Faculty of Philosophy, Letters and Education Sciences

Career of: Organizational Psychology

Parallel: "A"

Subject: Organizational Behavior

Teacher: Efren Chiquito

Topic: Tutorial work

Members:

Ronald Alvarez

Denisse Buendia

Alexandra Cabezas

Mariuxi Hinojosa

Angie Nuñez

Emily Osorio

Date: Wednesday, August 8, 2018

Semester A – 2018
 Internal

Emotions: An emotion is a complex psychological state that involves three distinct

components: a subjective experience, a physiological response, and a behavioral or
expressive response

Emotional Intelligence: Some adults often tend to be rigid, with poor self-control, poor
social skills and are weak at building bonds. Understanding and using emotions/feelings are
at the heart of business and indeed being human. Often business people prefer to talk about
emotional competencies (rather than traits or abilities) which are essentially learned
capabilities. (Furnham, 2014, p.8).

Emotional Events: Emotional events are appraised in terms of five dimensions:

pleasantness, certainty, self vs. other agency, attentional direction (toward or away from),
and effort needed to deal with the event. Events are appraised in terms of whether the
situational state is consistent or inconsistent with motives, certainty of outcome, agency,
motivational state (consistent with a positive or negative motive), and coping potential.
Positive moods: Positive mood can be caused by many different aspects of life as well as
have certain effects on people as a whole. Good mood is usually considered a state without
an identified cause; people cannot pinpoint exactly why they are in a good mood. People
seem to experience a positive mood when they have a clean slate, have had a good night
sleep, and feel no sense of stress in their life.

Negative moods: have important implications for human mental and physical wellbeing.
Since there is no intentional object that causes the negative mood, it has no specific start
and stop date. It can last for hours, days, weeks, or longer. Negative moods can manipulate
how individuals interpret and translate the world around them and can also direct their
behavior. Negative moods can affect an individual’s judgment and perception of objects
and events.

Neutral moods: It is not a positive or not even a negative mood. Neutral mood indicates
that life is moving on its monotonous path and all the action in life is going as per
prediction in such a situation life needs a surprise or passion
Moods: Moods are feelings that tend to be less intense than emotions and that

Often (though not always) lack a contextual stimulus. Most experts believe that emotions
are more fleeting than moods. Moods, in contrast, aren’t usually directed at a person or
event.

a. Cause is often general and unclear

b. Last longer than emotions (hours or days)
c. More general (two main dimensions— positive affect and negative affect—
that are comprised of multiple specific emotions)
d. Generally not indicated by distinct expressions
e. Cognitive in nature

Job satisfaction: The extent to which employees believe their efforts are being fairly
rewarded. This will reflect the level at which employees believe they should be rewarded or
expect to be rewarded for their work. Rewards take many forms, varying across settings
and workforces, and are not limited just to economic rewards like salary and benefits. Non-
economic rewards are where employees have strong mission orientations, have received
specialized professional training, and identify themselves with communities of like-minded
professionals. Managers must be sensitive to the variability of the rewards sought by
different members of their organizations.

The Hedonic Tone or Pleasantness dimension: describes mood states as falling on a scale
from very positive to very negative with many points in between.

The positive pole of this Hedonic Tone dimension would include such things as "happy"
and "carefree," while the low pole would be characterized by such markers as "sober" and
"distressed."

Emotional Events: Emotional events are appraised in terms of five dimensions:

pleasantness, certainty, self vs. other agency, attentional direction (toward or away from),
and effort needed to deal with the event. Events are appraised in terms of
whether the situational state is consistent or inconsistent with motives, certainty
of outcome, agency, motivational state (consistent with a positive or negative motive), and
coping potential.
Leadership: According to Cockburn & Smith (2013) leaders have the task of developing
future strategy while being consciously engaged in executing current strategy and mapping
landmarks, pathways and obstacles which they meet as they endeavor to traverse
challenging, rapidly evolving terrain.

This author addresses Green & McCann and Bennis & Goldsmith to support that most
people in organizations want a significant sense of purpose or direction from their leaders,
together with action and results. People also want the ability to trust their leaders and they
want them to be optimistic and have a clear vision of the future.

Emotional Intelligence: Bressert (2018) say that is the ability to identify, assess and
influence one's own feelings and those of others. Many effective personnel managers
employed in a business environment have a well-developed form of emotional intelligence
that allows them to manage their own emotions, as well as those of others within their
organization.

Emotional Intelligence and its influenced on Organizational Behavior

Emotional intelligence involves changes of thoughts structures, is a skill that allows people
to go to the bottom of the situations, understanding them and manage people feelings
turning them into motivational factors of high impact.
Emotional Intelligence allows us to raise awareness and understand the behavior and
feeling of others, managing the expectations of our team work into success factors. All this
through the use of emotional intelligence as a tool of understanding and communication, a
key and assertive element for daily life and in the company.

Self-Awareness: Vaynerchuk (2016) Self-awareness allows people to recognize what

things they do best so they can then go hard on those aspects of their life. It also helps you
accept your weaknesses. What works for one person doesn’t work for everyone. I want
people to learn to be at peace with them, to understand what they can offer, because
everyone’s got something. The key, however, is learning how to find it. Self-awareness is
being able to accept your weaknesses while focusing all of your attention on your strengths.
The moment you decide to accept your shortcomings and bet entirely on your strengths,
things will change.

Daniel Goleman (1995) “knowing one’s internal states, preference, resources and
intuitions”.

Shelley Duval and Robert Wicklund’s (1972) “when we focus our attention on ourselves,
we evaluate and compare our current behavior to our internal standards and values. We
become self-conscious as objective evaluators of ourselves.”

Self-Management

Kirkpatrick (2010) “Self-Management is the organizational philosophy represented by

individuals freely and autonomously performing the traditional functions of management
(planning, organizing, coordinating, staffing, directing, controlling) without mechanistic
hierarchy or arbitrary, unilateral command authority over others.”.

Goleman (2002) “is the ability to use awareness of your emotions to stay flexible and
positively direct your behavior. This also means managing your emotional reactions to all
situations and people and having the ability to motivate yourself, take initiative, strive to
improve and persevere in the face of setbacks and frustration. The competences in this
cluster are emotional self-control, transparency, adaptability, flexibility, achievement,
initiative and optimism.

Social Awareness

Airth (2014) say that the Social awareness is the ability to comprehend and appropriately
react to both broad problems of society and interpersonal struggles. This means that being
socially aware relates to being aware of your environment, what's around you, as well as
being able to accurately interpret the emotions of people with whom you interact.

Social awareness is defined by Greene & Kamimura (2003), as being aware of what others
feel and think. It is crucial to speak up against social injustice, consciousness-raising about
the other being social activities, develop the ability to manage the negative emotions that
the conflict can create and the development of critical thinking skills, become aware of
important relationships and the significance of social interaction.

Social Skills

People with good social skills can be successful in all kinds of activities that require
interaction with other people (Karayılmaz, 2008). Well-developed social skills have a
determinative role in shaping an individual’s social relationships.

Lopes (2015) mentioned that:

Social skills are understood as class of social behaviors that have a high probability of
generating positive consequences for the professionals (individually or in groups), and
social competence is related to the functionality of the behavior regarding positive
consequences for them-selves and the interlocutors involved in the interaction
(instrumental dimension) and to the quality and stability of relationships with others,
ensuring greater balance in interpersonal reinforces (p.407)

External

Productivity: The efficiency and effectiveness with which individuals, work groups, and
organizations achieve their goals. Efficiency refers to the effort or resources required to
achieve a goal, effectiveness to the completeness with which goals are achieved. Both are
necessary when evaluating the productivity of individuals, groups, or organizations. For
example, intense effort may be effective in achieving a goal in the short run, but the level of
effort may also be unsustainable and thus ineffective over time. Managers must understand
what factors influence the shifting balance between effectiveness and efficiency with the
goal of generating sustainable productivity.

Absenteeism: Failure of individuals to report for work, primarily unscheduled or

unanticipated absences. Not all such absences are “bad,” of course. Life happens:
employees or members of their family become ill or unexpected events occur. Management
must maintain its flexibility in responding to these. When factors in the organization or the
workplace tend to increase unanticipated or unscheduled absences, however, absenteeism
reduces productivity and becomes a management problem.

Turnover: The departure of workers from the organization, voluntarily or involuntarily.

When employees leave, organizations must spend scarce resources to recruit, select, train,
and develop replacements. Higher turnover rates therefore mean higher costs. If
replacements are not recruited, remaining employees will have face increased workloads,
which can generate further problems (e.g., low morale, stress, reduced work quality).

Organizational citizenship: Robbins defines this as “discretionary behavior . . . not part of

the employee’s job requirements, but that nevertheless promotes the effective functioning
of the organization” (p. 21), which may be translated as employees’ willingness to do more
than meet basic expectations. Good organizational citizenship includes supportive, positive
attitudes; stepping forward to accept additional responsibilities, taking leadership roles in
organization activities, avoiding conflict, and so on. Some elements of organizational
citizenship are difficult to measure objectively, others are not.

Crowding: (place full of people) crowding is stress, particularly over time and in an
important space like home. For example, when it is crowded, people typically have
negative feelings such as anxiety and frustration about restricted behavioral options. Our
choices of what, where, and when we do things are constrained.

For example:

 Rituals of recognition: Where there are ceremonies to publicly

recognize members of the organization: promotions, retirements.
 Rites of passage: Used in the contract as in the transfer of
positions, with the objective of minimizing anxiety in the face of
the new role assumed and restoring present social relations.
 Rites of integration: Common at Christmas parties or other
important dates, where the expression of feelings is encouraged,
seeking to keep people committed to the organization
Manners: Manners are part of the organizational culture, and it is demonstrated in different
ways on a day-to-day basis such as active listening, greeting everyone and speaking with
respect
Politics: Politics allow organizations to stablish a process that uses methods to create
strategies built by the organization; also, politics help as a guide to elaborate any plan to
reach organizational goals. Huarte (2012) says that politics are general alignments to
consider when decisions are made in any problem that can appear and this repeats
continuously. So, politics are general judgment to execute a plan that involve goals and
make an easy way to apply the strategies.

Anthropology

Organizational culture: Miron, Hofstede, et al cited by Naranjo, Jiménez & Sanz (2016)
point out that organizational culture can be defined as the values, beliefs and hidden
assumptions that the members of an organization have in common. Such shared values
form the basis of communication and mutual understanding and affect employee behavior
through its two main functions: internal integration and coordination.

Historical Facts: Seaman & Smith (2012) “As a leader strives to get people working
together productively, communicating the history of the enterprise can instill a sense of
identity and purpose and suggest the goals that will resonate. In its most familiar form, as a
narrative about the past, history is a rich explanatory tool with which executives can make a
case for change and motivate people to overcome challenges.”

Example:
Seaman & Smith (2012) “In addition to the founders’ stories, the intranet site included
interactive time lines, iconic advertising images, brief documentary videos, and dozens of
detailed histories of brands such as Oreo cookies, Maxwell House coffee, Ritz crackers, and
now Cadbury chocolate and Halls candies—all designed to show how leading Kraft and
Cadbury brands had come to sit side by side on grocers’ shelves. The ultimate illustration,
titled “Growing Together,” traced Kraft’s previous mergers as well as the one with
Cadbury.”

Values: Heathfield (2018) “Values form the foundation for everything that happens in your
workplace. If you are the founder of an organization, your values permeate the workplace.
You naturally hire people who share your values. Whatever you value, will largely govern
the actions of your workforce.”

Example:

Satell (2015) “Many leaders who want to stress customer service like to cite the famous
story about Nordstrom taking back a tire from a customer, even though the company
doesn’t sell tires, or anything like them. The tale is supposed to support the notion that the
company will do anything, no matter how seemingly outrageous, to serve its customers.”

Símbols: Giménez (2005) Symbolic is the world of social representations materialized in

sensible forms, also called "symbolic forms", and which can be expressions, artifacts,
actions, events and some quality or relationship

Example:

Codes of society, Metonyms, Myths, taboos, rituals, ceremonies.

Language: Contreras, Díaz and Hernández (2012) Language is an absolutely integral and
complex element of organizational culture. This fulfills two very significant roles: the
theoretical and the practical. In the most obvious role, language is something that must be
learned by the members of the organization in order to communicate effectively and; "get
along".
Traditions: Ascencio (2013) Tradition is essentially the act to preserve an historic event. Is
to transmit or share an action, a habit or any important activity, through generations and try
not to forget it by the time goes by. Tradition is also considered as an authority and that’s
why it never changes.

Tradition involve a human perspective of what is transmitted and make people feel obliged
to communicate those habits and keep all the details. This not only include an individual
human being, tradition is about society and community.

Philosophy: Marcinkevičiené (2010) comments that the concept of organizational

philosophy can be understood as an identical category of both science and philosophy,
meaning – to know the essence. Organizational philosophy is usually understood as a
standard of organizational behavior, credo. It outlines the main values, expectations and
principles in which an organization works reaching for its goals and performing its
activities

Anecdote: Jiménez (2007) The anecdote is a parallel resource to the memory,

complementary: if the first refers to a reality lived by the author, more or less fabulated, the
second refers to the cultural references that, presented in the form of micro stories, provide
the text span and weight, those who seek experience and erudition. But if the anecdote is an
undeniable resource of legitimation of the written, it is also an exceptional observatory of
the intentions of the same text: as a sort of curious facts, a burden of an exemplary potential
that makes it apt to sustain a discursive process, whether scientific, moral or religious.

Milestones: Esterkin (2007) A milestone is a zero-duration task that symbolizes having

achieved an important achievement in the project. The milestones are a way of knowing the
progress of the project without being familiar with the project and they constitute a work of
zero duration because they symbolize an achievement, a point, a moment in the project.

Rituals: They are certain activities that are programmed to socialize a belief. For some
they may be superficial, but they represent a society and identify it. For this reason, the
members of that society give such importance to this issue. It is necessary for the
development of the person as a human being and as an organizational collaborator.

Technique

The Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT): Mayer et al (2004)

explains that Is an ability-based test designed to measure the four branches of the EI model
of Mayer and Salovey. MSCEIT was developed from an intelligence-testing tradition
formed by the emerging scientific understanding of emotions and their function and from
the first published ability measure specifically intended to assess emotional intelligence,
namely Multifactor Emotional Intelligence Scale (MEIS). MSCEIT consists of 141 items
and takes 30-45 minutes to complete. 

Experimental/clinical trials: In a clinical trial, participants receive specific interventions

according to the research plan or protocol created by the investigators. These interventions
may be medical products, such as drugs or devices; procedures; or changes to participants'
behavior, such as diet. Clinical trials may compare a new medical approach to a standard
one that is already available, to a placebo that contains no active ingredients, or to no
intervention. Some clinical trials compare interventions that are already available to each
other. When a new product or approach is being studied, it is not usually known whether it
will be helpful, harmful, or no different than available alternatives (including no
intervention). The investigators try to determine the safety and efficacy of the intervention
by measuring certain outcomes in the participants. For example, investigators may give a
drug or treatment to participants who have high blood pressure to see whether their blood
pressure decreases.
Observing and recording events: The University of Kansas (s.f) say that Event recording
is a process for documenting the number of times a behavior occurs. An observer using
event recording makes a tally mark or documents in some way each time a student engages
in a target behavior. The observer also records the time period in which the behavior is
being observed. For instance, a teacher may be interested in the number of times a student
correctly pronounces a word, asks for help, leaves the desk, participates in class, arrives to
class on time, or interacts positively with peers.

Event recording can be used if your objective is to increase or decrease the number of times
a behavior occurs. When the behavior that you are looking at can be easily counted, event
recording may be the best method to use since it can be easy to record and in many cases
can be completed without interfering with ongoing activities. A behavior can be easily
counted when:

 The behavior has a clear beginning and end so that you can easily tell when the
behavior starts and when it ends, and

 It does not happen at such a high rate that it is hard to document.

Job satisfaction questionnaire: The Job Satisfaction Survey (JSS) is a questionnaire used
to evaluate nine dimensions of job satisfaction related to overall satisfaction. This
instrument is well established among the other job satisfaction scales. In order to take the
test, the participants are asked to respond to 36 items, or 4 items for each of the nine sub-
scales. For each item, there is choices between "strongly disagree" to "strongly agree," six
choices in all, with which the participants must respond.

Life satisfaction questionnaire: Previous work using this type of questionnaire has found
that people’s level of life satisfaction is relatively stable over time and is related to their
levels of happiness and quality of life. The life satisfaction questionnaire (LSQ) was
developed for use in conventional and complementary/anthroposophic care to assess the
quality of life/life satisfaction
Assessment center: The assessment center method involves multiple evaluation
techniques, including various types of job-related simulations, and sometimes interviews
and psychological tests.

Common job simulations used in assessment centers are:

• In-basket exercises
• Group discussions
• Simulations of interviews with “subordinates” or “clients”
• Fact-finding exercises
• Analysis/decision-making problems
• Oral presentation exercises
• Written communication exercises
Simulations are designed to bring out behavior relevant to the most important
aspects of the position or level for which the assesse are being considered. (Byham,
2013)

Primary Evaluation: that concern relevance is intricately tied to one's personal set of goals
and values.
But, this depend on goal commitments which reside in the person and are either thwarted
or facilitated by the behavior of the environment. In addition, theorists who argue that goal
relevance is essential to the 4 f emotional reactions to events generally add that the intensity
of the emotion i is directly correlated with the importance or desirability of the goal
Secondary Appraisal: All cognitive appraisal theorists argue that primary appraisal is
followed by a secondary appraisal, an interpretive "meaning analysis" (Smith & Pope,
1992) in which specific cues from the environment and the person are evaluated and
discrete emotional responses eliciten.
Emotion episodes: The key element of the concept of emotion episodes is that these
episodes represent the ebb and flow of emotional experience over time. While each of the
events during the episode can be described in discrete terms, the episode itself has
coherence and a set of features that suggest it should be treated as a unit of analysis.
16PF5: The COP (s.f) say that the 16 first-order features give a rich and detailed
information of the personality of the subject. These factors use current terminology and are
easily understood through the description by adjectives of the polarities ups and downs. The
global dimensions, on the other hand, resemble the factors resulting from the "Big Five"
model, so the comparison with other tests and the understanding of these second-order
dimensions becomes very simple, even for professionals with little experience in the field
of evaluation of the personality. Finally, scales on response styles can serve as filter for
those situations in which social desirability or certain trends in the answers may be biasing
the results in the test. It is recommended interpret the questionnaire starting with the
response styles, following the global dimensions to eliminate the 16 first-order features.
HTP: Buck (s.f) explain that Projective drawing has a place in various areas of clinical
activity; can be considered as an initial sample of behavior that allows us to assess the
reactions of the individual facing an unstructured situation; as an indicator of the forecast
based on the ability of the patient and the clinician to stay in contact and articulate
experiences under these circumstances; to encourage interest, comfort and trust between the
interviewer and the client; as a diagnostic tool because of the information it can reveal and
its relationship with other instruments.
Climate Organizational Questionnaire: Oxfam (s.f) say that For a comprehensive
assessment of job satisfaction it is vital not to keep the results of the labor climate survey
but find those aspects that really value the collaborators since it may be the case that there
are aspects in those who are not satisfied but who are not relevant to them, so it will be It is
necessary to deepen these aspects with interviews with staff or focus groups. The action
plans will have to be carried out on the prioritized aspects.
Rorschach Test: Tapia (2007) say that The Rorschach, called test, test, method, technique,
situation is made up of 10 plates of amorphous, separated or separable ink spots of
chromatic and / or achromatic colors of different tonalities. The subject, by misidentifying
the stimulus through instruction: "what This could be ", he must find what he looks like,
creating, in this way, a task in which You have to determine how you use the material and
the answers you have to give. Perceived and interpreted the stimuli, select them and
verbalize them.

Organizational Climate Survey: UNED (2018) say that the Culture is born in a reality
socially constructed and shared by the members of the group that can serve as a framework
for interpretation of the behavior of people in the organization because:
• Integrates internal processes around ideas

• Serves as a guide for the behavior of people

• Maintains a sense of identity

• Strengthens commitment and identification

• Reduces ambiguity, insecurity and conflict to make decisions

• Acts as a mechanism of social control

• Create a distinctive institutional image

Emotional Intelligence

 The Quick Emotional Intelligence Self-Assessment available from:

Author: Paul Mohapel

Year of publication: 2012

Link: http://www.sdcity.edu/portals/0/cms_editors/mesa/pdfs/emotionalintelligence.pdf

http://www.dreanthonyallen.com/newsite/wp-content/uploads/2012/08/emotional-
intelligence-self-assessment.pdf

 MSCEIT Test

Author: Natalio Extremera y Pablo Fernández Berrocal

Year of publication: 2009

Link: http://web.teaediciones.com/MSCEIT--Test-de-Inteligencia-Emocional-Mayer-
Salovey-Caruso.aspx

Leadership

Management by grid
Blake and Mouton made a graphic representation in which you can identify the leadership
style. They proposed a management grid based on:
 Concern for People: this is the degree to which a leader considers team members'
needs, interests and areas of personal development when deciding how best to
accomplish a task.
 Concern for Results: this is the degree to which a leader emphasizes concrete
objectives, organizational efficiency and high productivity when deciding how best to
accomplish a task

Impoverished Management – Low Results/Low People

The Impoverished or "indifferent" manager is mostly ineffective. With a low regard for
creating systems that get the job done, and with little interest in creating a satisfying or
motivating team environment , his results are inevitably disorganization, dissatisfaction and
disharmony.

Produce-or-Perish Management – High Results/Low People

This type of manager is autocratic, has strict work rules, policies and procedures, and can
view punishment as an effective way of motivating team members. This approach can drive
impressive production results at first, but low team morale and motivation will ultimately
affect people's performance, and this type of leader will struggle to retain high performers.

Middle-of-the-Road Management – Medium Results/Medium People

A Middle-of-the-Road or "status quo" manager tries to balance results and people, but this
strategy is not as effective as it may sound. Through continual compromise, he fails to
inspire high performance and fails to meet people's needs fully. The result is that his team
will likely deliver only mediocre performance.

Country Club Management – High People/Low Results

The Country Club or "accommodating" style of manager is most concerned about her team
members' needs and feelings. She assumes that, if they are happy and secure, they will
work hard. What tends to be the result is a work environment that is very relaxed and fun,
but where productivity suffers because there is a lack of direction and control.

Team Management – High Production/High People

According to the Blake Mouton model, Team management is the most effective leadership
style. It reflects a leader who is passionate about his work and who does the best he can for
the people he works with. Team managers prioritize both the organization's production
needs and their people's needs.

AGREGAR INSTRUMENTO PARA MEDIR LA INTELIGENCIA EMOCIOANL Y

COMO INFLUYE EN EL COMPORTAMIENTO ORGANIZACIONAL

EMOTIONAL INTELLIGENCE AS THE IMPORTANT ROOT

Emotional intelligence is the ability to recognize other people’s emotions, understand them,
their causes and effects, as well as possible answers. Plethora of authors have proved and
described the direct link between Emotional Intelligence and fields such as education,
interpersonal relationships and the work environment. In the organizational context,
Emotional Intelligence has a strong influence over job performance, career advancement,
leadership, motivation, and even stress.

The importance of Emotional Intelligence relays in the big role that it play on the different
fields of a person. It would mean that people with a high level of this intelligence would be
more successful, and certainly, researchers have found that it is. Those with a more
developed emotional intelligence get to be more efficient leaders, have a higher
performance but also, they are more successful at work.

This is why many organizations have started to pay more attention to this relatively new
concept. Organizations measure it through the selection and evaluation process because
they have realized that it can become one of their strongest points in their workforce and
even a crucial point in their strategic.

Causes that develop or not in determined level the Emotional Intelligence

The emotional characteristics that determine IEE are related to thinking and feeling,
resulting in a higher work performance, whereby people may have personal aptitudes for
determining the domain in the same way, because they determine the management of
relationships with others. This human body is analyzed internally by organizations because
it can allow the performance of individuals to be included in the work area, and
specifically, the development of skills, abilities and skills that are used by the students for
their work, called labor competencies. (Duque et al, 2017, p.251).

This emotional intelligence allows the individual, in the first place, to identify their
emotions and, secondly, to know which ones allow them to have a better result in what they
do, as well as to identify which emotions have a greater weight within their personality.

Competencies or emotional characteristics give labor competencies particular elements of

the individual that enhance the acquisition of new skills and abilities that end up providing
a better analysis of their environment for effective decision making

In this sense, taking into account the dimensions of EI proposed by Goleman (1999):
personal aptitude and social aptitude, where personal aptitude is that which determines the
way in which people relate to themselves, including the knowledge and mastery of itself,
and social aptitude is that which determines the way in which people relate to each other,
the following hypotheses are proposed in order to verify the relationship between EI and
labor competencies:

• Hypothesis 1: the personal aptitude of the employees influences positively in the

development of their labor competences.

• Hypothesis 2: the social aptitude of the employees influences positively in the

development of their labor competences.
When the individual recognizes and identifies the emotions and the positive and negative
consequences of them, remains aware of the goals, recognizes their strengths as a person,
and accepts responsibility for the results in the work position, and tends to develop
competencies that can ensure a good performance in the organizations.

CREAR CONCLUSIONES (ANÁLISIS TRANVERSAL DEL TRABAJO

CONSIDERANDO TAMBIÉN PRIMER PARCIAL) APROX DE 3
CONCLUSIONES

Example

 The Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT)

Author: Mayer, Salovey & Caruso

Year of publication: 2002

Link: http://emotionalintelligenceworldwide.com/work/msceit/

 Climate organzational questionnaire

Author: Helsinki Metropolia University of Applied Sciences Bachelor in Business

Administration European Business Administration Thesis

Year of publication: 2012

Link:
https://www.theseus.fi/bitstream/handle/10024/46809/Organizational+Climate+Survey+OP
-Services+Vahalummukka+final+version.pdf?sequence=1

 Organizational Climate Survey

Author: Plus Delta Consulting

Year of publication: 2013

Link: http://www.plusdelta.net/wp-content/uploads/2013/10/Org-Climate-Survey-
Sample.pdf

 Organizational Climate Survey

Author: Furnham, A. & Goodstein, L.

Year of publication: 2013

Link:

http://homepages.se.edu/cvonbergen/files/2013/01/The-Organizational-Climate-
Questionnaire.pdf

 Job Satisfaction Questionnaire

Author: Best Company Group

Link: https://www.bestcompaniesgroup.com/assessment_tools/programs/eess/
BCG_eess.pdf

 16PF5 Test

Author: Raymond B. Cattell, A. Karen S. Cattell y Heather E.P. Cattell

Year of publication: 2011

Links:

http://www.cop.es/uploads/pdf/16pf5.pdf

http://www.web.teaediciones.com/Ejemplos/Informe_16pf-5_Caso_Ilustrativo.pdf

 HTP Test

Author: John Buck

Year of publication: 1948

Link: https://es.scribd.com/doc/34219837/HTP-Test-de-la-Figura-Humana-y-Test-de-una-Familia
http://blocs.xtec.cat/filocostaillobera/files/2012/09/CASA-ARBRE-PERSONA.pdf

 Rorschach test

Author: Hermann Rorschach

Year of publication: 1921

Link:

http://theinkblot.com/step_1.htm

 Life Satisfaction questionnaires

Name: The Oxford Happiness Questionnaire: a compact scale for the measurement of
psychological well-being

Author: Peter Hills, Michael Argyle

Year of publication: 2001

Link:

https://pdfs.semanticscholar.org/cadd/7a4eea79e031ec0cf8b8054f668057f33dda.pdf

 Organizational Culture Questionnaire

Name: Denison Organizational Culture Survey (DOCS)

Author: Daniel Denison

Year of publication: 2011

Link: https://www.denisonconsulting.com/leading_culture_change/179/75993/DENISON-
ORGANIZATIONAL-CULTURE-SURVEY%3A-OVERVIEW-AND-RESOURCE-
GUIDE/179/

 Assessment Center

Name: Candidate Guide to Assessment Centres

Author: Assessment Day Pratice Aptitude Tesis

Year of publication: 2011

Link: https://www.assessmentday.co.uk/assessment-centre-guide.pdf

https://es.slideshare.net/josephezamoraj/caso-ejemplo-assessment
  Test de Luscher

Name: Técnicas Proyectivas para Selección de Personal

Author: Andrea Miño Sepúlveda

Year of publication: -

Link:http://psicologiavirtual.com.mx/Aula1/Biblioteca/Psicologia%20y
%20Consejeria/TEST%20DE%20LUSCHER.pdf

https://onlinetestpad.com/en/test/987-the-luscher-color-test

Indicators of absenteeism,
turnover and productivity

Absenteeism: Absenteeism is the breach by the employee of his obligations

workers, missing work unexpectedly when they should go to it.

Measurement and quantification

The measurement of absenteeism is one of the major problems to which confronts current
research, since there is no unanimous agreement on the universal indexes to be used,
mainly used nowadays magnitudes of frequency and duration.

Lost hours
X 100
Total work hours x Total of workers

The calculation of the rate of absenteeism will reflect us, in a percentage way, which has
been the time that workers have been absent from their job in relation to the time they were
expected to be.
Turnover: The turnover is a calculation based on the number of operators and the number
of employees who left the company.
The departure of the operator of a company is not given by the company itself. The
resignations, in its majority, have more to do with the relationship of your collaborators.
Even the expectation of growth within the company is connected to this index.

Measurement and quantification

Labor turnover is quantified in terms of indexes or ratios, which express the number of
voluntary losses that have occurred over a given period of time in the organization, usually
one year.

Employee Separations for the period

Average Number of employees during the

period

It is always valid to remember that turnover varies from segment to segment. Everything
varies in accordance with your plan and business template.

Productivity: Productivity is a variable that informs us about the results achieved in the
organization, which makes it possible to control and improve the profitability of the
organization

Measurement and quantification

To measure labor productivity, it is not necessary to look only at the results in terms of
quantity or the achievement of objectives. That is to measure production and not labor
performance. Productivity depends on many other aspects, more difficult to quantify but
with a decisive impact on individual performance such as satisfaction, organizational
climate, recognition or the work environment.
Also, there are a series of terms associated with productivity, which should be distinguished
and understand. First, productivity implies efficiency and effectiveness. First, it is identified
with the achievement of the objectives set, while efficiency
supposes the achievement of those objectives, with the minimum possible cost.
Questionnaires
Leadership
The grid
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