Bem-estar no trabalho: influências das bases de poder do supervisor e dos tipos de conflito

Abstract

The work is recognized like a fundamental aspect in the human life. By decades it literature that studies it came back for the negative aspects of work in the worker's life and in the organization results. However, with the advent of the Positive Psychology consequence a studies focus deviation for the individual and organizational life positive aspects. In consequence of this new vision, it arose the concept of at work well-being, understood a psychological multidimentional construct, compound by three variables: job satisfaction, job involvement, and affective organizational commitment. Results of other studies point that reward power bases, legitimate power, power of reference and expertise power, and task conflicts induce functional results in context organizational variables, while power base of coercion and conflict of relationship induce disfunctional effects. The goal of this study was to investigate the power of explanation of the model formed by power basis of the supervisor (reward, coercion, legitimate and expert) and conflicts (task and relationship) between supervisor and subordinate and between members of group in the workers' well-being. They took part 130 workers from several companies of Goiás. Most (60%) belonged to the feminine sex, with average age of 30 years (SD = 9,1). The minimum education was corresponding to the average teaching, and 52% owned complete superior level and majority performed administrative functions (75%). Moreover, they worked, at least, three months subordinated to the same boss and at the same equips. For variables measure, were used validated scales evaluated BET's indicators, intragrupal conflicts and bases of power. The data were submitted at descriptive calculations and at analyses of multiple lineal regression standard. The results indicated that the model that gathered the antecedent variables (bases of power and conflicts between supervisor and subordinate and conflict between colegues) explained significantly variance of job satisfaction (20% of satisfaction with organizational support, 15% of the satisfaction with social utility of organization and work, 19% of satisfaction with affective job relationship, 20% of satisfaction with professional recognition and 18% of dissatisfaction with lack of psychossocial support). The significant and positive predictors of satisfaction were bases of legitimate power and expert. The significante and inverse preditor of dissatisfaction with lack of psychossocial support was the task supervisorsubordinate conflict. The results suggest that bases of legitimate power and expert can collaborate to increase job satisfaction and suggest too that presence of task conflict seems to enrich the work, decreasing dissatisfaction. Such results contribute for a larger understanding on the results still inconclusive of the boarded themes.