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dc.rights.licenseAttribution 4.0 International*
dc.contributor.authorArregi Uzuriaga, Aitziber
dc.contributor.authorGago, Mónica
dc.contributor.authorLegarra Eizagirre, Maite
dc.date.accessioned2022-03-04T13:00:51Z
dc.date.available2022-03-04T13:00:51Z
dc.date.issued2022
dc.identifier.issn1664-1078en
dc.identifier.otherhttps://katalogoa.mondragon.edu/janium-bin/janium_login_opac.pl?find&ficha_no=167400en
dc.identifier.urihttps://hdl.handle.net/20.500.11984/5478
dc.description.abstractThis research aims to study possible effects or impacts of COVID-19 in the context of a democratic organizational system analyzing how COVID-19 has influenced employees’ perception of their participation in decision-making and its impact on some psychological outcomes and emotions. COVID-19 has accelerated the process of implementation of new frameworks at work (digitalization, teleworking, new skills, and abilities) that have generated the modification of culture and employee management practices. Our hypothesis are, on the one hand, that COVID-19 has generated changes in participation structures and internal communication mechanisms, having to make modifications not to deteriorate the perception of employees about their participation in decision making. On the other hand, COVID-19 has generated changes in the psychological outcomes and emotions of the employees. In the study, we analyze a cooperative belonging to the MONDRAGON cooperative group, where participation in decision-making and ownership is in its DNA. Through qualitative (5 focus groups) and quantitative (short questionnaire) methodologies, involving 42 employees, we investigate firstly, how COVID-19 has affected perceptions about participation in decision-making analyzing what role has played internal communication in these perceptions. Secondly, we investigate how COVID-19 has affected psychological outcomes and emotions. In this case, the perceptions arising from participation in decision-making focus on the assessment that participators make of the governance channels and the day-to-day meetings. Therefore, their appropriateness seems to be a key factor in the perception of participation in the COVID-19 era. Differences have been detected between the perceptions of blue and white collar employees. Such differences have also been founded in the psychological outcomes and emotions. Although this is a single case study, the analysis carried out provides elements of reflection to modify and restructure the decision-making and participation mechanisms, adapting them to the needs of blue and white collar employees in order to “guarantee” the expected outcomes.es
dc.language.isoengen
dc.publisherFrontiersen
dc.rights© 2022 Arregi, Gago and Legarraen
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectParticipación de los trabajoreses
dc.subjectCOVID-19es
dc.subjectGestión de recursos humanoses
dc.subjectSatisfacción en el trabajoes
dc.subjectBienestar en el trabajoes
dc.titleEmployee Perceptions About Participation in Decision-Making in the COVID Era and Its Impact on the Psychological Outcomes: A Case Study of a Cooperative in MONDRAGON (Basque Country, Spain)en
dcterms.accessRightshttp://purl.org/coar/access_right/c_abf2en
dcterms.sourceFrontiers in Psychologyen
local.contributor.groupGestión estratégica de personases
local.description.peerreviewedtrueen
local.description.publicationfirstpage1en
local.description.publicationlastpage19en
local.identifier.doidoi: 10.3389/fpsyg.2022.744918en
local.rights.publicationfeeAPCen
local.rights.publicationfeeamountUSD 2950en
local.source.detailsVol. 13. Article 744918en
oaire.format.mimetypeapplication/pdf
oaire.file$DSPACE\assetstore
oaire.resourceTypehttp://purl.org/coar/resource_type/c_6501en


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