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Publication
O Impacto da Gestão Intercultural no Bem-estar e Desempenho: o Efeito do Capital Psicológico e da Liderança
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| 2.19 MB | Adobe PDF |
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Abstract(s)
Com a globalização, surge uma grande mobilidade internacional de pessoas e organizações por razões económicas ou políticas. Este fluxo crescente gera um encontro inevitável de culturas, tornando-se a diversidade cultural um tema crítico a nível organizacional. Hoje o grande problema das organizações passou de como promover a diversidade nas organizações para, como conseguir geri-la de forma eficaz de modo a evitar mal-entendidos, mal-estar, diminuição do desempenho e até o turnover. Daí o destaque da gestão intercultural como ferramenta essencial para o sucesso das organizações atuais. Este estudo procura demonstrar a relação entre gestão intercultural com o bem-estar e o desempenho, acrescentando os efeitos mediadores do capital psicológico e moderadores da liderança, respetivamente. Do ponto de vista metodológico, adotou-se uma abordagem quantitativa, com recurso à aplicação de questionários a trabalhadores dos mercados angolano, português e brasileiro, considerando a realidade multicultural destes países e a migração triangular que os interliga. Os principais resultados evidenciam diferenças significativas entre os países analisados. O Brasil destaca-se por apresentar perceções mais elevadas relativamente à gestão da diversidade, ao bem-estar e ao desempenho, enquanto Angola e Portugal revelam padrões semelhantes entre si. Verificou-se que a gestão da diversidade exerce uma influência positiva tanto sobre o bem-estar assim como sobre o desempenho dos colaboradores, sendo o impacto mais expressivo no bem-estar. O capital psicológico revelou-se um mecanismo mediador dessas relações: com mediação parcial no caso do bem-estar e com mediação total no caso do desempenho. A liderança mostrou-se um fator moderador relevante, ao potenciar o efeito da gestão da diversidade através do capital psicológico. Em síntese, os resultados reforçam a importância de investir de forma articulada em práticas de gestão da diversidade, no desenvolvimento do capital psicológico e em estilos de liderança inclusivos. Estas três dimensões funcionam como vias complementares para promover o bem-estar, potenciar o desempenho e consolidar a sustentabilidade organizacional em contextos multiculturais.
With globalization, there has been a significant increase in the international mobility of people and organizations for economic or political reasons. This growing flow has led to an inevitable clash of cultures, making cultural diversity a critical issue at an organizational level. Today, the major problem for organizations has shifted from how to promote diversity within organizations to how to manage it effectively in order to avoid misunderstandings, discomfort, decreased performance and even staff turnover. Hence the emphasis on intercultural management as an essential tool for the success of today's organizations. This study seeks to demonstrate the relationship between intercultural management and well-being and performance, adding the mediating effects of psychological capital and the moderating effects of leadership, respectively. From a methodological point of view, a quantitative approach was adopted, using questionnaires administered to workers in the Angolan, Portuguese and Brazilian markets, considering the multicultural reality of these countries and the triangular migration that links them. The main results show significant differences between the countries analyzed. Brazil stands out for having higher perceptions of diversity management, well-being and performance, while Angola and Portugal show similar patterns. It was found that diversity management has a positive influence on both employee well-being and performance, with the most significant impact on well-being. Psychological capital proved to be a mediating mechanism in these relationships: partially mediating in the case of well-being and fully mediating in the case of performance. Leadership proved to be a relevant moderating factor, enhancing the effect of diversity management through psychological capital. In summary, the results reinforce the importance of investing in a coordinated manner in diversity management practices, the development of psychological capital and inclusive leadership styles. These three dimensions function as complementary ways to promote well-being, enhance performance, and consolidate organizational sustainability in multicultural contexts. The study will target workers in the Angolan, Portuguese, and Brazilian markets, taking into account the current multicultural reality of these countries and the existing triangular migration. To assess the facts sought through the variables under study, a quantitative research methodology will be used, involving the application of a questionnaire using scales tested and validated in the literature (intercultural management, well-being, performance, psychological capital, leadership). This study is expected to contribute to a better understanding of intercultural management and its benefits for organizations, as well as its implications for Human Resource Management policies and practices.
With globalization, there has been a significant increase in the international mobility of people and organizations for economic or political reasons. This growing flow has led to an inevitable clash of cultures, making cultural diversity a critical issue at an organizational level. Today, the major problem for organizations has shifted from how to promote diversity within organizations to how to manage it effectively in order to avoid misunderstandings, discomfort, decreased performance and even staff turnover. Hence the emphasis on intercultural management as an essential tool for the success of today's organizations. This study seeks to demonstrate the relationship between intercultural management and well-being and performance, adding the mediating effects of psychological capital and the moderating effects of leadership, respectively. From a methodological point of view, a quantitative approach was adopted, using questionnaires administered to workers in the Angolan, Portuguese and Brazilian markets, considering the multicultural reality of these countries and the triangular migration that links them. The main results show significant differences between the countries analyzed. Brazil stands out for having higher perceptions of diversity management, well-being and performance, while Angola and Portugal show similar patterns. It was found that diversity management has a positive influence on both employee well-being and performance, with the most significant impact on well-being. Psychological capital proved to be a mediating mechanism in these relationships: partially mediating in the case of well-being and fully mediating in the case of performance. Leadership proved to be a relevant moderating factor, enhancing the effect of diversity management through psychological capital. In summary, the results reinforce the importance of investing in a coordinated manner in diversity management practices, the development of psychological capital and inclusive leadership styles. These three dimensions function as complementary ways to promote well-being, enhance performance, and consolidate organizational sustainability in multicultural contexts. The study will target workers in the Angolan, Portuguese, and Brazilian markets, taking into account the current multicultural reality of these countries and the existing triangular migration. To assess the facts sought through the variables under study, a quantitative research methodology will be used, involving the application of a questionnaire using scales tested and validated in the literature (intercultural management, well-being, performance, psychological capital, leadership). This study is expected to contribute to a better understanding of intercultural management and its benefits for organizations, as well as its implications for Human Resource Management policies and practices.
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Keywords
Gestão intercultural Bem-estar Desempenho Capital psicológico Liderança