1,721,052 research outputs found
Soddisfazione e commitment dei lavoratori in somministrazione: un’indagine nazionale
No full textSoddisfazione e commitment dei lavoratori in somministrazione: un’indagine nazionale (C. Consiglio, L. Borgogni, L. Moschera, S. Consiglio, M.V. Cicellin, P. Menatta
Organizational Diversity and Inclusion Scale (ODIS): A multilevel approach = Échelle de diversité et inclusion organisationnelles (ODIS): une approche multiniveaux
Full text linkIntroduction. - In the current social context, organizations need to deal with an increasingly heterogeneous workforce. It is therefore necessary to develop measures capable of detecting dynamics of diversity and inclusion in organizations. Objective and method. - This study introduces a new scale, namely the Organizational Diversity and Inclusion Scale (ODIS), which consists of 61 items measuring perceived discrimination, inclusive and discriminatory attitudes toward minority social groups (women, physical/sensory disability, youth workers, seniors, workers of different races and ethnicities, LGBT) and perceptions of diversity management (policy, compliance and structures) in the organizational context. One thousand seven hundred and eighty-four respondents, from both public and private Italian organizations filled in the self-report questionnaire. Results. - Accordingly, an exploratory and confirmatory factor analysis demonstrated a sixteen-factor structure. Criterion and construct validity were tested through correlation analyses with other scales (affective commitment, job satisfaction, turnover intentions, and mobbing at work) and similar measures (Diversity Climate Scale). Results suggest that the ODIS can be reliably used to measure organizational perceptions of diversity and inclusion in a multilevel perspective. Conclusion. - Findings suggest the importance of using ODIS for multilevel and multidimensional surveys in order to plan and apply actions and interventions, especially among managers.Introduction. – Dans l’environnement social d’aujourd’hui, les organisations sont confrontées à des effectifs de plus en plus diversifiée. Il est donc nécessaire de développer des outils capables de saisir les dynamiques de diversité et d’inclusion à l’œuvre dans les organisations.
Objectif et méthode. – Cette étude présente une nouvelle échelle, à savoir la Grille d’évaluation de la
diversité et de l’inclusion organisationnelles (ODIS), qui se compose de 61 items et mesure la discrimination perc ̧ ue, les attitudes envers l’inclusion et discriminatoires envers des groupes sociaux minoritaires (femmes, personnes en situation de handicap physique/sensoriel, les travailleurs jeunes et âgées, les travailleurs racisés etles personnes LGBT) etles perceptions de la gestion de la diversité (politique, conformité et structures) dans le contexte organisationnel.Mille sept cent quatre-vingt-quatre répondants, issus d’organisations italiennes publiques et privées, ont rempli le questionnaire d’autoévaluation.
Résultats. – En conséquence, une analyse factorielle exploratoire et confirmatoire a mis en évidence une
structure à 16 facteurs. Les validités de critère et de construit ont été testées via des analyses de corrélation
avec d’autres échelles (engagement affectif, satisfaction au travail, intentions de turnover et mobbing au travail) et une mesure apparentée (échelle de climat de diversité) Les résultats suggèrent que l’ODIS peut être utilisée de manière fiable pour mesurer les perceptions organisationnelles de la diversité et de l’inclusion dans une perspective à plusieurs niveaux.
Conclusion. – Les résultats suggèrent l’importance d’utiliser ODIS pour des enquêtes multiniveaux et multidimensionnelles afin de planifier et d’appliquer des actions et des interventions, en particulier auprès
des managers
Tratti, orientamenti motivazionali e prestazione in un’agenzia per il lavoro: un contributo empirico
No full textLa selezione del personale. Metodologia dei test, del colloquio e dell'intervista di gruppo
No full textReducing organizational politics in performance appraisal: the role of coaching leaders in appraising age-diverse employees
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Bianchi, F., Cantonetti, G., Santarpia, F.P., Borgogni, L., Consiglio, C. (2024). "Benessere e Comportamenti proattivi di Job Redesign: gli effetti del Playful Work Design sulle emozioni al lavoro e flourishing". 20th Italian Psychology Association National Congress - Section of Psychology for Organizations, Bergamo, 2024.
No full textIl feedback a 360° è collegato al successo lavorativo? Un contributo di ricerca nel contesto italiano
No full textDual commitment profiles and job satisfaction among temporary agency workers
No full textTemporary agency workers (TAWs) are an ever-increasing type of employees which establish a double work relationship with both the agency and the client organization. Within this context, the concept of dual commitment has received considerable attention in the last years. The present contribution integrates dual commitment line of research with the one adopting a person-centered approach to the study of commitment configurations, to investigate commitment profiles on a large sample of TAWs. According to Sinclair et al.'s framework, we aimed to identify TAWs' commitment profiles based on their levels of dual affective commitment (to the agency and to the client organization) and on their general continuance commitment and to investigate differences in job satisfaction among profiles. Latent profile analyses on 7225 TAWs revealed 5 distinct profiles, namely Dually Free Agents, Dually Involved, Dually Allied, (Unilaterally) Client Allied and (Unilaterally) Agency Invested. The Dually Involved profile, followed by the Dually Allied profile, had the highest level of job satisfaction, whereas the Dually Free Agent profile and the (Unilaterally) Agency Invested had the lowest. Furthermore, the (Unilaterally) Client Allied group had a higher level of job satisfaction as compared to the (Unilaterally) Agency Invested profile. Implications are discussed
Agentic capabilities as predictors of psychological capital, job performance, and social capital over time
No full textThe present two-wave study, conducted on 456 employees, investigates the mediating role of psychological capital (PsyCap) in the relationships between agentic capabilities (i.e., forethought, self-regulation, and self-reflection) and three outcomes, namely job performance, rated by supervisors, and two forms of social capital, namely vertical social capital (i.e., the perceptions of relationship with the supervisor), and horizontal social capital (i.e., the perceptions of positive relationships with colleagues). The results confirmed the positive prediction of PsyCap by agentic capabilities, emphasizing its agentic nature. Moreover, PsyCap fully mediated the positive effect of agentic capabilities on the three outcomes (i.e., job performance, positive perceptions of supervisors, and positive perceptions of colleagues), revealing its key role in translating basic cognitive capabilities related to human agency in job performance and both vertical and horizontal social capital. Future research directions and practical implications are discussed
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