Relações entre criatividade, esperança, otimismo e desempenho profissional

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Abstract

O desempenho profissional nas organizações diz respeito aos comportamentos que são apresentados pelos empregados a fim de atender às expectativas das atividades que realizam. A importância desses comportamentos é evidente para o sucesso da organização e, consequentemente, verifica-se uma grande preocupação em promovê-los. Um dos requisitos para promover o desempenho profissional é conhecer as variáveis relacionadas a ele. Neste estudo buscou-se elucidar as relações entre desempenho profissional e esperança, otimismo e criatividade, bem como testar um modelo preditivo do desempenho a partir dessas variáveis. Participaram 194 funcionários de seis empresas privadas que trabalhavam em funções de vendas e recuperação de crédito. Verificaram-se correlações positivas entre desempenho e esperança, otimismo e criatividade. Quando as variáveis foram tomadas em conjunto a esperança e a criatividade foram aquelas capazes de predizer o desempenho. Esses resultados permitem concluir que o estímulo ao potencial criativo e ao desenvolvimento da esperança dos funcionários é fundamental para obter um desempenho organizacional superior e promover o florescimento dos indivíduos.

Translated abstract

Job performance in organizations refers to the real behaviors exhibited by employees to achieve the expectations of success of organizations. The relevance of these behaviors for organizational success is evident and, therefore, we observe a great concern in promoting them. One of the requirements to promote job performance is to learn what variables are related to it. This study aimed to elucidate the relationship between job performance, hope, optimism and creativity, and also test a model to predict job performance based on these variables. The participants were 194 employees from six private companies, working in sales and credit recovery functions. The results indicated positive correlations between performance, hope, optimism and creativity. When the variables were taken together hope and creativity were those able to predict performance. The results suggest that stimulating creative potential and the development of hope among employees is essential to reach a superior organizational performance and help individuals to flourish.

Translated abstract

El desempeño profesional en las organizaciones se refiere a los comportamientos reales que son presentados por los empleados con el fin de satisfacer las expectativas de suceso de la organización. La relevancia de estos comportamientos es evidente y por eso existe una gran preocupación con su promoción. Uno de los requisitos para promover el desempeño profesional es conocer las variables que se relacionan a él. Este estudio tuvo como objetivo esclarecer la relación entre el desempeño laboral y la esperanza, el optimismo y la creatividad, así como testar un modelo predictivo del desempeño basado en estas variables. El estudio incluyó 194 empleados de seis empresas privadas, que trabajaban en funciones de ventas y recuperación de crédito. Se observaron correlaciones positivas entre desempeño, esperanza, optimismo, y creatividad. Cuando se tomaron las variables en conjunto, esperanza y creatividad fueron aquellas capaces de predecir el desempeño. Estos resultados sugieren que estimular el potencial creativo y el desarrollo de la esperanza entre los empleados es fundamental para obtener un desempeño organizacional superior y promover el florecimiento de los individuos.

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Most cited references 36

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How to kill creativity.

T M Amabile (1998)

In today's knowledge economy, creativity is more important than ever. But many companies unwittingly employ managerial practices that kill it. How? By crushing their employees' intrinsic motivation--the strong internal desire to do something based on interests and passions. Managers don't kill creativity on purpose. Yet in the pursuit of productivity, efficiency, and control--all worthy business imperatives--they undermine creativity. It doesn't have to be that way, says Teresa Amabile. Business imperatives can comfortably coexist with creativity. But managers will have to change their thinking first. Specifically, managers will need to understand that creativity has three parts: expertise, the ability to think flexibly and imaginatively, and motivation. Managers can influence the first two, but doing so is costly and slow. It would be far more effective to increase employees' intrinsic motivation. To that end, managers have five levers to pull: the amount of challenge they give employees, the degree of freedom they grant around process, the way they design work groups, the level of encouragement they give, and the nature of organizational support. Take challenge as an example. Intrinsic motivation is high when employees feel challenged but not overwhelmed by their work. The task for managers, therefore, becomes matching people to the right assignments. Consider also freedom. Intrinsic motivation--and thus creativity--soars when managers let people decide how to achieve goals, not what goals to achieve. Managers can make a difference when it comes to employee creativity. The result can be truly innovative companies in which creativity doesn't just survive but actually thrives.