A anomia organizacional refere-se a ineficiência das normas e valores do indivíduo em seu trabalho, a qual, contribui na construção de uma percepção sobre a falta de adequabilidade da organização para o desenvolvimento sócio-laboral, conduzindo o trabalhador, quando oportuna, agir de maneira desviante. Neste estudo tratou-se de verificar a consistência da estrutura fatorial da escala de anomia organizacional em trabalhadores brasileiros. Participaram do estudo 290 funcionários de empresas publicas e privadas da cidade de João Pessoa-PB, de 18 a 68 anos, com a maioria sendo mulheres, curso superior completo e solteiros. Responderam a escala de anomia organizacional, composta por 19 itens, nos quais o respondente deveria indicar numa escala do tipo likert o quanto concordava com os relatos dos itens. Através do programa Amos Grafics 21.0, observaram indicadores psicométricos que comprovaram a estrutura fatorial hipotetizada. De forma geral, salienta-se a importância desta medida como identificação de fatores que afetem as decisões e comportamentos das pessoas no âmbito do trabalho, bem como, o desenvolvimento estratégico organizacional em relação a produtividade.
The goal of this work is to develop and validate a scale to identify workers' behaviors as well as those of organizations, and to understand how they develop and build enterprise competitiveness through organizational social capital, a complex network of relationship that is critical to business success. For this the present theories were mapped out to identify the similarities and differences within social capital, focusing on organizational social capital. With this background a Nahapiet and Ghosal three dimensional model was chosen as the most suitable construct with which to create the instrument. All methodological research steps for behavioral instrument creation were taken into account. The questionnaire created was refined and validated for semantic and content validity, then it was tested using statistical tools for items reduction through Exploratory Factor Analysis to refine the instrument. The scale was approved in the tests and the findings of this process also led to the conclusion that social capital is a one-dimensional construct.
Purpose The purpose of this paper is to understand the interactions and their cause/effect consequences of three aspects present inside organizational realities, namely, organizational social capital (OSC), worker resilience and innovation derived from the workers. Design/methodology/approach A cross-sectional study for analyzing the subjects was chosen. As a quantitative research approach, after the theoretical review, two possibilities were hypothesized for how they act as a system. In order to verify the hypotheses, the authors chose the structural equation model, a suitable instrument for this analysis, as a mathematical tool. Findings The results show that OSC is a mediator between resilience and innovation in the organizational dynamics. This suggests that workers’ resilience need OSC, acting as the mediator, to improve their level of innovation capacity. Research limitations/implications The study gives information at a specific point in time. Follow-up studies are needed to understand the phenomena’s transformation, and no distinction was made between exploratory and exploitative innovation. More empirical studies should be carried out to enhance its understanding. Practical implications These findings can help organizations deal better with these resources to reach their goals because the first, as stated in the purpose, is the amalgamated goodwill necessary for individuals to work together; the second is workers’ capacity to bounce back; and the last is the creativity inherent in people. All of which are significant for an enterprise thrive in its market. Originality/value The cited dynamic has few studies, and this work provides evidence about its existence and magnitude, shedding light on a critical factors’ relationship net, especially for enterprises based on the creativity of their workers.
3Rejane Prevot Nascimento 4 Resumo Este artigo tem por objetivo identificar os impactos que mudanças organizacionais oriundas de programa de privatização causam na cultura das empresas e no comportamento dos funcionários. A pesquisa foi realizada em uma empresa do setor de energia privatizada em 1997, com base no método de estudo de caso. A estrutura do estudo de caso consistiu, num primeiro momento, em entrevistas realizadas no nível gerencial, a fim de entender as características e percepções das mudanças empreendidas com a privatização. Posteriormente, foram utilizados questionários fechados para o nível operacional, com o intuito de verificar e estratificar os resultados identificados na primeira etapa. O estudo revelou que as mudanças estratégico-estruturais, culturais e as verificadas nas percepções dos relacionamentos intraorganizacionais foram as que mais impactaram o comportamento dos funcionários. Concluiu-se que as mudanças organizacionais despertaram tanto resistências quanto reações positivas, dependendo da posição hierárquica na organização e da influência de variáveis como: ambiente externo, cultura organizacional, multiculturalismo organizacional, tempo de trabalho na empresa, nacionalidade do empregado e acesso à informação. Este estudo fornece subsídios para uma maior compreensão sobre os impactos dos processos de privatização nas organizações brasileiras, propiciando informações para o gerenciamento de transições corporativas, sejam públicas e/ou privadas.Palavras-chave: mudanças organizacionais; privatizações; cultura organizacional; comportamento organizacional. AbstractThis article aims to identify what impacts organizational changes derived from privatization programs cause in the culture of companies and workers' behavior. The research was done in an energy company that was privatized in 1997 and was based on the case study method. The first step in the case study was interviews with managers in order to understand the characteristics and perceptions of the changes that were made following privatization. Closed question questionnaires for the operational level were then applied to verify and stratify the results identified in the first analysis. The study pointed out that the greatest impact on employee behavior had to do with strategic-structural changes, as well as those of a cultural nature and the perceptions of intra-organizational relationships The conclusion drawn from this study is that organizational changes gave rise not only to change-resistant behavior but also to positive reactions depending on hierarchy position in the organization due to the influence of factors such as: external environment, organizational culture, organizational multiculturalism, seniority, nationality and access to information. This work helps to enhance comprehension of the impacts of privatization processes on Brazilian organizations, providing information for the corporate transition management, whether public or private.
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