Diseño y validación mediante la Teoría de Respuesta al Ítem del Instrumento para Evaluar Capital Psicológico en las Organizaciones IPSICAP

16 p.El constructo “capital psicológico”, creado por Fred Luthans, se define como un estado de desarrollo psicológico positivo del ser humano, que lo caracteriza por (a) tener confianza (autoeficacia) para realizar los esfuerzos que sean necesarios con el fin de alcanzar el éxito en tareas retadoras; (b) hacer atribuciones de causalidad positivas (optimismo) acerca de los sucesos presentes y futuros; (c) perseverar en el logro de los objetivos y, cuando sea necesario, redireccionar los caminos para alcanzarlos (esperanza) de manera exitosa; y (d) al ser blanco de los problemas y la adversidad, mantenerse en pie, volver a comenzar e ir más allá (resiliencia) para lograr el éxito (Luthans, Youssef & Avolio, 2007a, 2007b). Este constructo ha surgido a partir de investigación empírica dentro del comportamiento organizacional positivo, y se ha identificado como un factor nuclear (core factor) de segundo orden (Avey, Patera & West, 2006). Específicamente, las bases teóricas de sus cuatro componentes tienen origen en la psicología clínica, y la aplicación al contexto laboral ha sido realizada principalmente por Fred Luthans, Carolyn Youssef y Bruce Avolio (Luthans & Avolio, 2003; Luthans, Avolio, Walumbwa & Li, 2005); aunque también ha sido trabajado por el grupo de investigación WoNT-Work and Organizational Network, dirigido por Marisa Salanova, en España.Introducción Método Resultados Discusión Referencia

A look back to move ahead: New directions for research on proactive performance and other discretionary work behaviours

Over the last two decades, the multi-dimensional notion of job performance has been fully brought to life. The differentiation between core task performance and various aspects of discretionary work behaviour is now commonly applied. A multitude of empirical studies, enhancing our knowledge of the antecedents and consequences of the different performance aspects, have recently been summarised through various meta-analyses. We use this as an occasion for taking stock in order to identify new areas of theorising and empirical research. Focusing in particular on proactive performance aspects, the present paper identifies three themes that could inspire new research and model development. We suggest taking a new approach to the treatment of time in order to account for the dynamic nature of performance on the one hand, and to consider life-span changes on the other, developing comprehensive models on proactivity-enhancing interventions, and more strongly incorporating a cross- cultural perspective

The effect of team affective tone on team performance : the roles of team identification and team cooperation

Affective tones abound in work teams. Drawing on the affect infusion model and social identity theory, this study proposes that team affective tone is related to team performance indirectly through team identification and team cooperation. Data from 141 hybrid-virtual teams drawn from high-tech companies in Taiwan generally supported our model. Specifically, positive affective tone is positively associated – while negative affective tone is negatively associated – with both team identification and team cooperation, team identification is positively associated with team cooperation, and team cooperation is positively associated with team performance. Managerial implications and limitations are discussed