Publication: Mindfulness en el trabajo: análisis multinivel desde una perspectiva interpersonal
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2019-05-20
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Universidad Complutense de Madrid
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Abstract
Mindfulness consiste en estar completamente atento al momento presente (Brown y Ryan, 2003). En el ámbito laboral, el mindfulness se ha convertido en un fructífero área de intervención e investigación (Hyland, Lee y Mills, 2015). Una revisión reciente mostró que los empleados con mayor mindfulness son una ventaja organizacional, ya que muestran mayor engagement, vitalidad y rendimiento (Good et al., 2016). También hay beneficios personales: el mindfulness en el trabajo se ha asociado con la regulación emocional, la salud y menor estrés (Mesmer-Magnus, Manapragada, Viswesvaran, & Allen, 2017). Sin embargo, su impacto sobre las variables de otras personas es casi desconocido (Creswell, 2017). Las únicas excepciones son que el mindfulness del líder se relacionaba con el rendimiento de los empleados (Reb, Narayanan, & Chaturvedi, 2014), y el mindfulness de los empleados con la satisfacción de los clientes (Beach et al., 2013)...
Mindfulness refers to paying full attention to the present moment (Brown & Ryan, 2003). At work, mindfulness has become a fruitful area for intervention and investigation (Hyland, Lee, & Mills, 2015). A recent review showed that mindful employees are an organizational asset, for they show more engagement, vitality and performance (Good et al., 2016). There are personal benefits too: mindfulness at work is associated with emotion regulation, health and lower stress (Mesmer-Magnus, Manapragada, Viswesvaran, & Allen, 2017). However, the impact on other people’s outcomes is almost unknown (Creswell, 2017). The only exceptions are that leaders’ mindfulness was related to employees’ performance (Reb, Narayanan, & Chaturvedi, 2014), and employees’ mindfulness to clients’ satisfaction (Beach et al., 2013). No research has investigated the crossover of mindfulness at work beyond this. Moreover, psychological states at work are not static, but spill over to the home domain and cross over to the employee’s partner (Bakker & Demerouti, 2013)...
Mindfulness refers to paying full attention to the present moment (Brown & Ryan, 2003). At work, mindfulness has become a fruitful area for intervention and investigation (Hyland, Lee, & Mills, 2015). A recent review showed that mindful employees are an organizational asset, for they show more engagement, vitality and performance (Good et al., 2016). There are personal benefits too: mindfulness at work is associated with emotion regulation, health and lower stress (Mesmer-Magnus, Manapragada, Viswesvaran, & Allen, 2017). However, the impact on other people’s outcomes is almost unknown (Creswell, 2017). The only exceptions are that leaders’ mindfulness was related to employees’ performance (Reb, Narayanan, & Chaturvedi, 2014), and employees’ mindfulness to clients’ satisfaction (Beach et al., 2013). No research has investigated the crossover of mindfulness at work beyond this. Moreover, psychological states at work are not static, but spill over to the home domain and cross over to the employee’s partner (Bakker & Demerouti, 2013)...
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Tesis de la Universidad Complutense de Madrid, Facultad de Psicología, leída el 13-09-2018