La influencia del estilo directivo en el compromiso organizativo
Article Sidebar
Main Article Content
Abstract
La dirección de personas en las organizaciones ha sufrido un proceso de evolución cuyo futuro parece encontrarse en la gestión de los activos intelectuales –el conocimiento– y emocionales –los valores–. Este último aspecto es el objeto fundamental del presente trabajo. El compromiso individual con la organización constituye, en opinión del autor, un elemento clave que condicionará la gestión de las empresas y organizaciones del próximo siglo. Conocer cuáles son las implicaciones que se derivan de la utilización de un cierto estilo de dirección permitirá, por tanto, diseñar una política eficaz en la gestión del compromiso.
Downloads
Article Details
The authors acknowledge that the Revista de Fomento Social assumes as its own the intellectual property rights over their work and grant the journal the permissions of distribution and public communication of the same established in the Berlin, Bethesda and Budapest declarations; for this reason they accept that the work presented be distributed in open access, protecting the copyright under a "Creative Commons Attribution-NonCommercial-NoDerivativeWorks 4.0 (CC BY-NC-ND) license.
You may copy, use, disseminate, transmit and publicly display provided that:
Cite the authorship of the work, the publication in Revista de Fomento Social, issue, year and the pages where you found the information.
No commercial benefit may be obtained.
No derivative works may be made for commercial purposes that are not authorized by the journal.
Authors are encouraged to disseminate the article electronically (Revista de Fomento Social, number, year, pagination, ISSN, DOI, etc.), in order to favor its circulation and diffusion, increase its citation and reach among the academic community.
The information of the journal will be provided to Dulcinea
References
ARGYLE, M. (1989), The Social Psychology of Work, Penguin.
ARIZA, J. A. y MORALES, A. C. (1997), «Flexibilidad y compromiso: cemento de las estructuras organizativas emergentes», Estudios Financieros, 175, pp. 95–150.
ARIZA, J. A. (1999), «Poder y compromiso en las organizaciones», Ed. ETEA (en prensa).
BEYER, J. M. y TRICE, H. M. (1984), «A field study on the use and perceived effects of discipline in controlling work performance», Academy of Management Journal, 27 (4), pp. 743–64.
BOULDING, K. E. (1993), Las tres caras del poder, Paidós, Barcelona.
BOWEY y OTROS (1982), «Effects of incentive payment systems, United Kingdom (1977–1980)», Department of Employment Research Paper, Reino Unido, 36.
BUCHANAN, B. (1974), «Building organizational commitment. The socialization of managers in work organizations», Administrative Science Quarterly, 19, pp. 533–46.
BUSCH, P. (1980), «The sales manager´s bases of social power and influence upon the sales force», Journal of Marketing, 44 (4), pp. 91–101.
COHEN, E. A. (1953), Human Endeavour in Concentration Camps, Norton, New York.
COOK, J. D. y WALL, T. D. (1980), «New work attitude measures of trust, organizational commitment and personal need non–fulfilment», Journal of Occupational Psychology, 53, pp. 39–52.
DRUMMOND, H. (1993), Power and Involvement in Organizations, Avebury, Vermont.
ETZIONI, A. (1975), A comparative analysis of complex organizations, The Free Press of Glencoe, New York.
FRANKE, R. y KARL, J. (1978), «The Hawthorne experiments revisited: First stadistical interpretation», American Sociological Review, 43, pp. 623–43.
FRANKLIN, J. L. (1975), «Power and commitment–empirical assessment», Human Relations, 28 (8), pp. 737–53.
FRENCH, J. R. y RAVEN, B. (1968), «The bases of social power», en D. Cartwright and A. Zander (Eds.), Group Dynamics, Harper and Row, New York.
GARCÍA, S. y DOLAN, S. L. (1997), La dirección por valores, McGraw–Hill, Madrid.
GOFFMAN, E. (1992), Internados: Ensayos sobre la situación social de los enfermos mentales, Amorrortu editores, Buenos Aires.
HAMBLIN, R. (1964), «Punitive and non–punitive supervision», Social Problems, 11, pp. 345–59.
HAMNER, W. C. y ORGAN, D. W. (1978), Organizational behavior: An applied psychological approach, Business Publications, Dallas.
HANDY, C. B. (1996), «El nuevo lenguaje de la labor de organización y sus consecuencias para los líderes», Harvard Deusto Bussines Review, 74, pp. 18–21
HUME, D. A. (1995), Reward Management: Employee Performance, Motivation and Pay, BLACKWELL, Massachusetts.
INSTITUTE OF PERSONNEL MANAGEMENT (IPM) (1992), Performance Management in the UK: An Analysis of the Issues, Institute of Personnel Management, Londres.
LARSON, J. H. y NELSON, J. (1984), «Women, friendship and adaptation to prison», Journal of Criminal Justice, 12, pp. 601–15.
LAWLER, E. E. (1983), Pay and Organisation Development, Addison–Wesley, Massachusetts.
LEIGHTON, A. H. (1945), The governing of men: General principles and recommendations based on experience at a japanese relocation camp, Princeton University Press.
MILLER, G. A. (1967), «Professionals in bureaucracy: alienation among industrial scientists and engineers», American Sociological Review, 32, pp. 755–68.
O’REILLY, C. A. y PUFFER, S. M. (1989), «The impact of rewards and punishments in a social context: a laboratory and field experiment», Journal of Occupational Psychology, 62, pp. 41–53.
O’REILLY, C. A. y WEITZ, B. A. (1980), «Managing marginal employees: The use of warnings and dismissals», Administrative Science Quarterly, 25, pp. 467–84.
OSORIO, M., TOVAR, P. y FORNIELES, A. (1997), «Gain Sharing: Cómo generar y estimular la participación y el compromiso de los empleados mediante la política retributiva», Capital Humano, 98, pp. 45–50.
PODSAKOFF, P. M. (1982), «Determinants of supervisors use of reward and punishment. A literature review and suggestions for future research», Organizational Behavior and Human Performance, 29, pp. 58–83.
PODSAKOFF, P. M., TODOR, W. D., GROVER, B. A. y GUBER, O. L. (1984), «Situational moderators of leader reward and punishment behavior –fact or fiction», Organizational Behavior and Human Performance, 34, pp. 21–63.
PORTER, L. W. (1968), The Etiology of Organizational Commitment: A Longitudinal Study of Initial Stages of Employee–Organization Relationships, Manuscrito no publicado.
RAHIM, M. A. y BUNTMAN, G. F. (1989), «Supervisory power bases, styles of handling conflict with subordinates, and subordinate compliance and satisfaction», The Journal of Psychology, 123 (2), pp. 195–210.
SCHNAKE, M. E. y DUMLER, M. P. (1989), «Some unconventional thoughts on the use of punishments in organizations: Reward as punishment and punishment as reward», Journal of Social Behavior and Personality, 4 (1), pp. 97–107.
SIMS, H. P. y SZILAGYI, A. D. (1975), «Leader reward behaviour and satisfaction and performance», Organizational Behavior and Human Performance, 14, pp. 426–38.
TOFFLER, A. (1995), El cambio del poder, P&J, Barcelona, 3ª ed.