Documente Academic
Documente Profesional
Documente Cultură
EDITORIAL
Psihologia organizaional pozitiv o speran pentru organizaiile din Romnia (romn)
11
DELIA VRG
STUDII I CERCETRI
Deschiderea spre experien i comportamentul de cutare a unui loc de munc
15
24
34
48
EUGEN DUMBRAV
Corelatele i predictorii bullying-ului n contexele de munc din Romnia
59
RECENZII
Jan J.F. ter Laak, Evaluarea psihologic a ntrebrilor clientului - ghid practic pentru studeni i practicieni,
2013, Editura Sinapsis Publishing Projects, 524 p.
69
ANDA IORGULESCU
EVENIMENTE
Conferina Profiles International-"10 YEARS OF EXCELLENCE IN HUMAN RESOURCES
DEVELOPMENT, 02-03 Octombrie 2013, Bucureti
74
STANDARDE DE REDACTARE
Psihologia resurselor umane ghid pentru autori (romn)
76
80
84
EDITORII
SUMMARY
EDITORIAL
Positive organizational psychology a hope for Romanian organizations (romanian)
Positive organizational psychology a hope for Romanian organizations (english)
7
11
DELIA VRG
15
24
34
48
EUGEN DUMBRAV
Correlates and predictors of bullying in Romanian workplaces
59
REVIEWS
Jan J.F. ter Laak, Evaluarea psihologic a ntrebrilor clientului - ghid practic pentru studeni i practicieni,
2013, Editura Sinapsis Publishing Projects, 524 p.
69
ANDA IORGULESCU
SCIENTIFIC EVENTS
Conferina Profiles International-"10 YEARS OF EXCELLENCE IN HUMAN RESOURCES
DEVELOPMENT, 02-03 Octombrie 2013, Bucureti
74
STANDARDS OF PUBLISHING
Human Resources Psychology guide for authors (romanian)
76
80
84
THE EDITORS
SOMMAIRE
DITORIAL
La psychologie organisationnelle positive - un espoir pour les organisations roumaines (roumain)
11
DELIA VRG
TUDES ET RECHERCHES
Ouverture lexprience et lauto efficacit dans la recherche dun job
15
24
34
48
EUGEN DUMBRAV
Les corrlations et les predicteurs du harcelemnt psychologique en milieu du travail Roumain
59
RECENSIONS
Jan J.F. ter Laak, Evaluarea psihologic a ntrebrilor clientului - ghid practic pentru studeni i practicieni,
2013, Editura Sinapsis Publishing Projects, 524 p.
69
ANDA IORGULESCU
VNEMENTS SCIENTIFIQUES
Conferina Profiles International-"10 YEARS OF EXCELLENCE IN HUMAN RESOURCES
DEVELOPMENT, 02-03 Octombrie 2013, Bucureti
74
STANDARDES DE RDACTION
Psychologie des ressources humaines guide pour les auteurs (roumain)
76
80
84
LES DITEURS
EDITORIAL
Delia Vrg
10
Concluzii
Dup cum am vzut anterior, pas cu pas,
psihologia organizaional pozitiv strnge din
ce n ce mai multe dovezi empirice care s fie
mai puternice i s depeasc aspectele
negative pentru a-i asigura contribuia la
tiina organizaional. Studiile ilustrate sunt un
pas mic pentru dezvoltarea psihologiei pozitive
organizaionale, n general, dar un pas mare
pentru comunitatea tiinific din Romnia din
acest domeniu. Extinderea numrului de
cercetri i crearea unei comuniti tiinifice
focusat
pe
problematica
psihologiei
organizaionale pozitive este un deziderat
pentru viitorul apropiat. De asemenea,
transferul de cunotine ntre cercetare i
practic va aduce beneficii organizaiilor i
angajailor lor prin creterea strii de bine, dar
i a eficienei lor. Implementarea unor msuri
active la nivel individual, prin intervenii
centrate pe resursele personale ale angajailor,
pot duce la creterea strii de bine i la
diminuarea epuizrii profesionale. Utilizarea
evalurilor de personalitate n selecia de
personal contribuie la identificarea precoce a
potenialilor angajai care se vor implica n
munc, evitnd epuizarea i plictiseala. n plus,
antrenarea angajailor n activiti care
contribuie la satisfacerea nevoilor lor de baz
duce la creterea energiei i implicrii lor n
munc. Impactul msurilor luate la nivel
organizaional
n
sfera
psihologiei
organizaionale pozitive se reflect dincolo de
mbuntirea strii de bine, prin creterea
incidenei comportamentelor civic-participative
i diminuarea comportamentelor contraproductive.
Bibliografie
Bakker, A. B. (2011). An Evidence-Based Model of
Work Engagement. Current Directions in
Psychological Science, 20, 265-269.
Bakker, A.B., Schaufeli, W. B. (2008). Positive
organizational behavior: Engaged employees in
flourishing organizations. Journal of Organizational
Behavior, 29, 147154.
Demerouti, E., & Bakker, A. B. (2011). The Job
DemandsResources model: Challenges for future
research, SA Journal of Industrial Psychology/SA
Tydskrif vir Bedryfsielkunde, 37, 1-9.
Demerouti, E., Bakker, A.B., Nachreimer, F., Schaufeli,
W.B. (2001). The Job Demands Resources Model
of Burnout. Journal of Applied Psychology, 86, 499512.
Delia Vrg
Froman, L. (2010). Positive Psychology in the
Workplace. Journal of Adult Development, 17, 5969.
Layard, R. (2006). Happiness: Lessons from a New
Science (London, Penguin Books).
Donaldson, S. I., & Ko, I. (2009). Positive
Organizational
Psychology,
Behavior,
and
Scholarship: A Review of the Emerging Literature
and Evidence Base Paper Presented at the First
World Congress on Positive Psychology, June 1821, 2009, Philadelphia, Pennsylvania.
Sheldon, K. M., & King, L. (Eds.) (2001). Positive
psychology [special issue] American Psychologist,
56, 216263.
Lewis, S. (2011) Positive Psychology at Work: How
Positive Leadership and Appreciative Inquiry Create
Inspiring Organizations, First Edition. John Wiley
& Sons, Ltd.
Peterson, C. (2006). A primer in positive psychology.
New York: Oxford University Press.
Rodriguez-Muoz, A., Sanz-Vergel, A. I., Demerouti, E.,
Bakker, A. B., (2012). Reciprocal Relationships
Between Job Demands, Job Resources, and
Recovery Opportunities. Journal of Personnel
Psychology, 11, 86-94.
Schaufeli, W.B. & Salanova, M. (2007). Work
engagement: an emerging psychological concept and
its implications for organizations, in Gilliland, S.W.,
Steiner, D. D. and Skarlicki, d. P. (Eds). Research in
Social Issues in Management (Vol. 5): Managing
Social and Ethical Issues in Organizations,
Information Age Publishers, Greenwich, CT, 13577.
Schaufeli, W.B. & Salanova, M. (2010). How to improve
work engagement?, in Albrecht, S. (Ed.), The
Handbook of Employee Engagement, Edward Elgar,
Northampton, MA.
Sulea, C., van Beek, I., Srbescu, P., Vrg, D. &
Schaufeli, W. B. (in press). Engagement, boredom,
and burnout among students: Basic need satisfaction
matters more than personality traits. Learning and
Individual Differences.
Sulea, C., Vrg, D., Maricuoiu, L. P., Schaufeli, W. B.,
Zaboril Dumitru, C., Sava, A. F. (2012). Work
engagement as mediator between job characteristics
and positive and negative extra-role behaviors.
Career Development International, 17, 188 207.
Vrg, D. (2007). Practici de recrutare i selecie n
Bogathy, Z. (coord.). Manual de tehnici i metode
n psihologia muncii i organizaional, Polirom,
89-121.
Vrg, D. & Macsinga. I. (in press). Recovery
Opportunities: One Step Forward for Employees
Well-being, Procedia - Social and Behavioral
Sciences.
Vrg, D., Pascu, D. M., Mioc, M., Drgu. I.E., epeOnea, A., & Petruca, E. (2013). Rolul resurselor
personale n starea de bine a angajailor: implicarea
n munc i epuizarea profesional, Psihologia
Resurselor Umane, 11, 51-64
Xanthopoulou, D., Bakker, A. B., Demerouti, E., &
Schaufeli, W.B. (2009). Reciprocal relationships
between job resources, personal resources, and work
engagement, Journal of Vocational Behavior, 74,
235244.
EDITORIAL
Delia Vrg
12
13
14
Conclusions
As we can see before, step by step, positive
organizational psychology is based more and
more on empirical evidence aiming to be
stronger and overcome the negative aspects
to ensure its contribution to organizational
science. The studies presented may be one
small step for developing positive
organizational psychology in general, but a
big step for the scientific community in
Romania in this field. The expansion of the
research and creation of a scientific
community
focused
on
positive
organizational psychology issues is a goal for
the near future. Also, the transfer of
knowledge between research and practice
will generate benefits for organizations and
their employees by an increased wellbeing,
and effectiveness. Implementing active
measures at the individual level through
interventions focused on employees' personal
resources can increase well-being and to
decrease the burnout. The use of personality
measures related to personnel selection
contributes to the early identification of
potential employees who will be more
involved in the work, avoiding burnout and
boredom. In addition, employee participation
in activities that help to satisfy their basic
needs increase their level of energy and their
involvement in the work. The impact of
measures at the organizational level is
reflected beyond the improvement of the
wellbeing by increasing the frequency of
civic - participatory behaviors and reduced
counterproductive behaviors.
Bibliografie
Bakker, A. B. (2011). An Evidence-Based Model of
Work Engagement. Current Directions in
Psychological Science, 20, 265-269.
Bakker, A.B., Schaufeli, W. B. (2008). Positive
organizational behavior: Engaged employees in
flourishing organizations. Journal of Organizational
Behavior, 29, 147154.
Demerouti, E., & Bakker, A. B. (2011). The Job
DemandsResources model: Challenges for future
research, SA Journal of Industrial Psychology/SA
Tydskrif vir Bedryfsielkunde, 37, 1-9.
Demerouti, E., Bakker, A.B., Nachreimer, F., Schaufeli,
W.B. (2001). The Job Demands Resources Model
of Burnout. Journal of Applied Psychology, 86, 499512.
Delia Vrg
Froman, L. (2010). Positive Psychology in the
Workplace. Journal of Adult Development, 17, 5969.
Layard, R. (2006). Happiness: Lessons from a New
Science (London, Penguin Books).
Donaldson, S. I., & Ko, I. (2009). Positive
Organizational
Psychology,
Behavior,
and
Scholarship: A Review of the Emerging Literature
and Evidence Base Paper Presented at the First
World Congress on Positive Psychology, June 1821, 2009, Philadelphia, Pennsylvania.
Sheldon, K. M., & King, L. (Eds.) (2001). Positive
psychology [special issue] American Psychologist,
56, 216263.
Lewis, S. (2011) Positive Psychology at Work: How
Positive Leadership and Appreciative Inquiry Create
Inspiring Organizations, First Edition. John Wiley
& Sons, Ltd.
Peterson, C. (2006). A primer in positive psychology.
New York: Oxford University Press.
Rodriguez-Muoz, A., Sanz-Vergel, A. I., Demerouti, E.,
Bakker, A. B., (2012). Reciprocal Relationships
Between Job Demands, Job Resources, and
Recovery Opportunities. Journal of Personnel
Psychology, 11, 86-94.
Schaufeli, W.B. & Salanova, M. (2007). Work
engagement: an emerging psychological concept and
its implications for organizations, in Gilliland, S.W.,
Steiner, D. D. and Skarlicki, d. P. (Eds). Research in
Social Issues in Management (Vol. 5): Managing
Social and Ethical Issues in Organizations,
Information Age Publishers, Greenwich, CT, 13577.
Schaufeli, W.B. & Salanova, M. (2010). How to improve
work engagement?, in Albrecht, S. (Ed.), The
Handbook of Employee Engagement, Edward Elgar,
Northampton, MA.
Sulea, C., van Beek, I., Srbescu, P., Vrg, D. &
Schaufeli, W. B. (in press). Engagement, boredom,
and burnout among students: Basic need satisfaction
matters more than personality traits. Learning and
Individual Differences.
Sulea, C., Vrg, D., Maricuoiu, L. P., Schaufeli, W. B.,
Zaboril Dumitru, C., Sava, A. F. (2012). Work
engagement as mediator between job characteristics
and positive and negative extra-role behaviors.
Career Development International, 17, 188 207.
Vrg, D. (2007). Practici de recrutare i selecie n
Bogathy, Z. (coord.). Manual de tehnici i metode
n psihologia muncii i organizaional, Polirom,
89-121.
Vrg, D. & Macsinga. I. (in press). Recovery
Opportunities: One Step Forward for Employees
Well-being, Procedia - Social and Behavioral
Sciences.
Vrg, D., Pascu, D. M., Mioc, M., Drgu. I.E., epeOnea, A., & Petruca, E. (2013). Rolul resurselor
personale n starea de bine a angajailor: implicarea
n munc i epuizarea profesional, Psihologia
Resurselor Umane, 11, 51-64
Xanthopoulou, D., Bakker, A. B., Demerouti, E., &
Schaufeli, W.B. (2009). Reciprocal relationships
between job resources, personal resources, and work
engagement, Journal of Vocational Behavior, 74,
235244.
TICU CONSTANTIN
Alexandru Ioan Cuza University of Iai, Romania
Abstract
The present study aimed at advancing the findings on the role that personality plays on the job search behavior by
testing the indirect effect of openness to experience on job search intensity and job search effort with the mediation of
job search self-efficacy. One hundred and three unemployed individuals provided data for the present cross-sectional
study. The results do not support the partially mediated relationships, but contrary to the hypotheses, revealed full
mediations. The findings point out that openness to experience plays an important role in the job search process
especially by assuring the needed adaptability to the irregular and constantly changing job search environment. In
addition, job search self-efficacy serves understanding the motivational process involved in linking openness to
experience to job search behavior.
Keywords
openness to experience, job search self-efficacy, job search behavior, employment
Rezumat
Studiul actual i-a propus extinderea rezultatelor n ceea ce privete rolul personalitii asupra comportamentelor de
cutare a unui loc de munc prin testarea efectului indirect al deschiderii spre experien asupra intensitii i efortului
de cutare a unui loc de munc, cu autoeficacitatea n cutarea unui loc de munc n calitate de mediator. O sut trei
persoane fr loc de munc au furnizat date pentru actualul studiu transversal. Rezultatele obinute nu ofer suport
relaiilor parial mediate, ns contrar ipotezelor, evideniaz relaii mediate complet. Descoperirile sugereaz faptul c
deschiderea spre experien are un efect important n procesul de cutare a unui loc de munc, mai ales prin asigurarea
capacitii de adaptare la contextul instabil i schimbtor de cutare a unui loc de munc. n plus, autoeficacitatea n
cutarea unui loc de munc servete nelegerii procesului motivaional care face legtura dintre deschiderea spre
experien i comportamentul de cutare a unui loc de munc.
Cuvinte cheie
deschidere spre experien, autoeficacitate n cutarea unui loc de munc, comportament de cutare a unui loc de
munc, angajare.
Correspondence concerning this article should be addressed to Andrei Rusu, West University of Timisoara,
Department of Psychology, 4 Vasile Parvan Blvd., 300223 Timisoara, Romania, andrei.rusu@e-uvt.ro.
Authors Note: This work was supported by a grant from the Romanian National Authority for Scientific Research,
CNCS - UEFISCDI, project number PN-II-RU-TE-2011-3-0230.
15
16
Rsum
Cette tude cible lapprofondissement des dcouvertes pour le rle que la personnalit joue sur le comportement de
recherche demploi. Elle teste leffet indirect de louverture lexprience sur lintensit de la recherche dun job et
leffort, par la mdiation de lauto efficacit dans la recherche dun job. Cent trois personnes sans emploi ont fourni les
donnes pour cette analyse transversale. Les rsultats nappuient les relations de mdiation partielle, mais,
contrairement aux hypothses, elles ont relev des mdiations compltes. Les rsultats montrent que louverture
lexprience joue un rle important dans le processus de recherche dun job, surtout par assurer ladaptabilit
ncessaire lirrgulier et constamment changeable environnement de la recherche dembauche. En plus, lauto
efficacit dans la recherche dun job peut aider la comprhension du processus motivationnel impliqu dans le lien
entre louverture lexprience et le comportement de recherche demploi.
Mots-cls
ouverture lexprience, lauto efficacit dans la recherche dun job, comportement de recherche demploi, emploi.
Openness to experience and job search behavior: a study on the mediating effect of job search self-efficacy
17
modest magnitude,
(2001) meta-analytic
positive association
experience and job
.27). Thus, we also
18
Method
Participants and procedure
Undergraduate students in Psychology from a
Romanian University received partial course
credits for inviting unemployed individuals to
take part in the study. A total of 121 persons
agreed to participate and were contacted by a
research assistant in order to check for
eligibility; all participants had to be
unemployed, not enrolled in a study program
and actively searching for a job in the past six
Openness to experience and job search behavior: a study on the mediating effect of job search self-efficacy
19
20
Table 1. Means, standard deviations and partial correlations among study variables
Variable
M
SD
1
2
3
4
5
6
1. OE
3.51
0.58
2. JSSE
7.18
1.42
.26**
3. JSI
3.06
0.76
.21* .34**
4. JSE
3.31
1.04
.20*
.20* .71**
5. Gender (1 = male; 2 = female)
-.13
.17
.03
-.08
6. Work experience (months)
69.93 103.28 -.17
-.09
.06
.14 -.09 Note. N = 103. OE = openness to experience; JSSE = job search self-efficacy; JSI = job search
intensity; JSE = job search effort; higher scores are indicating higher levels for each of the
measured constructs. Controlled variables: extraversion, conscientiousness, neuroticism and
agreeableness.
* p < .05, ** p < .01 (two-tailed)
Table 2. Fit statistics for the measurement model
Measurement
2
df
2
df
model
RMSEA
[90% CI]
0.06 [0.00,
Four-factor
53.28
38
0.97 0.92 0.92
0.04
0.10]
0.25 [0.23,
One-factor
332.04** 44 278.76**
6
0.52 0.61 0.49
0.18
0.28]
Note. N = 103. CFI = comparative fit index; GFI = goodness-of-fit index; NFI = normed fit
index; SRMR = standardized root mean square residual; RMSEA = root-mean-square error of
approximation.
** p < .01.
The fit estimates for the hypothesized
measurement model (four correlated factor
solution: OE, JSSE, JSI and JSE) as also for a
one-factor model (common method bias) are
reported in Table 2. The four factor model
fitted the data best, being also significantly
superior to the one factor solution (2 (6) =
278.76, p < .001). Moreover, the standardized
factor loadings ranged between .616
(corresponding to one of the indicators for
openness to experience) and .912 (for a JSSE
indicator).
The hypothesized partially meditated
model failed to receive support since the
direct paths between OE and both JSI and
JSE are not statistically significant. Thus, we
continued by testing the alternative fully
mediated model. As can be seen in Table 3,
except for RMSEA confidence intervals
CFI
GFI
NFI
SRMR
Openness to experience and job search behavior: a study on the mediating effect of job search self-efficacy
21
Discussion
Previous research neglected the role of
openness to experience in the context of the
job search process and focused more on other
personality traits such as conscientiousness
(e.g., Brown et al., 2006), or extraversion and
neuroticism (e.g., Zimmerman et al., 2012).
One of the reasons for this approach could be
based on the findings that the aforementioned
traits are the strongest Five Factor correlates
of the job search behavior (Kanfer et al.,
2001) and also have the strongest
associations with performance motivation
(Judge & Ilie, 2002). Moreover, as Judge &
Ilie (2002) stated, the literature linking
openness to experience to performance
motivation is majorly sparse, and only recent
records are dedicated to this subject (e.g.,
Burns & Christiansen, 2011). Hence, the
purpose of the present study was to partially
fill this gap by testing the role that openness
22
Openness to experience and job search behavior: a study on the mediating effect of job search self-efficacy
Eurostat.
(2014).
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Behavior, 65, 14-38.
Judge, T. A., & Ilie, R. (2002). Relationship of
personality to performance motivation: A metaanalytic review. Journal of Applied Psychology,
87(4), 797-807.
Kanfer, R., & Hulin, C. L. (1985). Individual differences
in successful job searches following lay-off.
Personnel Psychology, 38, 835-847.
Kanfer, R., Wanberg, C. R., & Kantrowitz, T. M. (2001).
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Moynihan, L. M., Roehling, M. V., LePine, M. A., &
Boswell, W. R. (2003). A longitudinal study of the
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Paul, K. I., & Moser, K. (2009). Unemployment impairs
mental health: Meta-analyses. Journal of Vocational
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Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., &
Podsakoff, N.P. (2003). Common method biases in
behavioral research: a critical review of the literature
and recommended remedies. Journal of Applied
Psychology, 88, 879-903.
Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS
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Rusu, S., Maricuoiu, L. P., Macsinga, I., Vrg, D., &
Sava, F. A. (2012). Evaluarea personalitii din
perspectiva modelului Big Five. Date privind
adaptarea chestionarului IPIP-50 pe un eantion de
studeni romani [Personality assessment in terms of
the Big Five model. Data concerning the adaptation
23
DELIA VRG
West University of Timioara, Romania
Abstract
In this paper, we examine the role of Conscientiousness and Extraversion at implicit and explicit level, in the context
of personnel selection. Personality was assessed using the NEO-FFI, for the explicit level (Costa & McCrae, 1992),
and the Semantic Misattribution Procedure (Sava et al. 2012), for the implicit level, as part of the selection process in a
multinational corporation. Twenty eight candidates were hired, and their in-role job performance was assessed by their
supervisors six months later, based on a performance assessment scale (Williams & Anderson, 1991). Results suggest
that explicit personality traits did not predict in-role job performance, whereas implicit Extraversion showed a positive
association with the job performance assessed by the supervisor. The absence of correlations between implicit/explicit
Conscientiousness and job performance could be explained by the subjective nature of the instrument used to measure
in-role performance. Future research on the predictive role of implicit and explicit personality measures for job
performance should consider objective indicators of job performance, as well as evaluations from peers and
supervisors.
Keywords
job performance, personnel selection, implicit measures, explicit measures, conscientiousness, extraversion
Rezumat
n aceast lucrare, examinm rolul Contiinciozitii i al Extraversiunii la nivel implicit i explicit, n contextul
seleciei de personal. Personalitatea a fost evaluat cu NEO-FFI, la nivel explicit (Costa & McCrae, 1992) i, la nivel
implicit, prin Procedura Atribuirii Semantice (Sava et al. 2012), ca parte a procedurii de selecie ntr-o companie
multinational. Douzeci i opt de candidai dintre cei testai au fost angajai iar peformana lor n munc a fost
evaluat ase luni mai trziu de ctre eful direct, pe baza unei scale de evaluare a performanelor (Williams &
Anderson 1991). Rezultatele au relevat c trsturile de personalitate explicite nu au prezis performana n sarcin, n
timp ce Extraversiunea implicit s-a asociat pozitiv cu performana n sarcina evaluat de supervizor. Absena
corelaiei dintre Contiinciozitate explicit/implicit i performana n sarcin poate fi atribuit subiectivitii
instrumentului utilizat n evaluarea performanei n sarcin. Cercetrile viitoare asupra valorii predictive a msurilor
implicite i explicite ale personalitii n raport cu performana n sarcin ar trebui s ia n considerare indicatori
obiectivi ai performanei n munc, alturi de evaluari ale colegilor i efilor.
Cuvinte cheie
performana n munc, selecia de personal, msuri implicite, msuri explicite, contiinciozitate, extraversiune
24
25
Rsum
Dans cet article, on examine le rle de la diligence et de l'extraversion au niveau implicite et explicite, dans le contexte
du processus de slection du personnel. La personnalit a t value en utilisant l'instrument NEO- FFI, pour le niveau
explicite (Costa & McCrae, 1992), et la procdure Semantic Misattribution (Sava et al. 2012), pour le niveau implicite,
dans le cadre du processus de slection au sein d'une multinationale. Vingt-huit candidats ont t embauchs, et leur
rendement au travail a t valu six mois plus tard par leurs superviseurs, sur la base d'une chelle d'valuation du
rendement (Williams et Anderson, 1991). Les rsultats suggrent que les traits de personnalit explicites n'ont pas
prdit le rendement au travail, alors que l'extraversion implicite a montr une association positive avec le rendement au
travail valu par le superviseur. L'absence de corrlations entre la diligence implicite/ explicite et le rendement au
travail peut s'expliquer par la nature subjective de l'instrument utilis pour mesurer le rendement au travail. Les
recherches futures sur le rle prdictif des mesures de personnalit implicites et explicites du rendement au travail
devraient envisager des indicateurs objectifs du rendement au travail, ainsi que des valuations faites par des collgues
et des superviseurs.
Mots-cls
rendement au travail, slection du personnel, mesures implicites, mesures explicites, diligence, extraversion
Introduction
Personality traits are known to be good
predictors of job performance (Salgado,
1997), therefore personality tests become a
standard practice in the personnel selection
process.
Although
most
personality
questionnaires used in personnel selection
were self-report measures, they provided
validity for observable personality traits
(Funder, 1999).
However, as previous
research suggests, there are considerable
arguments to revise the use of classic
personality inventories in personnel selection,
so that future research should analyze
alternatives to self-report instruments for
personality assessment (Morgeson et al.,
2007). The first argument is related to the
social desirability bias in responses to
personality self-ratings. Initially, researchers
had difficulties distinguishing self-deception
tendencies from impression management
tendencies. Although significant progress has
been made in this direction (Paulhus, 1998),
most work in the field is limited to being able
to discriminate successfully between valid
and invalid personality protocols, without
identifying the real personality profile of
individuals who alter their presentation for
impression management purposes. The
second argument for finding other forms of
personality evaluation is based on the recent
developments in social cognition. Researches
in this area showed that information about the
self is processed in two different ways: an
explicit manner (specifically, controlled and
conscious) and an implicit manner (namely,
automatic and intuitive) (Greenwald &
26
selection
processes,
since
different
personality traits, like conscientiousness,
have proven to be good predictors of job
performance (Salgado, 1997). Nevertheless
there are reasons to reconsider the use of the
classic personality inventories in contexts like
personnel selection, where participants are
highly motivated to present themselves in a
positive way (Morgeson et al., 2007). Several
studies proved that personality inventories
can be easily faked, according to a review
presented by Morgeson et al. (2007). The
same authors, highlight that future research
should focus on finding alternatives to selfreport personality measures. Taking this into
consideration, implicit measures like the
Semantic Misattribution Procedure (Sava et
al., 2012) could be useful in personnel
selection. In regard to faking the results, the
SMP showed weak associations to social
desirability levels in previous studies (Sava et
al., 2012), still the possibility of intentionally
faking the SMP has not been experimentally
tested yet. The specific mechanism
underlying the SMP is not as intuitive as in
the case of personality inventories, which
strengthens the assumption that in a selection
process, the SMP would be more difficult to
fake than the explicit inventories.
Even though at this point implicit
measures are not ready to be used as a
standard for important selection decisions,
they could offer valuable insight about how
people present themselves in the context of
selection. Moreover, analyzing implicit and
explicit personality self-concept in a natural
high-stake environment might provide useful
information for optimizing the existent
implicit instruments.
The present study
We aim to explore the explicit and implicit
level of personality in the context of
personnel selection in a multinational
corporation in Romania. In this study, we
focus on the role of conscientiousness and
extraversion.
Several
meta-analyses
acknowledge the role of conscientiousness in
the prediction of job performance, with high
conscientious employees having better in-role
job performance (Barrick & Mount, 1991;
Salgado, 1997). With regard to Extraversion,
27
28
Figure 1. Sample of a SMP trial for Conscientiousness, using the adjective organized
Explicit Conscientiousness and Extraversion
were assessed using NEO-FFI (Costa &
McCrae, 1992). Each of the two dimensions
was assessed with 12 items. Participants
expressed their level of agreement with the
items by rating them on a five-point Likert
scale. In the present study, we used the NEO-
29
30
-25.00
4.88
regression
analyses
predicting
job
performance from the explicit measures,
implicit measures and their interaction, for
conscientiousness (Table 2) and extraversion
(Table 3).
31
32
33
TUDES ET RECHERCHES
RALUCA CIOBANU
GREPS, Universit Lumire Lyon 2
Rsum
Dans le contexte actuel de changements organisationnels et technologiques frquents, savoir identifier, transmettre et
capitaliser les comptences et les savoirs individuels et collectifs est un vritable enjeu pour les entreprises. Dans le
cadre de cet article, nous nous focalisons sur le travail darticulation opr par diffrents professionnels au quotidien.
Nous cherchons dfinir les comptences spcifiques qui lui sont associes. Notre approche est inspire par les thories
de lactivit et informe par les courants de laction et de la cognition situes. Nous montrons quune approche par
lactivit apporte un clairage diffrent sur les liens entre comptences individuelles et collectives. Pour cela nous nous
appuyons sur les rsultats de deux tudes ethnographiques prolonges au sein de diffrentes entreprises, un fabriquant
de matriel sportif et un centre de contact spcialis. Nos rsultats mettent en vidence quatre grands types de
comptences associes au travail darticulation. Ces comptences identifies dans leur caractre gnral offrent un
support pour la dfinition de rfrentiels de comptences propres une organisation afin de thmatiser un travail
darticulation trop souvent nglig.
Mots-cls
comptences, travail darticulation, activit, collectif
Abstract
In the current context of rapid technological and organizational changes, identifying and managing individual and
collective competencies is of a crucial importance for organizations. This article aims at understanding the
competencies involved in a specific kind of work, referred to as articulation work. Grounded on activity theory as
well as situated action and cognition, our approach highlights the relations between individual and collective
competencies. Our results build upon two ethnographic studies within a health call center and a sports equipment
manufacturing company. Thus, we identify four core competencies, which could be used to support the design of
competencies framework taking into account the too often neglected articulation work.
Keywords
competencies, articulation work, activity, collectives
Rezumat
n contextul curent, caracterizat prin schimbri rapide din punct de vedere tehnologic i organizaional, identificarea i
gestionarea competenelor individuale i colective are o importan crucial n cadrul organizaiilor. Acest articol are ca
scop nelegerea competenelor implicate ntr-un anumit tip de activitate, proces denumit articularea activitii.
Construit pe baza teoriei activitii i pe aciunea i cogniia ierarhizate, abordarea noastr scoate n eviden relaiile
dintre competenele individuale i colective. Rezultatele au la baz dou studii etnografice realizate n cadrul unui call
center din domeniul medical i n cadrul unei fabrici de echipament sportiv. Astfel, am identificat patru competene
principale care pot fi utilizate n explicarea modelului, innd cont de articularea activitii, adesea neglijat.
Cuvinte cheie
competene, articularea activitii, activitate, colectiv
Correspondence concerning this article should be addressed to Maria Ianeva, E-mail: m.ianeva@aos-studley.com
or Raluca Ciobanu, E-mail: raluca.ciobanu@univ-lyon2.fr
34
Introduction
Dans un contexte de mondialisation de
lconomie, savoir identifier, transmettre,
capitaliser ou encore valoriser les comptences
et les savoirs individuels et collectifs constitue
un vritable enjeu pour les entreprises.
Lmergence du modle de la comptence est
troitement lie aux volutions du travail et de
son organisation (Zarifian, 1999 ; Wittorski,
1997 ; Kouabenan & Dubois, 2000). En effet,
les nouveaux modes dorganisation des
activits productives, favoriss par lessor des
technologies collaboratives, cherchent
cultiver la flexibilit des entreprises, celle
des individus et des collectifs face aux alas
dun environnement complexe et incertain.
Dsormais de nouvelles exigences psent sur
les salaris, des exigences en matire de
coordination, de coopration, darticulation
des activits. Autant de comptences qui
relvent du collectif de travail et engagent
ainsi la responsabilit dune entit
mouvante, htrogne et par dfinition difficile
saisir (Grosjean & Lacoste, 1999).
Les volutions des manires de produire
sont bien sr celles des modes de travailler
ensemble, des valeurs et des normes associes
aux mtiers mais aussi, comme le montrent les
travaux issus de la clinique de lactivit (Clot,
1999 ; Caroly & Clot, 2004), celles de
lexprience individuelle au travail. Aussi, le
collectif
professionnel
contribue
au
dveloppement des individus et lmergence
de comptences collectives spcifiques (Ianeva
& Ciobanu, 2011). Le travail collectif cest-dire la coopration et la coordination dacteurs,
travaillant de manire temporellement et
spatialement distribue, ncessitent non
seulement des comptences individuelles mais
aussi un travail supplmentaire, que Strauss
(1992) appelle le travail darticulation pour
que les efforts de lquipe soient finalement
plus que lassemblage chaotique de fragments
pars de travail (Strauss, 1992, p.191). Il
sagit dune mise en cohrence , continue et
prospective,
dinterventions
autrement
fragmentaires ou chaotiques qui contribue au
dveloppement et la mise en uvre de ce que
diffrents auteurs en psychologie et en
ergonomie (Leplat, 2000 ; Wittorski, 1997 ;
Kouabenan & Dubois, 2000 ; Le Boterf,
35
36
vise
explicitement
ethnographique se focalisant sur le contenu du
travail (actes, actions, activits, oprations)
plutt que sur son contour et ses consquences
(contexte, condition, organisation) (Borzeix,
2003).
Si en effet la notion de comptence est une
notion en voie de fabrication (Le Boterf,
1994), dont la dfinition nest pas aise, de
nombreux
auteurs
(Zarifian,
2001)
reconnaissent le caractre situe des
comportements et dcrivent les comptences
comme un savoir-faire en situation. Ainsi,
aussi bien la gense, que la dfinition ou
encore lvaluation des comptences sont
37
38
39
40
41
42
43
44
articuler
des
45
46
de
lactivit
comme
facteur
de
dveloppement des comptences des sujets.
La prise en compte de la spcificit des
activits des tlconseillers et celle des
oprateurs dusine gagnerait tre prcise
dans le cadre dtudes ultrieures. Celle-ci
permettrait daffiner la dfinition des
comptences lies au travail darticulation au
regard des exigences spcifiques chaque
activit.
Bibliographie
Borzeix, A. (2003). De quelques fausses similarits, gros
malentendus et vrais terrains dentente. Travail et
emploi, 94,31-35.
Bracet, A., Bonamy, J., Grosjean, M., Martin-Juchat, F.
(2002).
Connaissances
et
communication.
Conditions dune efficacit de la production de
service. Contrat DARES, Ministre du Travail.
Rapport final de recherche.
Cannon-Bowers, J.A., Salas, E. (1998). Team
Performance
and
Training
in
Complex
Environments: Recent Findings from Applied
Research. Current Directions in Psychological
Science, 7(3), 83-87.
Caroly, S., Clot, Y. (2004). Du travail collectif au
collectif de travail : dvelopper des stratgies
dexprience. Formation Emploi, 88, 43-55.
Clot, Y. (1999). La fonction psychologique du travail.
Paris: PUF.
Engestrm, Y.(1987). Learning by expanding: An
activity- theoretical approach to developmental
research. Helsinki: Orienta- Kosultit.
Ianeva, M., Ciobanu, R. (2011). Comptences et
collectifs de travail en situation : le cas dune plateforme tlphonique spcialise. In A.-M. Vonthron,
S. Pohl & P. Desrumaux (Eds.). Dveloppement des
identits, des comptences et des pratiques
professionnelles,171-180. Paris : LHarmattan.
Girin, J. (1990). Lanalyse empirique des situations de
gestion : lments de thorie et de mthode. In
Martinet et al. (Eds.). Epistmologie des sciences de
gestion. Economica, 141 -182.
Girin, J. (2001). La thorie des organisations et la
question du langage. In A. Borzeix & B. Fraenkel
(Eds.), Langage et travail. Communication,
cognition, action. Paris : Editions du CNRS.
Grosjean, M., Lacoste, M. (1999). Communication et
intelligence collective. Le travail lhpital. Paris :
PUF.
Grosjean, M. (2004). Les communications dans les
collectifs de travail. Lexemple des centres
oprationnels (PCC du RER et CTA). In M.
Bromberg, & A. Trognon (Eds), Psychologie sociale
et communication, 191-201. Paris: Dunod.
47
STUDII I CERCETRI
Abstract
The present study evaluates the impact of negative emotions on emotional regulation in four organizations with
different levels of competition. Based on literature, we assume that organizations differ regarding competition and
have diferent levels of negative affects associated. The levels of negative affects have a relationship with the subjects
capacity of self-control as well. Another exploratory objective was the examination of the way in which organization
type and the capacity of self-control could predict negative affect. The results confirmed these two assumptions,
considering also the fact that organization performance could be an indicator of competition, and the negative affects
yielded significant correlations with self-control capacity as well. The results show also the fact that we can predict
negative affect from self-control scores. We conclude with a hypothetical explanation model which could be tested in
future studies.
Keywords
negative emotions, control, emotional regulation, work environment
Rezumat
Acest studiu investigheaz impactul emoiilor negative asupra reglrii emoionale n patru medii organizaionale cu
nivele diferite de competititate. Presupunem, pe baza literaturii de specialitate, c organizaiile difer n ceea ce
privete competitivitatea i au asociate intensiti diferite de afectivitate negativ. De asemenea, nivelul acestei
afectiviti negative este relaionat i cu capacitatea de autocontrol a anagajailor. Un alt obiectiv de tip exploratoriu a
fost examinarea modului n care capacitatea de autocontrol poate fi un predictor al afectului negativ. Rezultatele
confirm aceste dou ipoteze, considernd faptul c performana este un indicator al competitivitii i, de asemenea,
c afectivitatea negativ prezint corelaii semnificative cu capacitatea de autocontrol. Rezultatele arat i faptul c
putem face o predicie a afectului negativ pe baza variabilei autocontrol. Concluzionm cu un model explicativ ipotetic
care ar putea fi testat n studii viitoare.
Cuvinte cheie
emoii negative, control, reglare emoional, mediu de lucru
Rsum
Cette tude examine l'impact des motions ngatives sur la rgulation emotionale dans quatre environnements
organisationnels avec des niveaux diffrentes de comptitivit. A partir de la littrature de spcialit on va souponner
que les organisations diffrent en termes de comptitivit et qu'elles gnrent des intensits de l'affectivit ngative
correspondant a cette comptitivit. Le niveau de cet affect ngatif est li aussi la capacit d'autocontrle des sujets.
Les rsultats confirment ces deux hypothses et estiment que la performance est un indicateur de la comptitivit et en
mme temps que l'affect ngatif prsente des associations avec de la capacit d'autocontrle pas alatoire. Suivant des
rsultats ngatifs concernant la prdiction de l'affectivit ngative et d'autocontrle par chaque type d'organisation
analyse, des prdicteurs considrs totalement distinct et diffrent offrent un modle explicatif hypothtique qui
pourrait tre test dans des prochaines tudes.
Mots-cls
motions ngatives, contrle, rglage motionnel, l'environnement de travail
Correspondence concerning this article should be addressed to Eugen Dumbrav, E-mail: eugen.dumbrava@habar.ro
48
Emoiile n organizaii
Introducere
Emoiile sunt experiene zilnice ale vieii, att
n mediul intim, ct i la serviciu. Ele
reprezint att rspunsul nostru la evenimente
i situaii pe care le ntlnim i, n acelai
timp, pot determina, la rndul lor, alte reacii
emoionale. Rolul emoiei n context
organizaional a fost puin neles nainte de
anii 90. Pekrun i Frese (1992) notau c
exist foarte puine cercetri n domeniul
emoiilor la locul de munc, att n literatura
de specialitate din Marea Britanie, ct i n
Germania. Ulterior, au aprut n cercetarea
din domeniul conceptele de munc
emoional sau efortul emoional (Zapf,
Vogt, Seifert, Mertini, & Isic, 1999), care
presupun faptul c, n organizaii, angajatului
i se cere s manifeste la serviciu numai
anumite emoii acceptate i aceasta poate
avea implicaii asupra tonusului emoional
general al angajatului.
Pe de alt parte, teoria evenimentelor
afective (Weiss & Cropanzano, 1996) susine
c
mediul
organizaional
creeaz
evenimentele afective, astfel nct termenii
neplceri i ncurajri au fost asociai i
folosii mai trziu pentru a reprezenta
evenimente afective pozitive i negative la
locul de munc (Kanner, Coyne, Schaefer, &
Lazarus, 1981). Neplcerile i ncurajrile au
ca rezultat reacii emoionale care, la rndul
lor, au consecine comportamentale i
atitudinale pentru angajai, dar i pentru
organizaie.
n ceea ce privete reglarea emoional,
aceasta a beneficiat de atenia literaturii din
domeniile psihologiei i sociologiei ncepnd
cu anii 1980, fiind foarte de actualitate n
sectorul de servicii i axndu-se pe calitatea
relaiei dintre angajat i client. Zapf i colab.
(1999) au dezvoltat o structur conceptual
pentru multiplele faete ale acestei zone de
investigaie, fiind preocupai preponderent de
efectele
reglrii
emoionale
asupra
confortului psihic al angajatului.
Reaciile
emoionale
n
cadru
organizaional pot fi un rezultat al
convieuirii la locul de munc, iar intensitatea
emoiilor poate perturba mersul obinuit al
lucrurilor (Jones & George, 2009). Deci,
emoiile sunt parte a procesului prin care
49
oamenii
reacioneaz
la
mediul
organizaional i nu trebuie neglijate n
studierea performanei n munc sau a
comportamentului angajatului.
Abordarea relaiei dintre emoiile
negative i reglarea emoional
Organizaiile sunt, prin definiie, mbinarea
ordonat a unor elemente sociale multiple i
un important generator de triri afective.
Conceptul n sine de organizaie, aduce cu el
o form de management: ncercarea de a
controla. i dac scopul este controlul,
emoia reprezint o problem greu de
stpnit. Ea i mic pe oameni n moduri
uneori neateptate. Tocmai, de aceea anumite
manifestri emoionale au fost interzise i
reglementate n organizaii, n ncercarea
managerilor de a le controla, ca pe nite fore
de nestpnit, potenial distrugtoare, n viaa
organizaional (Mastenbroek, 2000; Taylor,
1911). Realitatea organizaional este, n mod
inerent, emoional. Potrivit lui Fineman i
Sturdy (1999), controlul i reaciile la aceasta
reprezint n mod substanial procese
emoionale. Mai mult, organizaiile cuprind o
bogie de emoii experimentate, ns
nerecunoscute ca atare.
Interaciunile sociale de la locul de munc
sunt importante pentru nelegerea emoiilor,
a amnuntelor vieii zilnice i a normelor
dup care se conduc acestea. Afiarea n
public a emoiilor, ceea ce Goffman (1959)
ar descrie ca prezentarea unei fee, arat ct
de mult este ntreptruns activitatea uman
i aspectele psihice individuale, cu viaa
social.
Analiza procesului muncii ne permite s
nelegem c emoia la locul de munc poate
fi dur i productiv, dar poate fi
considerat i ceva banal. Acest tip de analiz
vizeaz tendina managementului de a
controla munca, fizic sau n alt mod, i poate
s arate cum sunt uneori constrni actorii
organizaionali s satisfac prescripiile
manageriale, printr-o forma de control
adecvat. O ipotez interesant este c
angajatorii i doresc mai mult dect o simpl
compliana de la angajaii lor, doresc un
angajament emoional fa de scopurile
organizaiei eradicnd astfel posibilitatea
50
Eugen Dumbrav
Emoiile n organizaii
51
52
Eugen Dumbrav
Emoiile n organizaii
53
Eugen Dumbrav
54
Statistici
descriptive
M
1. Gen
2. Varsta
AS
-
1
-
34.29 6.67
-.17
3. Afectivitate negativa
(MPQ)
2.53 .837
.00
-0.02
4. Impulsivitate (MPQ)
2.15
.56
.09
0.11
.44**
5. Afectivitatea negativa
(PANAS)
1.44
.47
-.05
-0.05
6. Afectivitatea pozitiva
(PANAS)
3.62
.58
.19
0.17
-.28**
12
13
14 15
16 17 18
19
-.05
-.27**
.30**
.93**
-.26**
7. Frica (PANAS)
1.47
.50
-.09
-0.08
8. Ostiltatea (PANAS)
1.38
.51
-.09
-0.09
9. Vinovatia (PANAS)
1.27
.48
-.04
-0.05
.34**
.09 .67**
1.40
.55
-.07
-0.08
.46**
3.66
.64
.05
0.06
-.35**
3.41
.69
.22*
.21*
-.23*
3.82
.55
.17
-.34**
1.46
.53
.04
.33**
1.56
.56
-.16
.46**
3.88
.57
-.04
-.32**
2.15
.72
-.00
.08
51.3 6.72
.19
-.47**
49.22 7.54
.04
.09
.093
-.03
17.33 4.14
.04
-.29**
-.28**
3.19 .954
.21*
-.11
-.05
21. Performanta
11
.60** .30**
.59**
10
.22* .69** -.29** .63** .63** .42** .52** -.36** -.29** -.27** .36**
-.26* -.45** .49** -.43** -.36** -.34** -.32** .43** .48** .48** -.22* -.30**
.16
.22*
.25*
.24*
.11
.16
.23*
-.11
.11 .076
.10
-.36** -.47** .35** -.47** -.40** -.32** -.45** .34** .40** .37** -.33** -.48** .32**
.08
.14
.23*
.09 .10
.10
.11
.09
-.03
-.01
.13
-.23*
-.04
-.25*
-.21*
-.08
-.13
-.07
-.07
.08
-.01
.10
-.01
-.16
.03
-.02
.15
.12
.07
.00
.04 -.00
-.10 .12
-.04
-.18 .03
-.13 .42**
-.12
-.03
-.10 -.07
.03
Emoiile n organizaii
55
56
Eugen Dumbrav
Emoiile n organizaii
57
58
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TICU CONSTANTIN
Alexandru Ioan Cuza University, Iai, Romania
Abstract
The aim of the present study is to identify those organizational factors associated with workplace bullying. 253
Romanian employees participated at the present study by completing a series of questionnaires in an electronic format.
The results showed significant correlations between organisational factors and workplace bullying. Moreover, the
predictive model having as predictors the aspects of organizational climate predicted 25% of the workplace bullying
variance. These results are important for the organizational field because it shows the triggering effect of some
organizational factors and some job characteristics in the appearance of workplace bullying.
Keywords
organizational factors, workplace bullying correlates, job characteristics, workplace bullying predictors, workplace
bullying
Rezumat
Studiul de fa a dorit s identifice factorii asociai apariiei fenomenului de bullying la locul de munc. La studiu au
participat 253 angajai din partea de nord-est a Romniei. Participanii au primit un set de chestionare pe care le-au
completat electronic. Rezultatele studiului au relevat corelaii semnificative ntre bullying i variabilele
organizaionalele precum climatul social, managerial i al comunicrii. Modelul predictiv al bullying-ului avnd ca
predictori aspecte ale climatului organizational a explicat 25% din variana bullying-ului. Acest rezultat are implicaii
organizaionale importante prin faptul c evideniaz c prezena fenomenului de bullying la locul de munc se
datoreaz unor factori organizaionali, precum climatul organizaional i caracteristici ale postului.
Cuvinte cheie
factori organizaionali, corelate organizationale, caracteristicile postului de munc, bullying-ul la locul de munc,
predictori ai bullying-ului
Rsum
Le but de cette tude est didentifier les facteurs organisationnels qui sont associs avec le harcelemnt au travail. 253
employs roumains ont remplis les questionnaires dune forme electronique. Les rsultats ont montrs des correlations
significatives entre les variables organisationnelles et le harclement psyschologique. Le model predictif ayant les
aspects du climat organisationnel comme predicteurs a expliqu 25% de la variance du harclement. Ces rsultats ont
des importantes implications organisationnelle car elles montrent le fait que la presence du harclement psychologique
dans le milieu du travail est une consequence des certains facteurs organisationnels tels que le climat organisationnel et
les characteristiques du poste.
Correspondence concerning this article should be addressed to Teodora Chiril, E-mail: chirila.teodora@yahoo.com
ACKNOWLEDGEMENTS: This paper has benefited from financial support from the strategic grant
POSDRU/88/1.5/S/47646 co-financed by the European Social Fund, within the Sectorial Operational Program Human
Resources Development 2007-2013.
59
60
Mots-cls
les facteurs organisationnels, les antecedents organisationnels, les characteristiques du poste, les predicteurs du
harcelemnt psychologique et le harcelemnt psychologique en milieu du travail
Introduction
European Union (Paoli & Merllie, 2001) and
International Labour Organization (1998)
have recognized workplace bullying as being
a real problem of the European workplaces
and showed a high interest in studying the
effects of this phenomenon on employees
subjective well-being and physical health.
The workplace bullying research started
in Germany when Leymann (1992)
conducted the first interviews with the
victims of this phenomenon and started to
develop a first questionnaire able to measure
it.
Over the time, workplace bullying or
mobbing received several definitions but the
most comprehensive is the one offered by
Einarsen, Zapf, Hoel and Cooper (2003). The
above authors described bullying through the
acts of harassment, social exclusion of a
person, acts meant to affect someones work
tasks. It is a bullying situation the case where
these acts are repetitively displayed, during a
period of at least six months, and with a
frequency of at least once a week (Leymann,
1992). These acts have a negative impact not
only on the person itself but also on the entire
organization (Chiril & Constantin, 2013).
Bullying was defined through its negative
consequences on employees health. The
immediate consequences are high levels of
anxiety, depression, physical complaints,
mental and physical strain (Einarsen, Raknes
& Matthiesen, 1994; Bond, Carlin, Thomas,
Rubin & Patton, 2001; Hyung-Park &
DeFrank, 2010).
The
environmental
perspective
emphasizes the role of organizational factors
in triggering workplace bullying acts.
According to this view, the bullying
phenomenon is seen as a symptom of
organizational dysfunction.
Empirical studies have shown that
bullying is related to certain job
characteristics and to different business
sectors (Leymann, 1992). Until now, bullying
literature have shown that the most associated
61
62
Theoretical Framework:
Workplace
Bullying
Method
Study aim
Study aim was to identify the organizational
factors that may predict workplace bullying.
Hypotheses:
H.1. Jobs characteristics such as role
ambiguity, excessive monitoring and worktasks overload positively correlates with
workplace bullying and work-tasks control
negatively correlates with workplace
bullying.
H.2. Organizational factors such as
managerial climate, social climate and
communication climate negatively correlates
with workplace bullying.
H.3. Organizational factors
characteristics can predict
bullying.
and job
workplace
63
Variables measurement:
Communication climate
64
Workplace bullying
The
well-known
workplace
bullying
questionnaire revised form (Negative Acts
Questionnaire Revised, NAQ-R, Einarsen,
Hoel & Notelaers, 2009) was used to measure
workplace bullying acts. The questionnaire
was translated into Romanian and factor
structure, and psychometric properties were
tested. The Exploratory Factor Analysis
(EFA) used the Varimax method with 125
rotations. EFA results revealed a factorial
structure formed from three factors
(Determinant = .001; KMO = .862, p< .05;
Bartlett test = 1802.625, p< .05, nonredundant standardized residuals = 47%; total
variance explained = 51.75%). All 22 items
were loaded in three main factors (with
eigenvalue >1 and factors loading greater
than .60). The Romanian NAQ-R model as
revealed by EFA was also tested with the aid
of confirmatory factor analysis and the results
showed good absolute and relative indicators
(2 (209)=78.01, p=.001; RMSEA =90%
CI=113[.105; .122]; NFI=.598; IFI=.668;
CFI=.588; PCFI=.545).
The response scale was in five points
were 1 meant never and 5 meant daily. The
exploratory factor analysis revealed three
factors: (1) intimidation (items 2, 4, 6, 7, 9,
11, 13, 22-example of the item: Intimidating
behaviour such as finger-pointing, invasion
of personal space, shoving, blocking/barring
Table 1.1. Means, standard deviations, correlations between workplace bullying, organizational
factors and job characteristics 1
M
SD
1
2
3
4
5
6
7
8
9
1.RA
2.14 1.04
1
2.WTO 3.39 1.02
.06
1
3.WTC 3.68 1.01 .17** .02
1
4.EM
2.39 1.12 .26** .21** .36** 1
5.MC
3.22
.89 -.30** -.11* -.22** -.29**
1
6.SC
3.27
.85 -.36** -.07
-.33** -.31** .67** 1
7.CC
3.21
.86 -.38** -.05 -.42** -.39** .65** .84** 1
8.OC
9.71 2.35 -.38** -.09 -.36** -.36** .86** .92** .92**
1
9.B
1.57
.50 .37** .22** -.22** .41** -.41** -.46** -.49** -.50** 1
N=253, *, p<.01, **, p<.05
Role ambiguity (RA), work-tasks overload (VTO), work-tasks control (WTC), anticipated changes
(AC), excessively monitoring (EM), managerial climate (MC), social climate (SC), communication
climate (CC), organisational climate (OC), and bullying (B).
65
R2
Constant
Organizational climate
and job
workplace
2.64
-.10
-.50
.25***
106.74***
Discussion
The results of the present research showed
that there are significant correlations between
organizational variables and workplace
bullying, thus confirming the results already
existing in the literature (Vartia, 2003; Salin,
2003; Einarsen et al., 1994; Hoel & Cooper,
2000). The results of the present research
showed significant positive correlations
between workplace bullying and job
characteristics such as role ambiguity, work-
66
67
68
OMoore, M., Seigne, E, McGuire, L. & Smith, M.
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RECENZII
70
RECENZII
72
Anda Iorgulescu
73
EVENIMENTE
Conferina
"10
YEARS
OF
EXCELLENCE IN HUMAN RESOURCES
DEVELOPMENT,ce a avut loc n data de
02 i 03 octombrie 2013, n cadrul JW
Marriott Grand Hotel Bucureti, a celebrat 10
ani de prezen a companiei Profiles
International pe piaa din Romnia.
Aflat la cea de-a X-a ediie, conferina a
reprezentat unul dintre cele mai importante
evenimente al anului 2013 n domeniul
resurselor umane i a reunit peste 300 de
participani, printre care manageri i
specialiti n resurse umane din toate
industriile, psihologi, reprezentani ai
autoritilor centrale i locale, tineri
antreprenori, oameni de afaceri, reprezentani
ai marilor companii de consultan, lideri ai
asociaiilor din diverse sectoare economice,
precum i speakeri de renume internaional.
n deschiderea conferinei, dl. Doru Dima,
CEO i Director Naional al Profiles
International Romnia, a vorbit despre
importana HR-ului n Romnia i a acordat
diplome de excelen HR Managerilor care
au avut continuitate n dezvoltarea i
mangementul Resurselor Umane performant,
n ultimii 10 ani.
Creterea vnzrilor prin dezvoltarea
abilitilor
oamenilor
de
vnzri,
eficientizarea utilizrii forei de munc,
creterea productivitii angajailor prin
dezvoltarea
echipelor
din
companii,
Evenimente
75
STANDARDE DE REDACTARE
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Jurnalului.
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sur
lengagement
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le livre Les rsultats de motivation (2011)
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lauteur doit indiquer la page, le chapitre, la
figure, le tableau ou lquation lendroit
appropri dans le texte. Toujours donnez les
numros de pages pour les citations.
(Johnny, 2011, p. 13)
6. Les sources secondaires
Lorsque luvre originale est puise,
indisponible par des sources habituelles,
88
Standardes de Rdaction