Loading...
Publication
Diferentes tipos de contrato de trabalho e o impacto na organização ao nível do commitment e do work engagement
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 3.71 MB | Adobe PDF |
Advisor(s)
Abstract(s)
A presente investigação teve como objetivo pretender dar resposta se a existência de diferentes tipos de contrato laboral (sem termo e a Termo Certo), tem influência no Comprometimento Organizacional e no Work Engagement de uma organização e se esta influência pode ou não ser explicada pelo Contrato Psicológico. A investigação teve também como objetivo: aprofundar o conhecimento relativo aos diferentes tipos de contrato laboral, e contrato Psicológico (Transacional e Relacional) e também estudar o commitment e o work engagement e a importância destes construtos para uma organização. Com a revisão da literatura, podemos constatar uma correlação positiva entre o contrato psicológico relacional e o comprometimento organizacional e uma correlação negativa entre o contrato psicológico transacional e o comprometimento organizacional. Além disso observa-se os trabalhadores temporários estão mais ligados ao contrato psicológico transacional e os permanentes ao relacional. Também se verifica que os trabalhadores permanentes apresentam mais comprometimento organizacional afetivo face aos temporários. E ainda tendencialmente os trabalhadores temporários apresentam menos envolvimento com o trabalho. Mas também podemos verificar que muitos estudos não demonstram uma relação direta entre o contrato psicológico e o work engagement, contudo todos os autores são unanimes em relatar que a diminuição de comprometimento organizacional tem impacto negativo no desempenho, no absentismo, na satisfação e no turnover voluntario. A pesquisa empírica baseou-se numa metodologia quantitativa e a técnica escolhida foi o estudo de caso com uma amostra de 60 participantes todos do departamento comercial da empresa A. parcela de trabalhadores com contrato sem termo era de 51,7%, e os restantes 48,3% tinham contratos a termo certo. Os resultados do estudo demonstraram que independentemente do vínculo laboral os trabalhadores apresentam elevados níveis de Engagement. Quando observamos o Comprometimento Organizacional independente do vínculo laboral os valores encontrados estão muito próximos do valor central, no entanto os participantes com contrato sem termo revelam maiores níveis de comprometimento afetivo, de salientar ainda que em relação ao comprometimento calculativo os resultados invertem-se, ou seja, os trabalhadores a termo certo apresentam maiores níveis de Comprometimento calculativo. A perceção do contrato psicológico apresenta valores e abaixo do ponto central o que é, altamente preocupante para a gestão da unidade de negócio analisada no estudo de caso. Em todo o caso, os participantes com contrato sem termo apresentam maiores níveis de contrato relacional e os de termo certo apresentam maiores níveis de contrato transacional. A estimação do modelo demonstrou que: o contrato laboral é responsável por 17% da variabilidade do contrato psicológico; o contrato Psicológico não explica os resultados do Engagement; o contrato psicológico é responsável por 24% da variabilidade do Comprometimento Organizacional; o contrato laboral é responsável por 8% da variabilidade do só do Comprometimento Afetivo. Quando se inclui no modelo a variável mediadora (Contrato Psicológico) o vínculo laboral e o contrato psicológico são responsáveis por 26% da variabilidade do Comprometimento Afetivo. Tendo em conta que a nossa investigação tem um carater muito empresarial, as implicações práticas e a tomada de decisão futura para a gestão da unidade de negócio, face aos resultados, são de elevada importância e têm implicações diretivas, ou seja, fundamentalmente deve-se trabalhar o fit pessoa-organização. Neste estudo de caso a amostra reduzida de 60 participantes poderá ser uma limitação.
The present research is aimed at answering if the existence of different types of labor contract (without term and at fixed term), has an influence in the Organizational Commitment and in the Work Engagement of an organization and if this influence can or not be explained by the Psychological Contract. The research also had as objective to deepen the knowledge regarding the different types of labor contract, and the Psychological Contract (Transactional and Relational) and also to study the commitment and the work engagement and the importance of these constructs for an organization. With the literature review, we can see a positive correlation between the relational psychological contract and the organizational commitment and a negative correlation between the transactional psychological contract and the organizational commitment. In addition it is observed that temporary workers are more connected to the psychological contract of the transaction and the permanent to the relational. It is also verified that the permanent workers have more affective organizational commitment than the temporary ones. Temporary workers tend to be less involved in work. But we can also verify that many studies do not demonstrate a direct relationship between the psychological contract and the work engagement. However, all authors are unanimous in reporting that the reduction of organizational commitment has a negative impact on performance, absenteeism, satisfaction and voluntary turnover. The empirical research was based on a quantitative methodology and the technique chosen was the case study with a sample of 60 participants all of the company's commercial department. The portion of workers with a permanent contract was 51.7%, and the remaining 48, 3% had fixed-term contracts. The results of the study demonstrated that, regardless of the work link, the workers present high levels of Engagement. When we observe the Organizational Commitment independent of the labor bond, the values found are very close to the central value, however, the participants with permanent contracts reveal higher levels of affective commitment. It should also be pointed out that in relation to the calculative commitment the results are inverted, that is, the workers with fixed term present higher levels of Commitment. but the values are below the central point, which is very worrying for the management of the business unit analyzed in the case study. In any case, participants with permanent contracts have higher levels of relational contract and those with fixed term have higher levels of transactional contract. The estimation of the model showed that: the labor contract is responsible for 17% of the variability of the psychological contract; the Psychological contract does not explain the results of Engagement; the psychological contract is responsible for 24% of the variability of Organizational Commitment; the labor contract is responsible for 8% of the variability of the Affective Compromise alone. When the mediator variable (Psychological Contract) is included in the model, the labor link and the psychological contract are responsible for 26% of the variability of the Affective Commitment. Considering that our research has a very entrepreneurial character, the practical implications on the future decision-making for the management of the business unit, in the face of results, are of great importance and have directional implications, that is, fundamentally one must work the fit person-organization. In this case study the reduced sample of 60 participants could be a limitation, since it annulled the hypothesis to test all the relations of the several dimensions between the constructs simultaneously.
The present research is aimed at answering if the existence of different types of labor contract (without term and at fixed term), has an influence in the Organizational Commitment and in the Work Engagement of an organization and if this influence can or not be explained by the Psychological Contract. The research also had as objective to deepen the knowledge regarding the different types of labor contract, and the Psychological Contract (Transactional and Relational) and also to study the commitment and the work engagement and the importance of these constructs for an organization. With the literature review, we can see a positive correlation between the relational psychological contract and the organizational commitment and a negative correlation between the transactional psychological contract and the organizational commitment. In addition it is observed that temporary workers are more connected to the psychological contract of the transaction and the permanent to the relational. It is also verified that the permanent workers have more affective organizational commitment than the temporary ones. Temporary workers tend to be less involved in work. But we can also verify that many studies do not demonstrate a direct relationship between the psychological contract and the work engagement. However, all authors are unanimous in reporting that the reduction of organizational commitment has a negative impact on performance, absenteeism, satisfaction and voluntary turnover. The empirical research was based on a quantitative methodology and the technique chosen was the case study with a sample of 60 participants all of the company's commercial department. The portion of workers with a permanent contract was 51.7%, and the remaining 48, 3% had fixed-term contracts. The results of the study demonstrated that, regardless of the work link, the workers present high levels of Engagement. When we observe the Organizational Commitment independent of the labor bond, the values found are very close to the central value, however, the participants with permanent contracts reveal higher levels of affective commitment. It should also be pointed out that in relation to the calculative commitment the results are inverted, that is, the workers with fixed term present higher levels of Commitment. but the values are below the central point, which is very worrying for the management of the business unit analyzed in the case study. In any case, participants with permanent contracts have higher levels of relational contract and those with fixed term have higher levels of transactional contract. The estimation of the model showed that: the labor contract is responsible for 17% of the variability of the psychological contract; the Psychological contract does not explain the results of Engagement; the psychological contract is responsible for 24% of the variability of Organizational Commitment; the labor contract is responsible for 8% of the variability of the Affective Compromise alone. When the mediator variable (Psychological Contract) is included in the model, the labor link and the psychological contract are responsible for 26% of the variability of the Affective Commitment. Considering that our research has a very entrepreneurial character, the practical implications on the future decision-making for the management of the business unit, in the face of results, are of great importance and have directional implications, that is, fundamentally one must work the fit person-organization. In this case study the reduced sample of 60 participants could be a limitation, since it annulled the hypothesis to test all the relations of the several dimensions between the constructs simultaneously.
Description
Keywords
Contrato Laboral Contrato Psicológico Work Engagement Organizational Commitment