The influence of the trainer on the motivation and resilience of sportspeople: A study from the perspective of self-determination theory.

The aim of this study was to evaluate the influence of a trainer's interpersonal relations from the perspective of autonomy support and controlling style on sportspeople's basic need satisfaction and frustration, motivation, and resilience. The study used a cross-sectional design based on self-determination theory (SDT). Sportspeople (N = 324) completed questionnaires to measure their perceptions of trainers' autonomy-supportive and controlling coaching styles, basic need satisfaction and frustration in the sports context, motivation for sport, and resilience. Structural equation modeling of the proposed relations among variables supported SDT by showing a positive relation between perceived autonomy support and the satisfaction of basic psychological needs (ß = .39, p < .001) and a negative relation with the frustration of psychological needs (ß = -.17, p < .05). The coach's perceived interpersonal controlling style showed a positive relation with the frustration of psychological needs (ß = .55, p < .001) and a negative relation with the satisfaction of basic psychological needs (ß = -.27, p < .05). Furthermore, autonomous motivation showed a negative relation (ß = -.46, p < .001) with the frustration of psychological needs and a positive relation (ß = .35, p < .05) with the satisfaction of basic psychological needs and resilience (ß = .60, p < .001). In addition, the resilience of sportspeople was indirectly affected to the same extent by the trainer's influence through control (ß = -.38, p < .05) and perception of autonomy support (ß = .16, p < .05) through the mediators of satisfaction of basic psychological needs and motivation. These results show the influence of the coach on the motivation and resilience of sportspeople.

Organisational Climate, Role Stress, and Public Employees' Job Satisfaction.

The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (-0.594), job satisfaction (0.746), and burnout (-0.408), while role stress is correlated with burnout (0.953) and job satisfaction (-0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (-0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.

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

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.

[Satisfaction and psychological well-being as antecedents of organisational commitment]. / La satisfacción y el bienestar psicológico como antecedentes del compromiso organizacional.

Satisfaction and psychological well-being as antecedents of organisational commitment. The role of organisational commitment in public administration and its repercussions on the institution are examined in this study. It reports part of a larger research project that studies job satisfaction, life satisfaction, and psychological well-being as antecedents of organisational commitment. Data were collected from 697 public-sector employees, using questionnaires. Results showed that job satisfaction, life satisfaction, and psychological well-being were strong predictors of organisational commitment. Higher levels of job satisfaction, life satisfaction, and psychological well-being were associated with more favourable perceptions of organisational commitment. Furthermore, this study highlights the impact of dynamic work on the employee's commitment.

El contrato psicológico en la Administración Pública: derechos y obligaciones del empleado público desde su propia perspectiva / The psychological contract in the Public Administration: rights and obligations of the public employee from his or her own perspective

El presente trabajo estudia el contenido y estado del contrato psicológico en una muestra compuesta por 697 trabajadores pertenecientes a una organización de la Administración Pública española. Los resultados muestran que los empleados perciben que la organización realiza las promesas consideradas en un nivel medio (3.6 en una escala con rango de 1 a 7) y presenta un grado de cumplimiento similar (3.7) mientras que las promesas realizadas por los empleados alcanzan niveles más elevados (5.6), según sus propias percepciones al igual que su cumplimiento (5.8). También se observa una mayor diversificación de la percepción de los tipos de promesas del empleador (agrupadas en: bienestar laboral, salario y estabilidad, y participación en la toma de decisiones) que en las del empleado (agrupadas en un único factor). Se han obtenido diferencias significativas en percepciones de promesas y cumplimiento en función del sexo (los varones presentan generalmente niveles más elevados en lo que se refiere a los empleadores) aunque no hay diferencias en las percepciones de equidad. En función del tipo de contrato, las promesas relativas al salario y a la estabilidad laboral muestran resultados mas elevados en los permanentes, aunque es mayor la percepción de equidad en los temporales. Finalmente, se han obtenido diferencias significativas en función del nivel jerárquico en el factor “bienestar laboral” y “participación en la toma de decisiones” de obligaciones del empleador, en los tres factores relativos al cumplimiento del empleador, en justicia y en confianza. Todos estos resultados se discuten y analizan señalándose las implicaciones teóricas y prácticas (AU)

This paper examines the contents and status of the psychological contract in a sample of697 employees in a Public Administration organization. Results show that employees perceive that the organization makes promises at a moderate level (3.6 –range 1-7) and keeps them at a similar level (3.7) whereas they perceive themselves making promises and keeping them at higher levels (5.6 and 5.8 respectively). Employer promises have been found to be more diverse as compared to employee promises: three different types of promises for the employers (well being, wages, job security, and participation in decision making) and only one type for the employees –grouped into the same factor. Significant gender differences have been obtained for the employers’ perception of promise making and keeping (higher perception for males) although no differences were found in equity perception. Significant differences were also found concerning the type of contract –promises and their fulfillment concerning salary and job security are perceived higher by permanent employees whereas temporary employees perceive more equity in the relationships. Finally between rank differences were found in well-being in the workplace, participation in decision making, the three employer fulfillment factors above mentioned, fairness and trust. Theoretical and practical implications are finally discussed (AU)