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Abstract(s)
É no trabalho que se encontram os recursos sociais, materiais, emocionais e
psicológicos, que proporcionam a satisfação das necessidades do indivíduo e que
influenciam o seu envolvimento na tarefa e o nível de desempenho.
Assim, tendo como objetivo geral verificar se o bem-estar psicológico e o work
engagement contribuem para o desempenho organizacional dos colaboradores de
empresas de pequena e média dimensão sediadas na Região Autónoma da Madeira, foi
realizada uma investigação de cariz quantitativo, descritivo, correlacional e transversal.
Através da aplicação de um questionário a 186 colaboradores, constituído por
quatro partes, a primeira destinada a caracterizar a nível pessoal e profissional os
inquiridos, a segunda compreende a escala do bem-estar psicológico (Novo, Duarte-
Silva & Peralta, 2004) a terceira a escala do work engagement (Chambel, Castanheira &
Sobral, 2014) e a quarta, a escala do desempenho percecionado (Williams & Anderson,
1991) foi possível identificar uma relação significativa entre o bem-estar psicológico, o
work engagement e o desempenho. Especificamente, constatou-se que o bem-estar
psicológico e o work engagement relacionam-se positivamente entre si, e que o bemestar
e o work engagement influenciam positivamente o desempenho dos colaboradores
nas organizações.
Conclui-se que as empresas necessitam de implementar práticas de recursos
humanos que promovam o bem-estar psicológico, o work engagement e o desempenho
organizacional, através de formação, avaliação de desempenho, equilíbrio famíliatrabalho,
oportunidade de desenvolvimento de carreira, qualidade dos processos de
comunicação, programas de saúde e segurança, recompensas, reconhecimento e
benefícios.
It is at work that the social, material, emotional and psychological resources are found, which provide the satisfaction of the individual's needs and influence their involvement in the task and the level of performance. Thus, with the general objective of verifying whether psychological well-being and work engagement contribute to the organizational performance of employees of small and medium-sized enterprises based in the Autonomous Region of Madeira, a quantitative, descriptive, correlational and research was conducted transverse. By applying a questionnaire to 186 employees, consisting of four parts, the first to characterize respondents personally and professionally, the second comprises the psychological well-being scale (Novo, Duarte-Silva & Peralta, 2004) third the work engagement scale (Chambel, Castanheira & Sobral, 2014) and the fourth, the perceived performance scale (Williams & Anderson, 1991) it was possible to identify a significant relationship between psychological well-being, work engagement and performance. Specifically, it was found that psychological well-being and work engagement are positively related to each other, and well-being and work engagement positively influence employee performance in organizations. It is concluded that enterprises need to implement human resources practices that promote psychological well-being, work engagement and organizational performance through training, performance evaluation, family-work balance, career development opportunity, quality of work communication processes, health and safety programs, rewards, recognition and benefits.
It is at work that the social, material, emotional and psychological resources are found, which provide the satisfaction of the individual's needs and influence their involvement in the task and the level of performance. Thus, with the general objective of verifying whether psychological well-being and work engagement contribute to the organizational performance of employees of small and medium-sized enterprises based in the Autonomous Region of Madeira, a quantitative, descriptive, correlational and research was conducted transverse. By applying a questionnaire to 186 employees, consisting of four parts, the first to characterize respondents personally and professionally, the second comprises the psychological well-being scale (Novo, Duarte-Silva & Peralta, 2004) third the work engagement scale (Chambel, Castanheira & Sobral, 2014) and the fourth, the perceived performance scale (Williams & Anderson, 1991) it was possible to identify a significant relationship between psychological well-being, work engagement and performance. Specifically, it was found that psychological well-being and work engagement are positively related to each other, and well-being and work engagement positively influence employee performance in organizations. It is concluded that enterprises need to implement human resources practices that promote psychological well-being, work engagement and organizational performance through training, performance evaluation, family-work balance, career development opportunity, quality of work communication processes, health and safety programs, rewards, recognition and benefits.
Description
Keywords
Bem-estar psicológico Work engagement Desempenho organizacional Empresas Região Autónoma da Madeira Psychological well-being Organizational performance Enterprises Autonomous Region of Madeira