Comportamiento desviado en el trabajo y compartir conocimiento: la relación y el efecto mediador de la alienación laboral

Abstract

El objetivo de este artículo científico es determinar el nivel de asociación entre los comportamientos desviados en el trabajo, la alienación laboral y el compartir conocimiento; asimismo, se determinó en qué medida la alienación laboral media la relación entre los comportamientos desviados en el trabajo y la compartición de conocimiento. A partir de una revisión de literatura y bajo la perspectiva teórica de la “teoría del intercambio social” se formularon las hipótesis de investigación. Por medio de un estudio transeccional en organizaciones mexicanas del sector público, y con base en la percepción de 239 servidores públicos se probaron las hipótesis planteadas.Se realizó un análisis multivariante con la técnica de modelación de ecuaciones estructurales (SEM). Los resultados confirmaron la asociación entre las variables en estudio, y se corroboró que la alienación laboral funge como variable mediadora entre los comportamientos desviados en el trabajo y la compartición de conocimiento entre los empleados.

Tekstil Sektörü Çalışanlarında Güç Mesafesinin İşe Yabancılaşmaya Etkisinde Etik İklimin Rolü

“…İşe yabancılaşma, işe yönelik anlamlılığın yitirilmesi hissidir; bu, bir çalışanın işini yalnızca hayatta kalmanın bir yolu olarak algılayacağı, kendini gerçekleştirme ve tatmin gibi faktörleri göz ardı edeceği anlamına gelmekte ve bu da becerilerinin, deneyimlerinin ve bilgisinin tam olarak kullanılmasını sınırlamaktadır (García-Contreras ve Fierro-Moreno, 2019). İşe yabancılaşma, iş rolüne düşük düzeyde bağlılık gösteren, işe karşı hevesli olmayan bir tutumun temsilidir (Kobasa, Maddi ve Kahn, 1982).…”

Work Alienation, Deviant Workplace Behavior and Performance in Public Sector

“…Work alienation is a feeling of the loss of meaningfulness towards the job; this means that an employee will only perceive his job as a way of survival, overlooking factors such as self-fulfillment and satisfaction, which limits the full use of his skills, experiences, and knowledge [35]. In addition, there is a risk that it becomes ingrained in the minds of employees and is reflected in an automatic and systematic response to operational requirements [36,37], in turn affecting both individual performance and organizational performance [38].…”

“…For the study of work alienation, three main dimensions have been considered: (1) impotence (powerlessness), which occurs when the employee experiences a lack of control over operating conditions and aspects related to work; (2) meaninglessness, which is observed when the employee does not find meaning in the contribution of his work to the purposes of the organization; and (3) self-distancing (self-estrangement), which occurs when the work only manages to satisfy the needs of the organization (extrinsic features) and does not represent a means to express the maximum of the employee's human potential [35,38]. The document is organized as follows.…”

“…On the other hand, intensity refers to the severity of the damage and can be presented as minor or major damage to the organization, teammates, or clients. In addition, it considers four kinds of deviation: (1) toward production (e.g., leaving early, taking breaks excessively, intentionally working slowly, and wasting resources); (2) political deviation (e.g., showing favoritism, slander, unfair competition); (3) misuse of property (e.g., sabotaging equipment, accepting kickbacks, lying during hours worked, stealing from the organization); and (4) personal aggression (e.g., verbal abuse, stealing, committing actions that endanger the well-being of others and peers, and sexual harassment) [15,22,23,35].…”

“…First, when analyzing the incidence of attitudes on behaviors [47,48], it was found that positive attitudes (e.g., job satisfaction) influence positive voluntary behaviors (e.g., citizen behaviors in the organization and organizational commitment). However, in the opposite manner, negative attitudes, such as work alienation, are presented, which leads the employee to experience negative emotions that are reflected in negative voluntary behaviors, such as deviance, with the aim of showing their discontent with the organization or those who integrate it [13][14][15]18,28,30,35,41,49].…”