La Felicidad en El Trabajo: Validación De Una Escala De Medida

Abstract

RESUMEN La felicidad del trabajador es un factor determinante de su eficiencia a corto y a largo plazo. En la literatura encontramos intentos de medir dicha felicidad directamente, y otros centrados en conocer cuáles son los elementos que generan esta felicidad. El presente trabajo realiza el análisis de validez de una escala propuesta por Del Junco, Espasandín, Dutschke y Palacios (2013) en la que se exponen factores determinantes de la felicidad del trabajador. El trabajo aporta una guía para la validación de escalas con un enfoque estructural y confirmatorio, basada en los datos de 262 empresas de la provincia de Sevilla (España). Asimismo, la escala muestra dos dimensiones (factores relacionados con el puesto de trabajo y factores relacionados con el trabajador) que confirman la necesidad de combinar la perspectiva del individuo y del entorno a la hora de analizar la felicidad laboral.

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

“…The subsequent methodology suggests an indirect effect of individual HRM practices and, additionally, the heap of HRM outcomes (employee commitment) on organizational performance, as indicated by Wright et al (Wright, Gardner, & Moynihan, 2003). Among all HRM practices discussed above, we selected empowerment and compensation practices as candidates to test their direct and indirect impacts on organizational performance as initially proposed by Herzberg (1959) and Hackman and Oldham (1980) and widely tested in subsequent research (Mehrjouyan, 2019;Ramirez-Garcia, Perea, & Junco, 2019;Teems & Helbing, 2017;Tholath & Thattil, 2016;Wang, Liu, & Zhu, 2018). These two practices show the fundamental difference between managers' and employees thinking.…”

Work Engagement: Organizational Attribute or Personality Trait?

“…The (α) reliability in the present study was .83 for attention, .76 for clarity, and .86 for repair. (Ramírez-García et al, 2019). This scale, developed in Spain, has 11 items which use a Likert scale from 1 (completely disagree) to 7 (completely agree).…”

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

“…The subsequent methodology suggests an indirect effect of individual HRM practices and the heap of HRM outcomes (employee commitment) on organizational performance, as indicated by Wright, Gardner, and Moynihan (2003). Among all HRM practices discussed above, we selected empowerment and compensation practices as candidates to test their direct and indirect impacts on organizational performance as initially proposed by Herzberg, Mausner, and Snyderman (1959) and Hackman (1980) widely tested in subsequent research (Mehrjouyan, 2019;Ramirez-Garcia, Perea, & Junco, 2019;Tholath & Thattil, 2016;Wang, Liu, & Zhu, 2018). These two practices show the fundamental difference between managers' and employees' think.…”