La medición de la felicidad en el trabajo y sus antecedentesun estudio empírico en el área de alergología de los hospitales públicos españoles

  1. Salas Vallina, Andrés
  2. Alegre Vidal, Joaquín
  3. Fernández Guerrero, Rafael
Journal:
Trabajo: Revista iberoamericana de relaciones laborales

ISSN: 1136-3819

Year of publication: 2013

Issue Title: A la búsqueda de la felicidad en el trabajo

Issue: 28

Pages: 83-116

Type: Article

DIALNET GOOGLE SCHOLAR lock_openArias Montano editor

More publications in: Trabajo: Revista iberoamericana de relaciones laborales

Abstract

The púrsuit of happiness at work is particularly interesting for many people and even for organisations. However, there is a significant lack of research on its antecedents (Chivato Pérez et al, 2011), and a wide dispersion of related measures (Hackman, 2009). In fact, there is a need to find a more accurate measurefor happiness at work ( Fisher, 2010), and in our research aim to achieve it. Thus, we propose that happiness at work is composed of three constructs already established in the literature leading to ourfirst hypothesis: happiness at work is the latent variable which is composed by individual commitment, job satisfaction and affective organizational commitment. Our model will analyze how to improve happiness at work in a knowledge-intensive context, the medical staff working in allergy units of Spanish public hospitals, which has special interestfor research, considering the role of transformational leadership as an explanatory variable. Our second hypothesis is that transformational leadership has a direct and positive effect on happiness at work. In addition, we assess the mediating role of organizational learning capability between the relationship of transformational leadership and happiness at work, so our third hypothesis is: the organizational learning capability has a mediating effect on the relationship between transformational leadership and happiness at work. Using structural equation modeling, we show that results confirm the three hypotheses: happiness at work can be measured thorugh tat new construct, reaching an excellent explanatory power, transformational leadership has a direct andpositive effect on happiness at work and organisational learning capability explains better the relationship between transformational leadership and happiness at ivork, than if we only consider the direct relationship between these two variables. Results suggest that organisations should reconsider the role of transformational leadership and organizational learning capability to improve human resource management in public service organizations in the healthcare sector, which is particularly affected by probems of burn-out (Chivato Pérez et al, 2011).

Bibliographic References

  • Argyris, C. and Schön, D.A. (1978): Organizational learning: A theory of action perspective. London: Addison Wesley.
  • Atkinson and Hall (2011): “Flexible working and happiness in the NHS”. Employee relations, 33, 2, pp. 88-105.
  • Antonovsky, A. (1987): Unraveling the mystery of health. San Francisco: Jossey Bass.
  • Baas, M., De Dreu, C.K.W. and Nijstad, B.A. (2008): “A meta-analysis of 25 years of mood-creativity research: hedonic tone, activation, or regulatory focus”. Psychological Bulletin, 134, pp. 779–806.
  • Barbuto, J.E. (Jnr) (2005): “Motivation and transactional, charismatic, and transformational leadership: a test of antecedents”. Journal of Leadership and Organizational Studies, 11, 4, pp. 26-40.
  • Bass, B. M. (1985): Leadership and performance beyond expectations. New York: Free Press.
  • Bass, B.M. (1990): From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 13, pp. 26-40.
  • Barney, Jay (1991): “Firm Resources and Sustained Competitive Advantage”. Journal of Management, 1991, 17, 1, pp. 99-120.
  • Bateman, T. S., & Organ, D. W. (1983): “Job satisfaction and the good soldier: The relationship between affect and employee citizenship”. Academy of Management Journal, 26, pp. 587–595.
  • Batista-Foguet, J. M. y Coenders, G. (2000): Modelos de Ecuaciones Estructurales. Madrid: La Muralla/Hespérides.
  • Beauregard, A. (2010): Introduction: The Import of Intrapersonal and Interpersonal Dynamics in Work Performance. British Journal of Management, 21, pp. 225-261.
  • Bentler, P.M. y Bonett, D.G. (1980): Significance tests and goodness-of-fit in the analysis of covariance structures. Psychological Bulletin, vol. 88, pp. 588-606.
  • Bollen, K.A. (1989): Structural Equations with Latent Variables. New York: John Wiley y Sons.
  • Bontis, N.; Crossan, M.M.; Hulland, J. (2002): Managing an Organizational Learning System by Aligning Stocks and Flows. Journal of Management Studies, 39, 4, pp. 437-469.
  • Burns, J. M. (1978). Leadership. New York: Harper & Row.
  • Calhoun, L.G., Tedeschi, R.G. (1999). Facilitating Posttraumatic Growth: A Clinician’s Guide. Mahwah, N.J.: Lawrence Erlbaum Associates Publishers.
  • Camisón, C. (1999): Sobre cómo medir las competencias distintivas: Un examen empírico de la fiabilidad y validez de los modelos multi-ítem para la medición de los activos intangibles. The Iberoamerican Academy of Management, First International Conference, Madrid, Diciembre.
  • Chiva, R., Alegre, J. and Lapiedra, R. (2007): “Measuring organizational learning capability among the workforce”. International Journal of Manpower, 28, 3, pp. 224-42.
  • Chiva, R. y Alegre, J. (2008): “Emotional intelligence and job satisfaction: the role of organizational learning capability”. Personnel Review, 37, 6, pp. 680-701.
  • Chivato Pérez, T., Campos Andreu, A., Negro Álvarez, J. M. (2011): Professional Burnout and Work Satisfaction in Spanish Allergists: Analysis of Working Conditions in the Specialty. Journal of Investigational Allergology and Clinical Inmunology, 21, pp. 13-21.
  • Cropanzano, R, y Wright, T. A. (2001): When a “happy” worker is really a “productive” worker: A review and further refinements of the happy-productive worker thesis. Consulting Psychology Journal, nº 53, pp. 182-199.
  • Del Barrio, S. y Luque, T. (2000): Análisis de Ecuaciones Estructurales. Ed. Pirámide, Madrid.
  • Densten, I. L. (2005): The relationship between visioning behaviours of leaders and follower burnout. British Journal of Management, nº 16, pp. 105–118.
  • DeVellis, R. F. (1991): Scale Development: Theory and Applicationes. California: Sage Publications.
  • Daugherty S., Baldwin D.C., Rowley B.D.(1998) : Learning, satisfaction, and mistreatment during medical internship: a national survey of working conditions. JAMA, 280(8), pp. 699-700.
  • DiBella, A. J., Nevis, E.C. and Gould, J.M. (1996): Organisational Learning Style as a Core Capability. In Moingeon, B. and Edmondson, A. (eds.) Organisational Learning and Competitive Advantage. London: Sage.
  • Diener, Ed, Eunkook M. Suh, Robert E. Lucas and Heidi L. Smith (1999): “Subjective Well-Being: Three Decades of Progress”. Psychological Bulletin, 125, 2, pp. 276-302.
  • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002): “Impact of transformational leadership on follower development and performance: A field experiment”. Academy of Management Journal, nº 45, 4, pp. 735-744.
  • Easterby-Smith, M. and Araujo, L. (1999): Organizational Learning: Current Debates and Opportunities, in M. Easterby-Smith, J. Burgoyne and L. Araujo (eds) Organizational Learning and the Learning Organization, pp. 1–21. Sage Publications, London.
  • Easterby-Smith, M., Crossan, M. and Nicolini, D. (2000): “Organizational Learning: Debates Past, Present and Future’, Journal of Management Studies 37, 6, pp. 783–96.
  • Easterby-Smith, M., and Lyles, M.A. (2003) “Introduction: Watersheds of organisational learning and knowledge management”. Blackwell Publications.
  • Edmondson, A. (1999): The view through a different lens: investigating organisational learning at the group level of analysis. En Proceedings of the 3rd International Conference on Organisational Learning. Lancaster: pp. 299-323.
  • Escrig, A. B. 2001. Efectos de la Direccion de Calidad en los resultados: El papel mediador de las competencias distintivas. Tesis Doctoral. Facultad de Ciencias Juiridicas y Economicas. Departamento de Administracion de Empresas y Marketing. Universitat Jaume I. Castellon.
  • Feinberg, B. J., Ostroff, C., & Burke, W. W. (2005): “The Role of Within-Group Agreement in Understanding Transformational Leadereship”. Journal of Occupational and Organizational Psychology, 78, pp. 471-488.
  • Felfe and Schyns (2010): Followers Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis, British Journal of Management, 21, 2, pp. 393-410.
  • Fineman, S. (2006): “On being positive: concerns and counterpoints”. Academy of Management Review, 31, pp. 270–291.
  • Flood, R.L. (1999): Rethinking ‘The Fifth Discipline’: Learning within the Unknowable. London: Routledge.
  • Fisher, C. (2010): “Happiness at work”. International Journal of Management Review, 12, pp. 384-412.
  • Fredrickson, B. L. (1998): “What good are positive emotions? Review of General Psychology”, 2, pp. 300-319.
  • Fredrickson, B.L. (2001): “The role of positive emotions in positive psychology: the broaden-and-build theory of positive emotions”, American Psychologist, nº 56, pp. 218-26.
  • Fredrickson, B. L. (2003): “The value of positive emotions”. American Scientist, 91, pp. 330-335.
  • Fredrickson, B. L., Tugade, M. M., Waugh, C. E., Larkin, G. (2003): “What good are positive emotions in crises? A prospective study of resilience and emotions following the terrorist attacks on the United States on September 11th, 2001”. Journal of Personality and Social Psychology, 84, pp. 365-376
  • Fredrickson, B.L. y Losada, M. (2005): “Positive affect and the complex dynamics of human flourishing”. American Psychologist, nº 60 (7), pp. 678–686.
  • Fredrickson B. L. y Branigan, C. (2005): Positive emotions broaden the scope of attention and thought-action repertories. Cognition and Emotion, 19, pp. 313-332.
  • García-Morales V. J., Lloréns-Montes, F. J. y Verdú-Jover A. J., (2008): “The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation”, British Journal of Management, 19, pp. 299-319.
  • Gatignon, H., Tushman, M. L., Smith, W., y Anderson, P. (2002): A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics. Management Science, 48, 9, pp. 1103-1122.
  • Gavin, J.H. y Mason, R.O. (2004): “The virtuous organization: the value of happiness in the workplace”. Organizational Dynamics, 33, pp. 379–392.
  • George, J. y Jones, G. (1997): “Experiencing work: values, attitudes, and modos”. Human Relations, 50, pp. 393-416.
  • Glisson, C. and Durick,M (1988): Predictors of Job Satisfaction and Organizational Commitment in Human Service Organizations, Administrative Science Quarterly, 33,1, pp. 61-81.
  • Glynn, M. A. (1996): “Innovative genius: a framework for relating individual and organizational intelligences to innovation”, Academy of Management Review, 21, pp. 1081–1111.
  • Goh, S. and Richards, G. (1997): “Benchmarking the learning capability of organizations”. European Management Journal, 15, 5, pp. 575-83.
  • Hackman, J.R. (2009): “The perils of positivity”. Journal of Organizational Behavior, 30, pp. 309–319.
  • Hair, J. F. Jr. Black, W. C., Babin, B. J. Anderson, R. E. and Tatham, R. L. (2006): Multivariate data analysis. New Jersey: Prentice Hall.
  • Howell, J. M. and B. M. Avolio (1993): “Transformational leadership, transactional leadership, locus of control and support for innovation: key predictors of consolidatedbusiness-unit performance”. Journal of Applied Psychology, 78, 6, pp. 891-902.
  • Harrison, D.A., Newman, D.A. and Roth, P.L. (2006): “How important are job attitudes? Meta-analytic comparisons of integrative behavioral outcomes and time sequences”. Academy of Management Journal, 49, pp. 305–32.
  • House, R. J. (1998): Appendix: Measures and assessments for the charismatic leadership approach: Scales, latent constructs, loadings, Cronbach alphas, interclass correlations. In F. Dansereau, & F. J. Yammarino (Eds.), Leadership: The multiple-level approaches contemporary and alternative, 24, B, pp. 23-30). London: JAI Press.
  • Isen, A. M. (2000): Some perspectives on positive affect and self-regulation. Psychological Inquiry, 11, pp. 184–187.
  • Judge, T. A., Boudreau, J. W., y Bretz, R. D. (1994): Job and life attitudes of male executives. Journal of Applied Psychology, 79, pp. 767-782.
  • Kim, Daniel H. (1993): The Individual and Organzational Learning. Sloan Management Review, 35, 1, pp. 37-50.
  • Kusunoki, K., Nonaka, I., y Nagata, A. (1998): Organizational capabilities in product development of Japanese firms: A Conceptual framework and empirical findings. OrganizationScience, 9, 6, pp. 699-718.
  • Lave, J., y Wenger, E. (1991): Situated learning: Legitimate peripheral participation. Cambridge: Cambridge University Press.
  • Long, J.S. (1991): Confirmatory Factor Analysis: a Preface to Lisrel. Newvury Park: Sage.
  • Luque, T. (1997): Investigación de Marketing. Ariel, Barcelona.
  • Luthans, F. (2002). “The need for and meaning of positive organizational behavior”. Journal of Organizational Behaviour, vol. 23, pp. 695-706.
  • Luthans, F. and Avolio, B.oint of positive organizational behavior”. Journal of Organizational Behavior, 30, pp. 291–307.
  • Lyles. M.A. and Easterby-Smith, M. (2003): Organizational Learning and knowledge Management: agendas for future research. En Easterby-Smith, M. and Lyles, M.A. Handbook of Organizational Learning and Knowledge Management, Blackwell Publishing.
  • Lyubomirsky, S., King, L., & Diener, E. (2005): “The benefits of frequent positive affect: Does happiness lead to success?”. Psychological Bulletin, 131, 6, pp. 803–855.
  • Macey, W.H., Schneider, B. (2008): The meaning of employee engagement. Industrial and Organizational Psychology, 1, pp. 3–30.
  • March, J. G., and Olsen, J. P. (1975): Organizational Learning under Ambiguity. European Journal of Policy Review, 3, 2, pp. 147.
  • Maslow, A.H. (1943): “A Theory of Human Motivation”. Psychological Review, nº 50, pp. 370-396.
  • McAuley, J., Duberley, J., Cohen, L. (2000): The meaning professionals give to Managent and Strategy. Human Relations, 53, 1, pp. 87-115.
  • Mintzberg, Henry (1998): Covert leadership: Notes on managing professionals. New York: Hardvard Business Review.
  • Nonaka, I. and H. Takeuchi (1995): The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990):”Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, organizational citizenship behaviors”. The Leadership Quarterly, 1, 2, pp. 107–142.
  • Peterson, C. (2006): A Primer in Positive Psychology . Ed. Oxford University Press, New York.
  • Rafferti, A. E. And Griffin, M.A. (2004):”Dimensions of transformational leadership: Conceptual and empirical extensions”. “The Leadership Quarterly”, 15, pp. 329-354.
  • Roberts, L.M. (2006). “Response – shifting the lens on organizational life: the added value of positive scholarship”. Academy of Management Review, 31, pp. 74–80.
  • Rowden, R. W. (2002). The relationship between workplace learning and job satisfaction in U.S. small to midsize business. Human Resource Development Quarterly, 13, 4, pp. 407.
  • Seligman, M.E.P. y Csikszentmihalyi, M. (2000). “Positive Psychology: An Introduction”. American Psychologist, nº 55 (1), pp. 5-14.
  • Seligman, M.E.P. (2002). Authentic Happiness: Using the New Positive Psychology to Realize YourPotential for Lasting Fulfillment. New York: Free Press.
  • Senge, Peter M. (1990): The Fifth Discipline: The Art & Practice of the Learning Organization. New York: Doubleday/Currency.
  • Senge, P., C. Roberts, R. B. Ross, B. J. Smith and A. Kleiner (1994): The Fifth Discipline Fieldbook. New York: Doubleday.
  • Schaufeli, W.B., Salanova, M., González-Romá , V. & Bakker, A.B. (2002): “The measurement of engagement and burnout: A two sample confirmatory factor analytic approach”. Journal of Happiness Studies. 3, pp. 71-92.
  • Schriesheim, C., y Tsui, A. S. (1980): Development and validation of a short satisfaction instrument for use in survey feedback interventions. Paper presented at the Western Academy of Management Meeting.
  • Staw et al., (1994): Employee positive emotion and favorable outcomes at the workplace. Organization Science, 5, 1, pp. 51–71.
  • Stern, Z., Katz-Navon, T., y Naveh, E. (2008): The Influence of Situational Learning Orientation, Autonomy, and Voice on Error Making: The Case of Resident Physicians. Management Science, 54, pp. 1553-1564.
  • Teece, David J., Pisano, Gary, and Shuen, Amy (1997) “Dynamic Capabilities and Strategic Management.” Strategic Management Journal, 18, 7, pp. 509-533.
  • Tippins, M. J., and Sohi, R. S. 2003. It competency and firm performance: Is organizational learning a missing link? Strategic Management Journal, 24, 8, pp. 745-761.
  • Tourish, D., Craig, R. y Amernic, J. (2010): Transformational leadership education and agency perspectives in business school pedagogy: a marriage of inconvenience?. British Journal of Management, 21, pp. 40-59.
  • Tsui, A. S., Egan, T. D., & O’Reilly, C. A., III. (1992). “Being different: Relational demography and organizational attachment”. Administrative Science Quarterly, 37, pp. 549–579.
  • Visser, M., Smets, E., Oort, F., De Haes, H. (2003): Stress, satisfaction and burnout among Dutch medical specialists. Canadian Medical Association Journal 168, pp. 271-275.
  • Wang, C.L.; & Ahmed, P.K. (2007): “Dynamic capabilities: A review and research agenda”. International Journal of Management Reviews, 9, 1, pp. 31-51.
  • Warr, P. (2007): Work, Happiness, and Unhappiness. Ed. Lawrence Erlbaum, Mahwah, Nueva Jersey.
  • Weiss, H.M. and Cropanzano, R. (1996): “Affective events theory: a theoretical discussion of the structure, causes and consequences of affective experiences at work”. Research in Organizational Behavior, nº 18, pp. 1-74.
  • WHO 1948. WHO Definition of Health. Preamble to the Constitution of the World Health Organization as Adopted by the International Health Conference, New York, 19–22 June, 1946Geneva: World Health Organization. http://www.who.int/about/definition/en/.
  • Wright, P. (1996): Managerial Leadership. Ed. Routledge, London.
  • Yukl, G. (1999). “An evaluation of conceptual weaknesses in transformational and charismatic leadership theories”. Leadership Quarterly, 10, 2, pp. 285–305.
Data source: Dialnet