Justicia organizacional, engagement en el trabajo y comportamientos de ciudadanía organizacional: Una combinación ganadora

Montalbán, Ramón Luis Rodríguez; Lugo, Miguel E. Martínez; Soria, Marisa Salanova

doi:10.11144/javeriana.upsy13-3.joet

Cited by 16 publications

(15 citation statements)

References 27 publications

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“…This is because such employees are able to better manage their existing work resources. In order to achieve their goals, organizations need their employees to personally commit to the achievement of collective goals ( Rodríguez-Montalbán et al, 2014 ). The behavior associated with these collective goals have been denominated in several ways, for example, by extra-role performance ( Walumbwa et al, 2010 ).…”

Section: Discussionmentioning

confidence: 99%

“…The effectiveness of the organization will improve by having employees who are more willing to perform functions beyond those who are described in their job descriptions (extra-role performance). At this point, it is convenient to remember that in situations of high labor demands, it is necessary for employees to commit themselves personally and affectively to the achievement of the proposed collective objectives ( Rodríguez-Montalbán et al, 2014 ). The effectivity of the occurrence of this type of behavior has been observed in many studies ( MacKenzie et al, 1991 ; Van Dyne et al, 1995 ; Vandaele and Gemmel, 2006 ).…”

Section: Discussionmentioning

confidence: 99%

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Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

et al. 2018

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In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

et al. 2018

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“…It has been the subject of multiple theories that have attempted to describe its characteristics. For example, Rodriguez et al [23] report the Adams’ Equity theory (1965), the Homans’ version of the Social Exchange theory (1961), Blau’s Social Exchange theory about expectations (1964), the Multiple Distribution rules by Leventahal (1976), Thibaut and Walker’s Procedural Fairness in Dispute Resolution theory (1975), and Bies and Moag’s Interpersonal Treatment theory (1986). Colquitt [24] integrates the various theories on justice by developing a model of organisational justice consisting on four dimensions: distributive justice, procedural justice, interpersonal justice, and informational justice.…”

Section: Introductionmentioning

confidence: 99%

Organisational Justice, Burnout, and Engagement in University Students: A Comparison between Stressful Aspects of Labour and University Organisation

Abal

Gómez‐Salgado

López-López

et al. 2018

IJERPH

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Burnout, engagement, and organisational justice concepts are usually studied in the context of labour organisations, but not in universities. For this, the objective of this research is to identify the students’ empirically evidenced relationships in the employment context, such as levels of organisational justice, stress indicators, burnout and work commitment. On the other hand, engagement is analysed as a mediating variable that explains the relationship between organisational justice and burnout. A sample of 543 students from three Spanish universities, selected by purposive sampling, is used ensuring voluntary and anonymous participation. The instruments used to measure the four variables to analyse are a protocol for data collection, MBI-SS instrument for Academic Burnout, Utrecht Work Engagement Student Scale (UWES) for Engagement and the Scale of Organisational Justice for Organisational Justice. As a result, college students show behaviours that promote academic achievement, and they feel more engaged when they are treated fairly. As for the burnout syndrome dimensions, average levels of emotional exhaustion and academic efficacy, and high levels of cynicism are revealed. In addition, the proposed structural equation model supports the main hypothesis; engagement is a mediating variable in the organisational justice and burnout relationship. To conclude, academic stress and its explanatory framework cannot be conceived only from an organisational perspective, where the context of each student must be considered. The adoption of organisational preventive measures can be relevant in ensuring a healthy and conducive academic performance in our students.

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“…Asimismo, en los escenarios laborales, se está poniendo especial énfasis en las competencias de eficacia y eficiencia personal, y, de manera muy especial, en las emociones positivas en el trabajo (Salanova, Martínez y Llorens, 2005) y el civismo organizacional (Rodríguez, Martínez y Salanova, 2014). Esto responde a que ambos aspectos impactan favorablemente en la productividad y la rentabilidad de las empresas (Fischman, 2010), así como en el bienestar de los trabajadores (Salanova, 2008).…”

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Importancia de las competencias directivas desde la percepción de los empresarios arequipeños

Cáceres¹,

Gallegos²

2018

CYN

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Esta investigación tiene como objetivo determinar cuál es la percepción de los empresarios arequipeños con respecto a la importancia que asignan a las competencias directivas según el modelo empresarial antropológico planteado por Juan Antonio Pérez López (1993). Para la recolección de datos, se utilizó un cuestionario diseñado por profesores del IESE Business School (España), que fue adaptado para la investigación con adecuados índices de validez y confiabilidad, y aplicado individualmente a los directivos de 70 empresas de 3 rubros diferentes. Entre los hallazgos, se observó que las competencias directivas más valoradas fueron honestidad, orientación al cliente, autocontrol, coaching, visión de negocio, autoconocimiento, concentración, trabajo en equipo, gestión de recursos, gestión del tiempo, networking, delegación, equidad, autocritica y aprendizaje personal.Palabras clave: competencias directivas, empresarios arequipeños, administración de negocios, capital social. Relevance of managerial skills since Arequipenian manager's perceptionThis research aims to determine which is the perception of Arequipenian managers about the importance assigned to the management skills according to the anthropological model proposed by Juan Antonio Pérez López (1993). For data collection, a questionnaire was used, designed by professors of the IESE Business School (Spain), which was adapted for the investigation with good levels of validity and reliability, and was applied in an individual way in 70 companies. The main findings were that the most valued management skills, were honesty,

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Justicia organizacional, engagement en el trabajo y comportamientos de ciudadanía organizacional: Una combinación ganadora

Cited by 16 publications

References 27 publications

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

Organisational Justice, Burnout, and Engagement in University Students: A Comparison between Stressful Aspects of Labour and University Organisation

Importancia de las competencias directivas desde la percepción de los empresarios arequipeños

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