjukvårdspersonal i Sveriges offentliga sektor och bestod av 43 kvinnor och nio män (N = 52). Psykologiska kontrakt avser outtalade och subjektiva förväntningar och skyldigheter mellan anställda och arbetsgivare. Kontraktet kan i sin tur brytas ner i tre separata kontraktstyper: transaktionella, relationella och ideologiska. Studien syftar till att identifiera sambanden mellan kontraktstyperna, psykologiska kontraktets uppfyllelse och upplevd utbrändhet. Genom en enkät mättes graden av deltagarnas kontraktstyper, kontraktets uppfyllelse samt arbetsrelaterade krav och resurser. Psykologiska kontraktstyperna verkar vara ett för smalt område att undersöka i relation till utbrändhet eftersom dessa inte visade på någon signifikant predicerbarhet. Resultatet visade däremot att bristande uppfyllelse av det sammanställda psykologiska kontraktet har ett signifikant samband med ökad utbrändhet, utöver krav och resurser. Korrelationsanalys med det psykologiska kontraktet och krav/resurser visar på resultat i liknelse med Job Demands-Resources. Trots att resurser har ett positivt samband med kontraktets uppfyllnad så verkar denna effekt inte vara lika stark som den negativa inverkan från krav. Arbetstempo och känslomässiga krav sticker ut som de starkast korrelerade variablerna och betonar vikten av att säkerställa ett hanterbart tempo samt att tillhandahålla hjälpmedel för att lindra den känslomässiga bördan av arbetet inom sjukvården. Studien understryker att både arbetsgivare och anställda måste adressera explicita och implicita förväntningar för att minska risken för utbrändhet. Att säkerställa en balans mellan arbetskrav och resurser, samt att uppfylla psykologiska kontrakt, är avgörande för att förbättra mental hälsa och arbetstillfredsställelse bland sjukvårdspersonal. / This study investigates the relationship between psychological contracts and burnout to widen the field. The study took place among healthcare workers in the Swedish public sector and consisted of 43 women and nine men (N = 52). Psychological contracts refer to the unspoken and subjective expectations and obligations between employees and employers. These contracts can be divided into three separate types: transactional, relational, and ideological. The study aims to identify the associations between these contract types, the fulfilment of psychological contracts, and perceived burnout. Through a survey, the participants' contract types, contract fulfilment, job demands and resources were measured. The psychological contract types seem to be too narrow an area to investigate in relation to burnout, as they did not show any significant predictability. However, the results indicated that the lack of fulfilment of the overall psychological contract has a significant association with increased burnout, beyond job demands and resources. Correlation analysis between psychological contracts and job demands/resources shows results similar to the Job Demands-Resources model. Although resources have a positive relationship with contract fulfilment, this effect does not appear to be as strong as the negative impact of demands. Work pace and emotional demands stand out as the most strongly correlated variables, emphasizing the need for ensuring a manageable pace and providing tools to ease the emotional burden of work in healthcare. The study highlights that both employers and employees must address explicit and implicit expectations to reduce the risk of burnout. Ensuring a balance between job demands and resources, as well as fulfilling psychological contracts, is crucial for improving mental health and job satisfaction among healthcare personnel.

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

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

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.