Relaciones de la justicia entre compañeros y la justicia del supervisor con el desempeño: un estudio de diario
DOI:
https://doi.org/10.5944/ap.16.1.22458Palabras clave:
estudio de diario, justicia entre compañeros, justicia del supervisor, desempeño, diary study, peer justice, justice from the supervisor, performanceResumen
Resumen
La investigación ha estudiado el impacto de la justicia organizacional, definida como el trato que perciben los trabajadores por parte de una autoridad externa (supervisor u organización en su conjunto), sobre el desempeño como logro en la consecución de los objetivos del trabajo. Sin embargo, se echa en falta investigación de diario que tenga en cuenta otras fuentes de justicia más allá de la autoridad externa. Este estudio analiza la relación de dos fuentes de justicia, justicia del supervisor y justicia entre compañeros, con el desempeño de los trabajadores. Para ello, se ha realizado un estudio de diario para valorar la variabilidad en el desempeño como consecuencia del trato diario de justicia que perciben los trabajadores. Se ha realizado un trabajo de campo con una muestra de 28 trabajadores de una empresa del sector de la automoción, durante 10 días consecutivos. Los resultados mostraron correlaciones promedio estadísticamente significativas del desempeño con la justicia del supervisor (r = 0.41, t(26) = 2.29; p < .05) y la justicia entre compañeros (r = 0.44, t(26) = 2.49, p < .05). Asimismo, se confirmó la existencia de una relación estadísticamente significativa y positiva entre la justicia del supervisor, percibida el primer día de medida, y el desempeño de los trabajadores medido 10 días después. En cambio, no se observó la misma relación con respecto a la justicia de los compañeros. Así, se concluye que: (a) los cambios en justicia van acompañados de cambios en el desempeño y (b) la justicia del supervisor, medida el día de comienzo, es capaz de predecir el desempeño 10 días después.
Abstract
Previous research has investigated the impact of organizational justice, defined as the treatment workers receive from an external authority (supervisor or the organization as a whole), on performance as achievement of task objectives. However, there is a lack of diary studies that consider other sources of justice beyond an external authority. This study analyzes the link from two sources of justice, justice from the supervisor and peer justice, to workers’ performance. To do so, we carried out a diary study to examine variability in employees’ performance as a consequence of variability of daily justice treatment perceived by workers. We conducted a field survey investigation using a sample of 28 workers of a company that pertained to the automotive sector, during 10 successive days. Our findings showed significant average correlations between performance, on the one hand, and both justice from supervisor (r = 0.41, t(26) = 2.29, p < .05) and peer justice (r = 0.44, t(26) = 2.49, p < .05). In addition, it was confirmed a significant and positive relationship between justice from the supervisor, perceived the first measurement day, and employees’ performance measured 10 days after. By contrast, this relationship was not confirmed for peer justice. We conclude the following: a) changes in justice are associated with changes in performance; and b) justice from the supervisor, measured at the starting point, is able to predict performance ten days after.
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