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Climas éticos e comportamentos de cidadania organizacional

Resumos

O estudo analisa as relações entre cinco climas éticos e quatro Comportamentos de Cidadania Organizacional (CCO). A amostra é composta por 269 díades superior-subordinado. Cada subordinado descreveu as suas percepções de climas éticos; os seus CCO foram relatados pelo respectivo superior. Os dados sugerem o seguinte: a) as pessoas retraem-se na execução de CCO quando denotam elevadas percepções do clima auto-interesse; b) algo similar ocorre com o clima leis/códigos; c) as mulheres e os homens reagem distintamente ao clima lucros; d) os padrões de reação dos colaboradores fabris e não-fabris também divergem. Os resultados indicam a necessidade de se desenvolverem pesquisas que testem a existência de variáveis moderadoras na relação climas-CCO.

Climas éticos; comportamentos de cidadania organizacional; desempenho contextual; eficácia organizacional; cultura nacional


The study aims at showing how five ethical climates explain four Organizational Citizenship Behaviors (OCB). A sample comprising 269 subordinate-supervisor dyads was collected. Each subordinate described his/her perceptions of ethical climates; their supervisors reported the OCB. The main findings are as following: a) people decrease their OCB when they perceive that self-interest climate is high; b) the same tends to occur with laws/codes climate; c) men and women react oppositely to the company profit ethical climate; d) production and non-production employees also react differently. The results suggest the need to investigate the variables that may moderate the relationships between ethical climates and OCB.

Ethical climates; organizational citizenship behaviors; contextual performance; organizational effectiveness; national culture


ORGANIZAÇÕES

Climas éticos e comportamentos de cidadania organizacional

Arménio Rego

Professor do Departamento de Economia, Gestão e Engenharia Industrial da Universidade de Aveiro (Portugal). E-mail: arego@egi.ua.pt

RESUMO

O estudo analisa as relações entre cinco climas éticos e quatro Comportamentos de Cidadania Organizacional (CCO). A amostra é composta por 269 díades superior-subordinado. Cada subordinado descreveu as suas percepções de climas éticos; os seus CCO foram relatados pelo respectivo superior. Os dados sugerem o seguinte: a) as pessoas retraem-se na execução de CCO quando denotam elevadas percepções do clima auto-interesse; b) algo similar ocorre com o clima leis/códigos; c) as mulheres e os homens reagem distintamente ao clima lucros; d) os padrões de reação dos colaboradores fabris e não-fabris também divergem. Os resultados indicam a necessidade de se desenvolverem pesquisas que testem a existência de variáveis moderadoras na relação climas–CCO.

Palavras-chave: Climas éticos, comportamentos de cidadania organizacional, desempenho contextual, eficácia organizacional, cultura nacional.

ABSTRACT

The study aims at showing how five ethical climates explain four Organizational Citizenship Behaviors (OCB). A sample comprising 269 subordinate-supervisor dyads was collected. Each subordinate described his/her perceptions of ethical climates; their supervisors reported the OCB. The main findings are as following: a) people decrease their OCB when they perceive that self-interest climate is high; b) the same tends to occur with laws/codes climate; c) men and women react oppositely to the company profit ethical climate; d) production and non-production employees also react differently. The results suggest the need to investigate the variables that may moderate the relationships between ethical climates and OCB.

Key words: Ethical climates, organizational citizenship behaviors, contextual performance, organizational effectiveness, national culture.

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BIBLIOGRAFIA

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BARNARD, C. I. The functions of executive. Cambridge, MA : Harvard University Press, 1938.

BORMAN, W. C., MOTOWIDLO, S. J. Expanding the criterion domain to include elements of contextual performance. In: SCHMITT, N., BORMAN, W. C. Personality selection. San Francisco : Jossey Bass, 1993. p. 71-98.

BORMAN, W. C., MOTOWIDLO, S. J. Task performance and contextual performance: the meaning for personnel selection research. Human Performance, v. 10, p. 99-109, 1997.

BURROUGHS, S. M., EBY, L. T. Psychological sense of community at work: a measurement system and explanatory framework. Journal of Community Psychology, v. 26, n. 6, p. 509-532, 1998.

BYRNE, B. M. Structural equation modeling with Lisrel, Prelis, and Simplis. London : Lawrence Erlbaum Associates, 1998.

CHATMAN, J. A. Matching people and organizations: selection and socialization in public accounting firms. Administrative Science Quarterly, v. 36, p. 459-484, 1991.

CHATTOPADHYAY, P. Beyond direct and symmetrical effects: the influence of demographic dissimilarity on organizational citizenship behavior. Academy of Management Journal, v. 42, n. 3, p. 273-287, 1999.

CHRISTIANSEN, N., VILLANOVA, P., MIKULAY, S. Political influence compatibility: fitting the person to the climate. Journal of Organizational Behavior, v. 18, p. 709-730, 1997.

COSTA, A. C. Theoretical considerations over trust: relevant aspects for organizational behavior. Psicologia, v. XIII, n. 1-2, p. 85-98, 1999.

COSTA,A.C., ROE, R.A., TAILLIEU,T.Trust within teams: the relation with performance effectiveness. European Journal of Work and Organizational Psychology, v. 10, p. 225-244, 2001.

CULLEN, J. B., VICTOR, B., BRONSON, J. W. The ethical climate questionnaire: an assessment of its development and validity. Psychological Reports, v. 73, p. 667-674, 1993.

CULLEN, J.B., VICTOR,B., STEPHENS, C.An ethical report: assessing the organization's ethical climate. Organizational Dynamics, v.18, p. 50-62, 1989.

DANSEREAU JR., F., ALUTTO, J. Level-of-analysis issues in climate and culture research. In: SCHNEIDER, B. Organizational climate and culture. San Francisco : Jossey Bass, 1990. p. 193-236.

DAWIS, R. V. Person-environment fit and job satisfaction. In: CRANNY, C. J., SMITH, C., STONE, E. F. Job satisfaction. New York : Lexington Books, 1992.

DECKOP, J. R., MANGEL, R., CIRKA, C. C. Getting more than you pay for: organizational citizenship behavior and pay-for-performance plans. Academy of Management Journal, v. 42, n. 4, p. 420-428, 1999.

DUTTON, J. E., DUBERICH, J. M., HARQUAIL, C. V. Organizational images and member identification. Administrative Science Quarterly, v. 39, p. 239-263, 1994.

EINSENBERGER, R. et al. Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, v. 82, n. 5, p. 812-820, 1997.

FARH, J., EARLEY, P. C., LIN, S. Impetus for action: a cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, v. 42, p. 421-444, 1997.

FINEGAN, J. E. The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, v. 73, p. 149169, 2000.

GEORGE, J. M., BETTENHAUSEN, K. Understanding prosocial behavior, sales performance, and turnover: a group-level analysis in a service context. Journal of Applied Psychology, v. 75, p. 698-709, 1990.

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KRAIMER, M. L. Organizational goals and values: a socialization model. Human Resource Management Review, v. 7, n. 4, p. 425-447, 1997.

KRISTOFF, A. L. Person-organization fit: an integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, v. 49, p. 1-48, 1996.

MCGILTON, K., PRINGLE, D. M. The effects of perceived and preferred control on nurses' job satisfaction in long term care environments. Research in Nursing & Health, v. 22, p. 251-261, 1999.

MILLWARD, L. J., HOPKINS, L. J. Psychological contracts, organization and job commitment. Journal of Applied Social Psychology, v. 28, n. 16, p. 1530-1556, 1998.

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MOORMAN, R. H., BLAKELY, G. L., NIEHOFF, B. P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, v. 41, p. 351-357, 1998.

MORRISON, E. W. Role definitions and organizational citizenship behavior: the importance of the employee's perspective. Academy of Management Journal, v. 37, p. 1543-1567, 1994.

MORRISON, E.W., PHELPS, C. C.Taking charge at work: extrarole efforts to initiate workplace change. Academy of Management Journal, v. 42, n. 4, p. 403-419, 1999.

NETEMEYER, R. G. et al. An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, v. 61, p. 85-98, 1997.

NUNNALLY, J. C. Psychometric theory. New York : McGraw-Hill, 1978.

OLSON, L. Ethical climate in health care organizations. International Nursing Review, v. 42, n. 3, p. 85-90, 1995.

O'REILLY III, C. A., CHATMAN, J., CALDWELL, D. F. People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, v. 34, n. 3, p. 487-516, 1991.

ORGAN, D. W. Organizational citizenship behavior: its construct clean-up time. Human Performance, v. 10, p. 85-97, 1997.

ORGAN, D. W. Organizational citizenship behavior: the good soldier syndrome. Lexington, MA : Lexington Books, 1998.

ORGAN, D. W., PAINE, J. B. A new kind of performance for industrial and organizational psychology: recent contributions to the study of organizational citizenship behavior. International Review of Industrial and Organizational Psychology, v. 14, p. 338-368, 1999.

ORGAN, D. W., RYAN, K. A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, v. 48, p. 775-802, 1995.

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  • ANDERSSON, L. M., BATEMAN, T. S. Cynicism in the workplace: some causes and effects. Journal of Organizational Behavior, v. 18, n. 5, p. 449-469, 1997.
  • BARNARD, C. I. The functions of executive Cambridge, MA : Harvard University Press, 1938.
  • BORMAN, W. C., MOTOWIDLO, S. J. Expanding the criterion domain to include elements of contextual performance. In: SCHMITT, N., BORMAN, W. C. Personality selection San Francisco : Jossey Bass, 1993. p. 71-98.
  • BORMAN, W. C., MOTOWIDLO, S. J. Task performance and contextual performance: the meaning for personnel selection research. Human Performance, v. 10, p. 99-109, 1997.
  • BURROUGHS, S. M., EBY, L. T. Psychological sense of community at work: a measurement system and explanatory framework. Journal of Community Psychology, v. 26, n. 6, p. 509-532, 1998.
  • BYRNE, B. M. Structural equation modeling with Lisrel, Prelis, and Simplis London : Lawrence Erlbaum Associates, 1998.
  • CHATMAN, J. A. Matching people and organizations: selection and socialization in public accounting firms. Administrative Science Quarterly, v. 36, p. 459-484, 1991.
  • CHATTOPADHYAY, P. Beyond direct and symmetrical effects: the influence of demographic dissimilarity on organizational citizenship behavior. Academy of Management Journal, v. 42, n. 3, p. 273-287, 1999.
  • CHRISTIANSEN, N., VILLANOVA, P., MIKULAY, S. Political influence compatibility: fitting the person to the climate. Journal of Organizational Behavior, v. 18, p. 709-730, 1997.
  • COSTA, A. C. Theoretical considerations over trust: relevant aspects for organizational behavior. Psicologia, v. XIII, n. 1-2, p. 85-98, 1999.
  • COSTA,A.C., ROE, R.A., TAILLIEU,T.Trust within teams: the relation with performance effectiveness. European Journal of Work and Organizational Psychology, v. 10, p. 225-244, 2001.
  • CULLEN, J. B., VICTOR, B., BRONSON, J. W. The ethical climate questionnaire: an assessment of its development and validity. Psychological Reports, v. 73, p. 667-674, 1993.
  • CULLEN, J.B., VICTOR,B., STEPHENS, C.An ethical report: assessing the organization's ethical climate. Organizational Dynamics, v.18, p. 50-62, 1989.
  • DANSEREAU JR., F., ALUTTO, J. Level-of-analysis issues in climate and culture research. In: SCHNEIDER, B. Organizational climate and culture San Francisco : Jossey Bass, 1990. p. 193-236.
  • DAWIS, R. V. Person-environment fit and job satisfaction. In: CRANNY, C. J., SMITH, C., STONE, E. F. Job satisfaction New York : Lexington Books, 1992.
  • DECKOP, J. R., MANGEL, R., CIRKA, C. C. Getting more than you pay for: organizational citizenship behavior and pay-for-performance plans. Academy of Management Journal, v. 42, n. 4, p. 420-428, 1999.
  • DUTTON, J. E., DUBERICH, J. M., HARQUAIL, C. V. Organizational images and member identification. Administrative Science Quarterly, v. 39, p. 239-263, 1994.
  • EINSENBERGER, R. et al. Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, v. 82, n. 5, p. 812-820, 1997.
  • FARH, J., EARLEY, P. C., LIN, S. Impetus for action: a cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, v. 42, p. 421-444, 1997.
  • FINEGAN, J. E. The impact of person and organizational values on organizational commitment. Journal of Occupational and Organizational Psychology, v. 73, p. 149169, 2000.
  • GEORGE, J. M., BETTENHAUSEN, K. Understanding prosocial behavior, sales performance, and turnover: a group-level analysis in a service context. Journal of Applied Psychology, v. 75, p. 698-709, 1990.
  • GLICK, W. Conceptualizing and measuring organizational and psychological climate: pitfalls in multi-level research. Academy of Management Review, v. 11, p. 601-616, 1985.
  • GOODMAN, S. A., SVYANTEK, D. J. Person-organization fit and contextual performance: do shared values matter. Journal of Vocational Behavior, v. 55, p. 254275, 1999.
  • GOULDNER, A. W. The norm of reciprocity: a preliminary statement. American Sociological Review, v. 25, p. 161178, 1960.
  • HODSON, R. Management citizenship behavior: a new concept and an empirical test. Social Problems, v. 46, n. 3, p. 460-478, 1999.
  • HOFSTEDE, G. Culturas e organizações: compreender a nossa programação mental. Lisboa : Edições Sílabo, 1997.
  • JAMES, L. R. et al. Psychological climate: implications from cognitive social learning theory and interactional psychology. Personnel Psychology, v. 31, p. 783-814, 1978.
  • JAMES, L. R.,JONES,A.P. Organizational climate: a review of theory and research. Psychological Bulletin, v. 81, n. 12, p. 1096-1112, 1974.
  • JONES, A. P., JAMES, L. R. Psychological climate: dimensions and relationships of individual and aggregated work environment perceptions. Organizational Behavior and Human Performance, v. 23, p. 201-250, 1979.
  • KATZ, D.The motivational basis of organizational behavior. Behavioral Science, v. 9, p. 131-133, 1964.
  • KIM, W. C., MAUBORGNE, R. A. Fair process: managing in the knowledge economy. Harvard Business Review, v. 75, n. 4, p. 65-75, 1997.
  • KRAIMER, M. L. Organizational goals and values: a socialization model. Human Resource Management Review, v. 7, n. 4, p. 425-447, 1997.
  • KRISTOFF, A. L. Person-organization fit: an integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, v. 49, p. 1-48, 1996.
  • MCGILTON, K., PRINGLE, D. M. The effects of perceived and preferred control on nurses' job satisfaction in long term care environments. Research in Nursing & Health, v. 22, p. 251-261, 1999.
  • MILLWARD, L. J., HOPKINS, L. J. Psychological contracts, organization and job commitment. Journal of Applied Social Psychology, v. 28, n. 16, p. 1530-1556, 1998.
  • MINTZBERG, H. The structuring of organizations. In: QUINN, J. B., MINTZBERG, H., JAMES, R. M. The strategy process Englewood Cliffs, NJ : Prentice Hall, 1988. p. 276-304.
  • MOORMAN, R. H., BLAKELY, G. L., NIEHOFF, B. P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? Academy of Management Journal, v. 41, p. 351-357, 1998.
  • MORRISON, E. W. Role definitions and organizational citizenship behavior: the importance of the employee's perspective. Academy of Management Journal, v. 37, p. 1543-1567, 1994.
  • MORRISON, E.W., PHELPS, C. C.Taking charge at work: extrarole efforts to initiate workplace change. Academy of Management Journal, v. 42, n. 4, p. 403-419, 1999.
  • NETEMEYER, R. G. et al. An investigation into the antecedents of organizational citizenship behaviors in a personal selling context. Journal of Marketing, v. 61, p. 85-98, 1997.
  • NUNNALLY, J. C. Psychometric theory New York : McGraw-Hill, 1978.
  • OLSON, L. Ethical climate in health care organizations. International Nursing Review, v. 42, n. 3, p. 85-90, 1995.
  • O'REILLY III, C. A., CHATMAN, J., CALDWELL, D. F. People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, v. 34, n. 3, p. 487-516, 1991.
  • ORGAN, D. W. Organizational citizenship behavior: its construct clean-up time. Human Performance, v. 10, p. 85-97, 1997.
  • ORGAN, D. W. Organizational citizenship behavior: the good soldier syndrome. Lexington, MA : Lexington Books, 1998.
  • ORGAN, D. W., PAINE, J. B. A new kind of performance for industrial and organizational psychology: recent contributions to the study of organizational citizenship behavior. International Review of Industrial and Organizational Psychology, v. 14, p. 338-368, 1999.
  • ORGAN, D. W., RYAN, K. A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, v. 48, p. 775-802, 1995.
  • PODSAKOFF, P. M., AHEARNE, M., MACKENZIE, S. B. Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, v. 82, p. 262-270, 1997.
  • PODSAKOFF, P. M. et al. Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, v. 26, n. 3, p. 513- 563, 2000.
  • PODSAKOFF, P. M., MACKENZIE, S. B. Impact of organizational citizenship behavior on organizational performance: a review and suggestions for future research. Human Performance, v. 10, n. 2, p. 133-151, 1997.
  • PODSAKOFF, P. M., MACKENZIE, S. B., BOMMER, W. H. Meta-analysis of the relationships between Kerr and Jermier's substitutes of leadership and employee job attitudes, role perceptions, and performance. Journal of Applied Psychology, v. 81, n. 4, p. 380- 399, 1996a.
  • PODSAKOFF, P. M., MACKENZIE, S. B., BOMMER, W. H. Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, v. 22, n. 2, p. 259- 298, 1996b.
  • RANDALL, M. L. et al. Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, v. 20, p. 159-174, 1999.
  • REGO, A. Comportamentos de cidadania organizacional: operacionalização de um constructo, Psicologia, v. XIII, n. 1-2, p. 127-148, 1999a.
  • REGO, A. Cidadania organizacional e eficácia: um contributo empírico. Revista Portuguesa de Gestão, v. II, p. 5-19, 1999b.
  • REGO, A. Comportamentos de cidadania organizacional: uma abordagem empírica a alguns dos seus antecedentes e consequências. Tese (Doutoramento) Instituto Superior de Ciências do Trabalho e da Empresa, 2000a.
  • REGO, A. Justiça e comportamentos de cidadania. Comportamento Organizacional e Gestão, v. 6, n. 1, p. 73-94, 2000b.
  • REGO, A. Climas éticos organizacionais: validação do constructo a dois níveis de análise. Psicologia: Organizações e Trabalho, v. 1, n. 1, p. 69-106, 2001a.
  • REGO, A. Comportamentos de cidadania nas organizações Lisboa : McGraw-Hill, 2001b. (Em preparação).
  • REGO, A. O papel explicativo da congruência ética para os comportamentos de cidadania organizacional. Psychologica, v. 27, p. 155-176, 2001c.
  • ROBINSON, S. L. Trust and breach of the psychological contract. Administrative Science Quarterly, v. 41, p. 574- 599, 1996.
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Datas de Publicação

  • Publicação nesta coleção
    15 Fev 2011
  • Data do Fascículo
    Mar 2002
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