Acceso usuarios
Alicia G. Omar
Las investigaciones sobre el rendimiento laboral habitualmente diferencian entre ejecuciones inherentes al rol y ejecuciones extra rol o extra papel. Por definición, los comportamientos extra papel son todas aquellas acciones ejecutadas por los empleados en su lugar de trabajo que exceden los requerimientos formales de su puesto. Tales comportamientos pueden ser positivos o negativos para la organización. Los comportamientos positivos, comúnmente identificados como “comportamientos de ciudadanía organizacional” (CCO), caracterizan a los empleados que hacen más de lo que la empresa espera de ellos. Los comportamientos negativos, identificados como “comportamientos contraproducentes” (CCP), caracterizan a los empleados que no hacen lo suficiente o que trabajan activamente para dañar a la empresa. El objetivo del presente artículo es presentar una puesta al día de los estudios sobre el tema. En primer lugar se analiza la génesis de ambos tipos de comportamientos. Luego se exponen dos posturas antagónicas sobre su naturaleza: polos opuestos de un mismo constructo versus dos constructos diferentes. Seguidamente, se presentan algunos modelos desarrollados para explicar la emergencia de tales comportamientos. Finalmente, se exponen las fortalezas y debilidades de los enfoques empleados para medir estos comportamientos. El desideratum final es ofrecer a los especialistas un instrumento de consulta rápido y actualizado.AbstractUsually, research on the performance tends to distinguish between in role behaviors and extra role behaviors. By definition, extra role behaviors are all those activities performed by employees in their workplaces that exceed the formal requirements of his job. Such behaviors may be positive or negative for the organization. Positive extra role behaviors commonly identified as “organizational citizenship behaviors” (OCB), characterize the employees who make more than the company expected of them. Negative extra role behaviors, identified as “counterproductive organizational behavior” (COB), characterize the employees who are not doing enough or are actively working to harm the company. The aim of this paper is to present an update of studies on the subject. First, we analyze the genesis of both types of behaviors. Then, we present two conflictive views about its nature: opposite poles of the same construct versus two different constructs. Next, we present some models developed to explain the emergence of such behaviors. Finally, we present the strengths and weaknesses of the main approaches used to measure these behaviors. The final desideratum is to offer a quick reference and updated tool.
Usually, research on the performance tends to distinguish between in role behaviors and extra role behaviors. By definition, extra role behaviors are all those activities performed by employees in their workplaces that exceed the formal requirements of his job. Such behaviors may be positive or negative for the organization. Positive extra role behaviors commonly identified as “organizational citizenship behaviors” (OCB), characterize the employees who make more than the company expected of them. Negative extra role behaviors, identified as “counterproductive organizational behavior” (COB), characterize the employees who are not doing enough or are actively working to harm the company. The aim of this paper is to present an update of studies on the subject. First, we analyze the genesis of both types of behaviors. Then, we present two conflictive views about its nature: opposite poles of the same construct versus two different constructs. Next, we present some models developed to explain the emergence of such behaviors. Finally, we present the strengths and weaknesses of the main approaches used to measure these behaviors. The final desideratum is to offer a quick reference and updated tool.
