O capital psicológico como mediador de desempenho nas melhores empresas para trabalhar

• Ano de defesa: 2020
• Autor(a) principal: Gomes, Diogo Freitas Pereira
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Uberlândia; Brasil; Programa de Pós-graduação em Psicologia
• Palavras-chave em Português: Capital Psicológico; Políticas e práticas de recursos humanos; Desempenho no trabalho; Melhores empresas para se trabalhar; Psychological capital; Human resources policies and practices,; Job performance; Great place to work; CNPQ::CIENCIAS HUMANAS::PSICOLOGIA::PSICOLOGIA DO TRABALHO E ORGANIZACIONAL; Recursos humanos; Trabalho - Aspectos psicológicos
• Link de acesso: https://repositorio.ufu.br/handle/123456789/31398; http://doi.org/10.14393/ufu.di.2021.5001

The absence of studies that contemplate the relationship between the variables performance, psychological capital and people management practices motivated the realization of this research that aims to cover a gap in the literature through the proposed model, which can bring a contribution both to the community both academic and organizational practices in people management. Thus, this study aimed to investigate the impact of Human Resources Policies and Practices on Performance assessed in two dimensions (Proactive Performance and Task-oriented Performance), this relationship being mediated by Psychological Capital in companies recognized and certified by GPTW as Great Companies for to Work. The study included 215 workers formally linked from 13 different private organizations located in the Triângulo Mineiro, certified as GPTW, 52.6% of whom were health workers, mostly female (74.9%), post-graduated (37, 7%), married (54%), with an average age of 33 years (SD = 7.8) and average time in office equal to 61.56 months (SD = 55.3). Valid and reliable instruments were used for each construct for data collection, with Cronbach's Alpha greater than 0.70. The reliability of the scales for the study sample also showed coefficients greater than 0.70. Multiple regression analyzes were calculated, with proactive performance and dependent variables and independent variables, psychological and political capital and human resources practice as dependent variables. Although the results indicated that Performance maintained positive and significant correlations with all Human Resources Policies and Practices and with Psychological Capital, regression analyzes indicated Involvement as the only Human Resources Policy and Practice that returns Performance, partially ratifying the tested model when confirming Psychological Capital as a mediating variable. It is recommended that other studies replicate the mediation test, with different variables and samples, as well as comparing results found in companies certified as GPTW and companies that do not have this certification. On the one hand, the present work presents contributions to the academic environment by investigating variables in an integrated model in terms of human resources when considering the importance of individual and contextual variables in employee performance. On the other hand, the results found may also contribute to organizational practices of people management based on evidencebased management.