Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Tema
3. Metodología 6. Conclusiones
Efectos: Cultivar la Motivación Generar nuevas preguntas de investigación, hipótesis para que los
Laboral para marcar la investigadores se motiven al `planteamiento de diseños de
diferencia PROSOCIAL (MDPVP) instrumentos de medición de los constructos, dimensiones e indicadores
Investigación cualitativa y cuantitativa: empleados: (Colby, Sippola y Phelps, 2001; Ruiz-Quintanilla y England, Factores determinantes de la *MoLa*
"MDPVP" (MoLaProsocial) 1996) *MDPVP*
Gerentes persuaden a los administradores "MDPVP" y (Dutton & Ashford, 1993; Meyerson & Scully, 1995); (Higgins
Toman medidas proactivas & Kram,2001)
Seleccionar empleados con orientaciones de vocación,
Servidores públicos: arriesgan vidas en pro del bienestar (Marx, 1980); (Regehr, Goldberg y Hughes, 2002).
valores altruistas o disposiciones benévolas
de los demás
Empleados con otras motivaciones al trabajo, no hacen (Wrzesniewski, McCauley, Rozin y Schwartz, 1997)
"MDPVP"
Empleados con valores altruistas "MDPVP", más que (McNeely & Meglino, 1994; Meglino & Korsgaard, 2004;
¿Qué recursos tienen los gerentes para
empleados con valores egoistas Penner, Midili & Keg elmeyer, 1997; Rioux & Penner, 2001) cumplir las misiones de las
organizaciones y los motivos de los
Empleados benévolos "MDPVP" quieren dar más de lo que (Huseman, Hatfield y Miles, 1987) empleados para marcar una diferencia
reciben, (no benévolos, no lo hacen) prosocial?
NO EXISTE perspectiva relacional en las teorías del diseño de trabajo (puestos) y la motivación laboral.
(Grant et al. ., en prensa; Latham & Pinder, 2005) (Locke y Latham, 2004; Shamir, 1991)
Modelo
Hackman y Oldham (1976, 1980).- ¿Cómo el diseño relacional de los puestos de trabajo puede respaldar los esfuerzos de las organizaciones y
cómo los empleados responden a las cumplir los motivos de los individuos para marcar una diferencia prosocial?
propiedades estructurales de sus
tareas las redes sociales indica que las relaciones interpersonales mejoran las
motivaciones, las oportunidades y los recursos de los empleados en el trabajo
(Adler y Kwon, 2002; Ibarra, 1993; Leana y Rousseau, 2000; Rangan, 2000)
Objetivo general
Pregunta de Investigación
Revitalizar la investigación sobre el diseño del
¿Cómo el diseño relacional de los puestos de trabajo y la motivación laboral acentuando la
trabajo puede respaldar los esfuerzos de las arquitectura relacional de los trabajos y examinando
organizaciones y cumplir los motivos de los su influencia en la motivación para marcar una
individuos para marcar una diferencia prosocial? diferencia prosocial.
Resultados de
Arquitectura relacional del ESTADOS comportamiento e
trabajo PSICOLÓGICOS identidad
P6 Esfuerzo
P2 Persistencia
P5 a Comportamiento de Ayuda
Motivación por hacer la
Diferencia Prosocial
P7
7. Consecuencias en la identidad
del empleado
Contacto con los beneficiarios
P3 Competencia
Frecuencia-
Compromiso afectivo Persistencia
Duración-
con los beneficiarios Valor social
Proximidad física-
Autodeterminación
Profundidad- Amplitud
P4
Ronny Omar Molina Morán 28 Trabajos Referenciales Ecuador, Noviembre 26, 2022
romolinam@uees.edu.ec
2. Revisión de la Literatura
Preocupación emocional y la dedicación a
las Consejeros (Mann, 2002) maestros se
Sin contactos con los beneficiarios de su (Hackman, 199026/11/2022 Hackman, Oldham, P3 personas y grupos de personas impactados preocupan por sus alumnos (Ashton & Webb,
P2 trabajo, se afecta el trabajo. Janson y Purdy, 1975)
por el trabajo de
uno
1986)
Ronny Omar Molina Morán 24 Trabajos Referenciales Ecuador, Noviembre 26, 2022
romolinam@uees.edu.ec
2. Revisión de la Literatura
Ronny Omar Molina Morán 41 Trabajos Referenciales Ecuador, Noviembre 26, 2022
romolinam@uees.edu.ec
2. Revisión de la Literatura
Contingencia de comportamientos:
metas, planes y estrategias de acción.
P5 (Bandura, 1977, 1997; Pittman, 1998;
Staw, 1977; Vroom, 1964).
Impacto percibido, Conciencia de conducta y valoración de
compromiso resultados. (Ajzen, 1991; Staw, 1977;
afectivo y Vroom, 1964)
motivación Benevolencia, Valor de protección y
para marcar una Bienestar (Schwartz, 1992; Schwartz &
LA MOTIVACIÓN diferencia prosocial Bardi,
PARA HACER UNA 2001)
DIFERENCIA Energia hacia personas conectadas
PROSOCIAL emocionalmente. (Batson et al., 1997;
Burnstein et al., 1994;
Korchmaros & Kenny, 2001)
Superposición de sus identidades sobre
las de sus beneficiarios. (Cialdini, Brown,
Lewis, Luce y Neuberg, 1997)
Ronny Omar Molina Morán 13 Trabajos Referenciales Ecuador, Noviembre 26, 2022
romolinam@uees.edu.ec
2. Revisión de la Literatura
Consecuencias conductuales:
Esfuerzo, persistencia y (Mitchell & Daniels, 2003)
conducta de ayuda
Psicólogos, competencias básicas-
(Anderson & Williams,
Acciones voluntarias para 1996; Brief & Motowidlo, P7 El esfuerzo, autodeterminación(Stryker y Burke, 2000)
P6 beneficiar a otros 1986; George &
Brief, 1992; McNeely &
la persistencia y las conductas
(Ajzen, 1991; Staw, 1977; Consecuencias de de ayuda cultivadas por la
Tiempo y energía
Vroom, 1964) (Ryan y Deci, 2000, 2001; Baumeister y
identidad: motivación para marcar una
Motivación por
Preocupación por otros
(Batson, 1990, 1991,
Leary, 1995, McAdams y St. Aubin, 1992)
hacer la Diferencia 1998) competencia, diferencia prosocial afecten la
Prosocial (Korsgaard, Meglino y
Lester, 1997; Carlson, autodeterminación identidad de los empleados. Valor soc ial(Oxford English
Conductas de ayuda
Charlin y Miller, 1988)
voluntaria y valor social Dictionary). , 1989)
(Ginnett, 1990; Weick &
Roberts, 1993).
Ronny Omar Molina Morán 18 Trabajos Referenciales Ecuador, Noviembre 26, 2022
romolinam@uees.edu.ec
3. Metodología
Enfoque cualitativo
Técnica de Investigación
Método inductivo - deductivo
Bibliográfica-documental
Revisión teórica-descriptiva-narrativa-retrospectiva
(Guirao-Goris, Salas y Ferrer; 2015)
Creación de significado y
Comportamiento Prosocial
construcción de identidad en
Organizaciones
Cuanto >
6. Consecuencias de la motivación para
hacer una Diferencia prosocial
7. Consecuencias de identidad:
competencia, autodeterminación y
valor social
Proposición 5a: Cuanto más fuerte sea la percepción del empleado sobre el impacto en los beneficiarios, más fuerte
será la motivación del empleado para hacer una diferencia prosocial.
Proposición 5b: Compromiso afectivo a los beneficiarios aumenta los beneficios del efecto del impacto percibido sobre
la motivación para hacer una diferencia prosocial.
Proposición 6: Cuanto más fuerte sea la motivación del empleado para marcar una diferencia prosocial, mayor será el
esfuerzo, la persistencia y la responsabilidad del empleado en la conducta de ayuda.
Proposición 7: Cuanto mayor sea el esfuerzo, la persistencia y el comportamiento de ayuda, “motivado” por la
motivación de hacer una diferencia prosocial, más fuerte será la identidad del empleado como competente, auto
determinado y socialmente valorado.
Motivación (Kahn, 1990; Michaelson, 2005; Shamir, 1991) empleados egoistas (Barry y Stephens, 1998; Bolino, 1999; Fer raro, Pfeffer y Sutton,2005; Locke
laboral, Interés y Becker, 1998), diferencias individuales (Chen, Chen y Meindl, 1998; Huseman et al., 1987; Meglino & Korsgaard, 2004; Rioux & Penner, 2001)
propio y
Cooperación
(Margolis, 1982; Rabin,1998), sociología (p. ej., Etzioni, 1988; Piliavin y Charng, 1990),psicología (p. ej., Batson, 1991; Schroeder , Penner,
Interés propio y la Dovidio y Piliavin, 1995), biología (p. ej., Dawkins, 1976, 1986; Wilson,1975) y ciencias políticas (p. ej., Axelrod, 1984)
Discusion
Cooperación
Preocupación por los demás(Bat son, 1990, 1991, 1998; Eisenberg, 2000; Penner et al.,2005; Rabin, 1998; Schroeder et al., 1995; Schwartz &
Bardi, 2001) Cuidado, compasión y cooperación (American Behavioral Scientist, 2002; Smith, Carroll, & Ashford,
1995 ; Van Vugt, Sny der, Tyler y Biel, 2000).
(Alderfer, 1972; Brief & Nord, 1990; Hackman & Oldham, 1980;
Shamir, 1991; Wrzesniewski et al., 2003); antropólogos
(Becker, 1974) y psicólogos (p. ej., Frankl, 1959; Ryan & Deci, 2001; Ryff, 1989); Identidades=distinción óptima (Brewer, 1991; ver también
Lawrence & Nohria, 2002; Lee & Tiedens, 2001; Meyerson & Scully, 1995).
Diferenciación e Integración s (Brewer, 1991; Roccas & Brewer, 2002); futuras investigaciones (Parker y Wall, 1998), diseño de puestos
(Campion y McClelland, 1993; Edwards, Scully y Brtek, 2000; Morgeson y Campion, 2002; Parker et al., 2001); (Molinsky & Margolis, 2005);
arquitecturas relacionales (Morgeson y Campion, 2002; Oldham y Hackman, 1981; Parker et al., 2001), (Wrzesniewski & Dutton, 2001);
Creación de
creación cognitiva s (Morrison, 1994; Parker, Wall y Jackson, 1997); contextos de trabajo (Small & Loe
significado y
wenstein, 2003); Capacidades y Logros o (Taylor & Brown, 1994); control social (p. ej., Lofland, 1977; Lofland y Stark, 1965; O'Reilly y Chatman,
construcción de
1996; Pratt, 2000); significado (Little, 1989, 2000; McGregor & Little, 1998); Altos niveles de motivación (p. ej., Bolino & Little, 1998). Turnley,
identidad en
2005; Bolino, Turnley y Niehoff, 2004; Kiviniemi, Snyder y Omoto, 2002); autodeterminacion y valor social (Amabile, 1993; Gagne´ & Deci, 2005;
Organizaciones
Ryan & Deci, 2000); (Staw, 1977, 1980); regulación integrada (Ryan y Deci, 2000); valores congruentes y significativos (ver también
Clary & Snyder, 1999); trabajo peligroso (Britt, Adler y Bartone, 2001; Harding, 1959; Jermier, Gaines y McIntosh, 1989; Suedfeld y Steel, 2000);
trabajo sucio (Ashforth y Kreiner, 1999; Hughes, 1951, 1962); condiciones adversas (Salancik & Pfeffer, 1978); justificando el trabajo (Bem,
1972; Festinger, 1957; Staw, 1980; Weick, 1995; Wong & Weiner, 1981); diferencias individuaes (p. ej., Chen, Lee-Chai y Bargh, 2001);
beneficiarios de sus mismos grupos (Ashforth & Mael, 1989; cf. Sturmer, Snyder, & Omoto, 2005); Beneficiarios (Bunderson, 2003); emociones
s (p. ej., Kramer, 1999; Swann y Rentfrow, 2001; Tetlock, Peterson y Berry, 1993).
La investigaciones revisadas se centran en las diferencias individuales y las estructuras de tareas de los
trabajos, he propuesto que el diseño relacional de los trabajos puede motivar a los empleados a
preocuparse por hacer que los demás sean mejores y más felices.
John Lubbock escribió: “Hacer a los demás más felices y mejores es la mayor ambición, la esperanza más
elevada que puede inspirar a un ser humano”. CONCLUSIÓN REFERENCIAS (1923: 202-203)
• Dar un rostro humano y social al diseño y la experiencia de los trabajos, destacando cómo la estructura
del trabajo de un empleado juega un papel fundamental en la configuración de las relaciones de este
empleado con otras personas.
• Avanzar tanto en el diseño de puestos como en la literatura sobre motivación laboral con la afirmación de
que los puestos tienen arquitecturas relacionales importantes que pueden motivar a los empleados a
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Docente
PhD. Aldo Salinas Aponte
Noviembre 19, 2022