Sustainable human resource management the mediating role between work engagement and teamwork performance.

The present work aims to analyze the properties of the working conditions recorded in the Sixth European Working Conditions Survey (EWCS); with it, it has being built seven independent indexes about different aspects of work' quality in the health sector, and these constructs are used to evaluate their effects on work engagement (WE). In this sense, the originality of incorporating teamwork as a modulating variable is included. To analyze the effects of the job quality index (JQI) on the WE, a logistic regression model is proposed for a total of 3044 workers within the health sector, differentiating between those who work or not in a team; in a first stage and these estimates are compared with those obtained using an artificial neural network model, and both are used for the consideration of the research hypotheses about several causal factor. An important contributions of the study, it is related to how work commitment is mainly influenced by prospects, social environment, intensity and earnings, all of them related to job performance. Therefore, knowledge of the determinants of work commitment and the ability to modulate its effects in teamwork environments is necessary for the development of truly sustainable Human Resources policies.

Indigenous Peoples, Exclusion and Precarious Work: Design of Strategies to Address Poverty in Indigenous and Peasant Populations in Ecuador through the SWOT-AHP Methodology.

This research analysed the options that, following decent employment and the social economy, can allow the human development of poor, excluded and vulnerable indigenous populations in Ecuador. A set of strategies were developed which can be implemented by public authorities and by community organisations. They were designed from two types of expert consultations: the Delphi method and the analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) combined with Analytic Hierarchy Process method (AHP) for hierarchizing the criteria collected and obtaining strategies. The proposed strategies are as follows: adopting appropriate legal frameworks, respecting peoples' rights, better distribution of public resources, implementing monitoring systems, developing solidarity markets and recognizing the participation of the poor as a subject of rights. This investigation revealed differences between the state, which identifies the poor with monetary indicators, and the indigenous peoples, who see it as the lack of community links, by conceiving the poor as a beneficiary of official assistance, despite the fact that a strong community and peasant organisation could be used. The value of an economy based on reciprocity and confidence was also recognized, identifying niches of production and consumption to create partnerships and ensure the participation of indigenous peoples in decision-making areas.

Analysis of Wellbeing in Nongovernmental Organizations' Workplace in a Developed Area Context.

An extremely useful theoretical approach to understanding the nature of work, health, and wellbeing is the job demand-control (JDC) model and the job demand-control-support (JDCS) model. In order for professional workers in the nongovernmental organization (NGO) sector to do their job, it is necessary for them to have a feeling of wellbeing. Despite this, in Europe, studies regarding the effects of the JDCS model in relation to workers' wellbeing have not been carried out. This study is expected to fill this important gap in research by analyzing the relationship of wellbeing with work demands, work control, and social support. In order to corroborate the proposed hypotheses, an analysis of these constructs in employees in European nongovernmental organizations (NGOs) was developed and, using structural equation models, these relationships were tested. The results confirm the main hypothesis of the job demand-control-support (JDCS) model and the causal relationship among physical and psychological demands, work control, and support from supervisors and colleagues with the level of employee wellbeing.