Psihologia Resurselor Umane , 12 (2014), 48 – 58 [620909]

Psihologia Resurselor Umane , 12 (2014), 48 – 58
Copyright

48

Universitatea – -Napoca, Romania

The present study evaluates the impact of negative emotions on emotional regulation in four organizations with
different levels of competition. Based on literature, we assume that organizations differ regarding competition and
have diferent levels of negative affects associated. The levels of negative affects have a relationship with the subjects
capacity of self-control as well. Another exploratory objective was the examination of the way in which organization
type and the capacity of self-control could predict negative affect. The results confirmed these two assumptions,
considering also the fact that organization performance could be an indicator of competition, and the negative affects
yielded significant correlations with self-control capacity as well. The results show also the fact that we can predict
negative affect from self-control scores. We conclude with a hypothetical explanation model which could be tested in
future studies.
negative emotions, control, emotional regulation, work environment

citatea de autocontrol poate fi un predictor al afectului negativ. Rezultatele

Correspondence concerning this article -mail: [anonimizat]

49

Germania. Ulter
din domeniul conceptele de
sau (Zapf,
Vogt, Seifert, Mertini, & Isic, 1999), care
general al angajatului.

cu anii 1980, fiind
-se pe calitatea
e
confortului psihic al angajatului.
lucrurilor (Jones & George, 2009). Deci, comportamentului angajatului.

controla. opul este controlul,
managerilor de a le cont
1911).
a
nerecunoscute ca atare.

manageriale, printr-o forma de control

50

l
2002; Sewel & Wilkinson, 1992; Willmott,
1993).
comportamentul liderilor; de e
–
mod predominant incidentele negative,

dorite. Astfel, discursul despre stresul la locul
interesele managerilor (Newton, Handy, &
Fineman, 1995).
cesele de
& Grandey, 2002). Astfel, modelul propus de
control a

diferite. Mai specific,
–
obiectivele postului. Dasborough & pozitive. Am ales, prin urmare, ca principal
obiectiv al acestui studi
Din
altfel spus autocontrolul individual este un
factor individual care poate permite
Mayer & Salovey, 1997). Utilitatea acestei
competitive mode

-ne pe analiza literaturii de
recente ( ), am formulat

Ipoteza 1.

Ne-
fondul concluziilor desprinse dintr-o
2) care a
pozitiv factorii individuali pozitivi (de
exemplu
imentele activatoare
din mediu (de exemplu: agresivitatea

51

de
exemplu: suportul colegilor, control,
ui de exemplu:
Este poate de presupus
autocontrol, cu
-a
o rela

efectele unor niveluri cresc
concluzii privind cauzalitatea dintr-un studiu

Ipoteza 2.

anteri
–
Astfel, Gaddis, Connelly, & Mumford (2004)
au examinat recent feedback-ul negativ
acesta este un eveniment afectiv la locul de

evenimentelor afective, comportamentul

–
doar anumite zone ale
lumii, cum ar fi Statele Unite ale Americii
sau Marea Britanie. Astfel vom putea
.
Un alt obiectiv de tip exploratoriu, care
capacitatea de autocontrol.

La acest studiu au participat 9
-un mediu extrem de competitiv, fiind

52

Cele patru domenii de activitate au fost:

-57 ani
(M = 34.3 ani; AS
organi
ani (AS =
AS =5.87). Din cei
avut studii medii, iar din pers

Chestionarul PANAS-X (Positive and
Negative Affect Schedule – Expanded
negative –
li s-a
psihometrice excelente (Watson & Clark,
1994). Pentru cele 13 subscale ale PANAS-X
coeficientul de co
.64).
Chestionarul Multidimensional de
Personalitate MPQ (Multidimensional
Personality Questionnaire) (Patrick, Curtin,
Tellegen, 2002) permite realizarea unei
structurale. Chestionarul are 18 scale: 3 de Au fost folosite doar scalele de afectivitate
scopului acestui studiu. Chestionarul
Multidimensional de Personalitate MPQ a
au fost di
itemi. Exemplu de itemi pentru scala de
–
percepu
adecvate (Patrick, Curtin, Tellegen, 2002).
Valoarea
este de .83 la scala de si
de .67 la la scala de impulsivitate.
(Achievement Motivation
Inventory ; Schuler, Thornton,
Mueller-Hanso, 2004) permite investigarea
autocontrol (SK –
care subiectul este controlat, concentrat,
compensator (KA – pentru a surprinde

Pentru
coeficientul de
acest studiu este de .68 pentru scala de efort
autocontrol.
Inventarul Psihologic California
(California Psychological Inventory) (Gough,

53

1987) este considerat unul dintre cele mai
bune inventare de personalitate. Am folosit
doar scala de evaluare a autocontrolului (SC),
–
Cronbach Alpha pentru Inventarul Psihologic
California este de . 78 la scala de autocontrol.
. Datele
ate
departamentul de resurse umane, conform
interne ale
– pentru

Investigarea s-a derulat simultan la nivelul

-a dat anterior
acordul asupra acestui demers.
-mail de
informare din partea directorului primite pe e-
momentul primirii testelor.

pentru scorurile la proba PANAS-X
principalelor variabile de interes.
intervalul .30 –
.10 –

descrie acel comportament controlat,
r[92] = -.47,
p r[92]
= -.36, p < .001). Autocontrolul (AMI) are
r[92]
= -.47, p
(r[92] = .35, p < .001), cu frica ( r[92] = -.47,
p < .001), cu ostilitatea ( r[92] = -.40, p <
-.32, p < .001),
r[92] = -.45, p < .001), cu
timiditatea ( r[92] = -.33, p < .001), cu
oboseala ( r[92] = -.48, p < .001). S-
) – considerat a fi acea
–
auto- –
r[92] = -.29, p
<
(r[92] = -.28, p < 0.001). A rezultat, de
r[92] = -.23, p > .05),
r[92] = -.25, p
ostilitate ( r[92] = -.21, p > .05).

54

Tabelul 1. Statisticile descriptive ale variabilelor studiului
Statistici
descriptive
M AS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
1. Gen – – – –
2. Varsta 34.29 6.67 -.17 – –
3. Afectivitate negativa
(MPQ) 2.53 .837 .00 -0.02 –
4. Impulsivitate (MPQ) 2.15 .56 .09 0.11 .44** –
5. Afectivitatea negativa
(PANAS) 1.44 .47 -.05 -0.05 .60** .30** –
6. Afectivitatea pozitiva
(PANAS) 3.62 .58 .19 0.17 -.28** -.05 -.27** –
7. Frica (PANAS) 1.47 .50 -.09 -0.08 .59** .30** .93** -.26** –
8. Ostiltatea (PANAS) 1.38 .51 -.09 -0.09 .57** .30** .79** -.20* .71** –
9. Vinovatia (PANAS) 1.27 .48 -.04 -0.05 .34** .09 .67** -.18 .60** .50** –
10. Tristetea (PANAS) 1.40 .55 -.07 -0.08 .46** .09 .70** -.27** .62** .60** .79** –
11. Jovialitatea (PANAS) 3.66 .64 .05 0.06 -.35** -.01 -.30** .87** -.27** -.26* -.20* -.31** –
12. Siguranta de sine
(PANAS) 3.41 .69 .22* .21* -.23* -.14 -.33** .84** -.32** -.18 -.28** -.29** .72** –
13. Atentia (PANAS) 3.82 .55 .17 -.34** -.20* -.31** .79** -.33** -.25* -.14 -.21* .62** .65** –
14. Timiditatea (PANAS) 1.46 .53 .04 .33** .05 .52** -.23* .48** .22* .56** .55** -.22* -.29** -.20* –
15. Oboseala (PANAS) 1.56 .56 -.16 .46** .22* .69** -.29** .63** .63** .42** .52** -.36** -.29** -.27** .36** –
16. Seninatatea (PANAS) 3.88 .57 -.04 -.32** -.26* -.45** .49** -.43** -.36** -.34** -.32** .43** .48** .48** -.22* -.30** –
17. Surpriza (PANAS) 2.15 .72 -.00 .08 .16 .22* .25* .24* .11 .16 .11 .23* .14 .10 .23* .09 .10 –
18. Autocontrol (AMI) 51.3 6.72 .19 -.47** -.36** -.47** .35** -.47** -.40** -.32** -.45** .34** .40** .37** -.33** -.48** .32** -.11 –
19. Efort compensator
(AMI) 49.22 7.54 .04 .09 .093 -.03 .09 -.03 -.01 .10 .08 .11 .076 .13 .00 .04 -.00 -.10 .12 –
20. Autocontrol (CPI) 17.33 4.14 .04 -.29** -.28** -.23* -.04 -.25* -.21* -.08 -.13 -.07 -.07 .08 -.04 -.18 .03 -.13 .42** -.12 –
21. Performanta 3.19 .954 .21* -.11 -.05 -.01 .10 -.01 -.16 .03 -.02 .15 .12 .07 -.03 -.10 -.07 .04 .15 .07 .03

Efortul compensator (AMI) –
capacitatea individului d
teama –
nesemnificative – .10),
studiul nostru.
astfel prima ipoteza a
I)
(r[92] = -.47, p
Autocontrol(CPI) ( r[92] = -.27, p > .01).
par

Am realizat de asemenea prin procedeul
ce definesc cele patru tipuri de companii din
inanciar,

Analizele bazate pe procedura ANOVA

variabilei independente tipul de companie
asupra variabilei dependente afectivitate
(F[3, 90] = 5.49, p < 0.01).
Tukey HAS au indicat faptul
al pentru
firma din domeniul turismului ( M = 1.77,

55

AS = 0.55) a fost semnificativ diferit de firma
M = 1.39, AS =
domeniul medical ( M = 1.21, AS = 0.34) nu
domeniul financiar ( M = 1.33, AS = 0.39).
one-way ANOVA, s-a constatat de asemenea,
un efect semnificativ al variabilei
independente tipul de companie asupra
variabilei dependente ostilitate, la un nivelul
p F[3, 90] =
6.34, p < 0.001).
turismului ( M = 1.77, AS = 0.62) a fost
semnificativ diferit de firma din domeniul
medical ( M = 1.20, AS = 0.42), de firma din
domeniul financiar ( M = 1.20, AS = 0.42),
M
= 1.18, AS = .39).
S-a observat de asemene
independente tipul de companie asupra
variabilei dependente , la un
nivelul p
90] = 5.56, p < 0.01).
e post hoc folosind testul
financiar ( M = 3.68, AS = 1.46) a fost
semnificativ diferit de cel al firmei din
domeniul medical ( M = 2.64, AS
M =
2.93, AS = 0.62). Cu toate acestea,
(M = 3.68, AS
turismului ( M = 3.48, AS = .60). Deoarece nu
r
dependente din studiul nostru (de exemplu,
direct, poate competitivitatea din cadrul lor poate fi
domeniul financiar este semnificativ
a

–
empiric.
Pe baza rezultatelor primei ipoteze am
autocontrol (AMI) se poate constitui ca
pr
normalitate etc.), s-
lul
-X), care s-a dovedit
R2 = .22, F(1,
92) = 27.00, p < .001.

Obiectivul principal al acestui studiu a fost
–
. De asemenea,
mediile de lucru competitive se pot constitui

56

indirect, despre gradul de competitivitate a

acord cu o parte din literatura de specialitate
pe care s-
Rezultatele pot fi, de asemenea interpretate
prin raportare la teoria evenimentelor afective
(
in
responsabile de ponderea mai mare a

contribuie
negativ, semnificativ, cu acele
comportamente de tip controlat, concentrat,
se
negative.

2011).
energie em1998; Muraven & Baumeister, 2000;
Richards & Gross, 2000). Conceptualizarea

–
negative, pot modera impactul efortului
-o
patru categorii: comerciale, profesionale,

Din rezultatele studiului nostru, inclusiv
din analiza de regresie, se poate avansa
Aaceasta capacitate de autocontrol ar putea fi
tudii viitoare cu

57

putea verifica acest model cu impact clar

care nu ne permite
noi.
ne- model mai
dispro

studiul nostru, iar orice generalizare care s-ar
studiului nostru.
Cercetare
limite referitoare la instrumentele utilizate, la

MPQ care nu au o beneficiat de o adaptare la

negativ a fost culegerea datelor despre
cu perfor
-un

re care ar
studiului, rezultatele raportate constituie un
demers relevant ce poate sta la baza unor
de gestionare gestiona
competitiv, predispozant

thin
Organizations.
University. Fascicle I. Economics and Applied
Informatics Fascicle I , 2, 17-34.
Positive And Negative Emotions
Within The Organizational Context, Global Journal
of Human Social Science , 11(9). Online ISSN:
2249-460x & Print ISSN: 0975 -587X/ 2011 link.
Brotheridge, C.M., & Grandey, A.A. (2002). Emotional
labor and burnout: Comparing two perspectives of
people work. Journal of Vocational Behavior , 60,
17-39.
Dasborough, M. T., Ashkanasy, N. M. (2003).
Leadership and affective events: How uplifts can
ameliorate employee hassles. In C. Cherrey, & L. R.
Matusak (Eds.), Building leadership bridges , (vol. 3,
pp. 58-72). College Park, MD7 James MacGregor,
Burns Academy of Leadership.
– O Metaanaliza.
Poster session presented at the International
Conference in Challenges in Education and
Psychology – Teachers for the Knowledge Society
(EPC-TKS) , Sinaia.
Dasborough, M. T. (2006). Cognitive asymmetry in
employee emotional reactions to leadership
behaviors. The Leadership Quarterly , 17, 163-178.
Fineman, S., & Sturdy, A. (1999). The emotions of
control: A qualitative exploration of environmental
regulation. Human Relations , 52, 631-636.
Gaddis, B., Connelly, S., & Mumford, M. D. (2004).
Failure feedback as an affective event: Influences of
leader affect on subordinate attitudes and
performance. The Leadership Quarterly , 15,
663-686.
Goleman, D. (2001). Ed.Curtea

Grandey, A. (2000). Emotion regulation in the
workplace: A new way to conceptualize emotional
labor. Journal of Occupational Health Psychology ,
5, 95-110.
Grandey, A. (2000). Emotion regulation in the
workplace: A new way to conceptualize emotional
labor. Journal of Occupational Health Psychology ,
5, 95-110.
Goffman, E. (1959). The Presentation of Self in
Everyday Life. Garden City, NJ: Doubleday.
Gross, J. J. (1998). The Emerging Field of Emotion
Regulation: An Integrative Review. Review of
General Psychology , 2, 271-299.
Hopfl, H. (2002), Playing the Part: Reflections on
Aspects of Mere Performance in the Customer-
Client Relationship. Journal of Management Studies,
39, 255-267.
Hochschild, A. R. (1983). The managed heart:
Commercialization of human feeling . Berkeley, CA:
University of California Press.

58

Benefits of Emotional Labor: A Meta-Analysis of
Three Decades of Research, Journal of
Occupational Health Psychology , 16, 361-389.
Jones, G. R., George, J. M. (2009). Contemporary
Management. New York: McGraw-Hill.
Johnson, E., Tversky, A. (1983). Affect, generalization,
and the perception of risk. Journal of Personality
and Social Psychology , 45, 20-31.
Kanner, D.A., Coyne, J. C., Schaefer, C., & Lazarus,
R.S. (1981). Comparison of Two Modes of Stress
Measurement: Daily Hassles and Uplifts Versus
Major Life Events, Journal of Behavioral Medicine ,
4, 1-39.
Mastenbroek, W. (2000). Behavior in organizations as
emotion management: past and present. In
N.M.Ashkanasy, C.E. Hartel, and W. J. Zerbe
(Eds.), Emotions in the Workplace: Developments in
the Study of the Managed Heart. Westport, CT:
Quorum Books.
Mayer, J. D., Salovey, P. (1997). What is emotional
intelligence? In P. Salovey & D. Sluyter (Eds.),
Emotional development and emotional intelligence:
Educational implications (pp. 3-34). New York:
Basic Books
Muraven, M., Baumeister, R.F. (2000). Self-regulation
and depletion of limited resources: Does self-control
resemble a muscle? Psychological Bulletin , 126,
247-259.
Newton, T., Handy, J., & Fineman, S. (1995). Managing
stress: emotion and power at work . London, Sage
Publications.
Pekrun, R., & Frese, M. (1992). Emotions in work and
achievement. In C.L. Cooper & I.T. Robertson
(Eds.), International Review of Industrial and
Organizational Psychology , (vol. 7, pp. 153-200),
Chichester, UK: Wiley.
Patrick, C.J, Curtin, J.J., Tellegen, A. (2002).
Development and validation of a brief form of the
Multidimensional Personality Questionnaire.
Psychol Assessment, 14, 150-63.
Parkinson, B. (1991). Emotional stylists: Strategies of
expressive management among trainee hairdressers.
Cognition and Emotion , 5, 419-434.
Pugh, S. D. (2001). Service with a smile: Emotional
contagion in the service encounter. Academy of
Management Journal , 44, 1018-1027. Richards, J.M., Gross, J.J. (2000). Emotion regulation
and memory: The cognitive costs of keeping one's
cool. Journal of Personality and Social Psychology ,
79, 410-424.
Schuler, H., Thornton, G. C. III, Frintrup, A., Mueller-
Hanson, R. A. (2004). Achievement motivation
Goettingen,
Germany: Hogrefe & Huber.
Sewel, G., Wilkinson, B., (1992). Someone to Watch
Over Me': Surveillance, Discipline and the Just-in-
Time Labour Process. Sociology, 26, 271-289.
Taylor, F. W. (1911). The Principles of Scientific
Management . New York: Harper and Brothers.
Zapf, D., Vogt, C., Seifert, C., Mertini, H., Isic, A.
(1999). Emotion work as a source of stress: The
concept and development of an instrument.
European Journal of Work ad Organizational
Psychology , 8, 370-400.
Watson, D., Clark, L. A., Tellegen, A. (1988).
Development and validation of brief measures of
Positive and Negative Affect: The PANAS scales.
Journal of Personality and Social Psychology , 54,
1063-1070.
Watson, D., Clark, L. A. (1994). The PANAS-X: Manual
for the Positive and Negative Affect Schedule-
Expanded Form. Ames: The University of Iowa.
Weiss, H. M., Cropanzano, R. (1996). Affective events
theory: A theoretical discussion of the structure,
causes and consequences of affective experiences at
work. Research in Organizational Behavior , 18,
1-74.
Wharton, A.S., & Erickson, R.J. (1993). Managing
Emotions on the Job and at Home: Understanding
the Consequences of Multiple Emotional Roles. The
Academy of Management Review , 18, 457-486.
Willmott, H. (1993). Strength is Ignorance; Slavery is
Freedom: Managing culture in Modern
Organizations. Journal of Management Studies , 30,
515-552.
Wong, C.-S. Law, K. S. (2002). The effects of leader
and followe performance
and attitude: An exploratory study. The Leadership
Quarterly , 13, 243-274.