RESUMO
The happy-productive worker thesis (HPWT) assumes that happy employees perform better. Given the relevance of teams and work-units in organizations, our aim is to analyze the state of the art on happy-productive work-units (HPWU) through a systematic review and integrate existing research on different collective well-being constructs and collective performance. Research on HPWU (30 studies, 2001-2018) has developed through different constructs of well-being (hedonic: team satisfaction, group affect; and eudaimonic: team engagement) and diverse operationalizations of performance (self-rated team performance, leader-rated team performance, customers' satisfaction, and objective indicators), thus creating a disintegrated body of knowledge about HPWU. The theoretical frameworks to explain the HPWU relationship are attitude-behavior models, broaden-and-build theory, and the job-demands-resources model. Research models include a variety of antecedents, mediators, and moderating third variables. Most studies are cross-sectional, all propose a causal happy-productive relationship (not the reverse), and generally find positive significant relationships. Scarce but interesting time-lagged evidence supports a causal chain in which collective well-being leads to team performance (organizational citizenship behavior or team creativity), which then leads to objective work-unit performance. To conclude, we identify common issues and challenges across the studies on HPWU, and set out an agenda for future research.
Assuntos
Eficiência , Processos Grupais , Felicidade , Satisfação no Emprego , Desempenho Profissional , Estudos Transversais , Humanos , Liderança , Cultura Organizacional , Satisfação PessoalRESUMO
The economic crisis has entailed a general increase in job demands and reduction in compensating factors, modifying the fairness of the employment relationship. In this longitudinal study, we analyze the effects of the moderating role of organizational justice on the job characteristics - job satisfaction relationship. A total of 593 employees working for 42 Spanish companies answered the questionnaires at two points in time. Results showed that the job and the social characteristics, as well as distributive justice, in time 1 predict job satisfaction in time 2. Additionally, interactional justice moderated the relationship between job characteristics and job satisfaction. In conclusion, work design, as well as fair interactions at work, may increase job satisfaction.
A crise econômica implicou em um aumento geral nas demandas de emprego e redução nas compensações, modificando a equidade nas relações de trabalho. Neste estudo longitudinal, analisamos os efeitos moderadores da justiça organizacional entre as características do trabalho e a satisfação laboral. Um total de 593 trabalhadores de 42 empresas espanholas responderam aos questionários em dois momentos temporais. Os resultados mostraram que as características da tarefa e as sociais assim como a justiça distributiva em tempo 1 prediz a satisfação laboral em tempo 2. Além disso, encontrou-se um efeito de interação entre as características da tarefa e a justiça interacional sobre a satisfação laboral. Conclui-se que além do desenho do trabalho é importante levar em consideração que interações justas no trabalho podem incrementar a satisfação laboral.
La crisis económica ha implicado un aumento general de las demandas laborales y una reducción de las compensaciones, modificando la equidad en las relaciones laborales. En este estudio longitudinal, analizamos los efectos moduladores de la justicia organizacional entre las características del trabajo y la satisfacción laboral. 593 empleados de 42 empresas españolas contestaron el cuestionario en dos momentos temporales distintos. Los resultados mostraron que las características de la tarea y las sociales, así como la justicia distributiva en tiempo 1 predicen la satisfacción laboral en tiempo 2. Además, se encontró un efecto de interacción entre las características de tarea y la justicia interaccional sobre la satisfacción laboral. En conclusión, además del diseño del puesto es importante tener en cuenta que interacciones justas en el trabajo pueden incrementar la satisfacción laboral.
