El presente estudio de carácter descriptivo - correlacional tiene como objetivo evaluar la relación existente entre Engagement y los Comportamientos de Ciudadanía Organizacional en una muestra de 300 trabajadores de una empresa retail de la ciudad de Lima. Para este propósito se utilizó la Escala Utrecht de Engagement en el Trabajo (UWES-9) (Schaufeli & Bakker, 2003) y la Escala de Comportamientos de Ciudadanía Organizacional de Compañeros de Trabajo (ECCOCT) (Rodríguez, Sánchez & Martínez, 2013). Se estudió la validez y la confiabilidad de las escalas por medio del análisis factorial y a través del cálculo de la consistencia interna de las escalas. Los resultados muestran una relación directa y significativa entre Engagement y las dimensiones de Comportamientos de Ciudadanía Organizacional; se encontraron correlaciones bajas (Concienciación, r = .23; Cortesía, r = .28), moderadas (Virtud Cívica, r = .48) y fuertes (Altruismo, r = .70). / The relationship between Engagement and the Organizational Citizenship Behavior was analyzed, as well as that of their respective dimensions, in a sample of 300 workers of a retail company in Lima. The 62.7% were women and 37.3% were men. The ages of the participants presented a range between 22 to 38 years (M = 27 years, SD = 2.76). Regarding the time spent in the company, they presented a time range of three months to 36 months (three years) in the company (M = 15, SD = 7.57). In this sample, the instruments were applied: Scale Utrecht of Engagement in the Work (UWES - 9) (Schaufeli & Bakker, 2003) and Scale of Behaviors of Organizational Citizenship of Workmates (ECCOCT) (Rodríguez, Sánchez & Martínez, 2013). Regarding the results, it was found that there is a positive, significant and strong correlation between Engagement and Organizational Citizenship (r = .677, p <.001). As for the dimensions, low correlations were found (Consciousness, r = .23, Courtesy, r = .28), moderate correlations (Civic Virtue, r = .48, Sportsiness, r = .41) and strong (Altruism, r =. 70). The results are discussed in light of the theory. / Tesis

Abstract It is difficult to exam whether the employees¡¦ perceiption of political behavior in an organization has negative influence on their extra-role behavior. However, facing such difficulties, many researches in management field are still interested in investigating organiztional political behavior. Previous studies found that when employees perceive organizational political behavior, their trust towards orgnizations would decreased and their organizational citizen behavior (OCB) would be lessen. Even though at certain degree, OCB is not significantly related to the formal work assignments and performance evaluation, OCB is not only essential to contexual performance, but also influential to self efficacy and work efficiency. This study aims to explore the difference of employees¡¦ perception of organizational political and OCB in different organization types of international business and local companies in Taiwan. It is also to investigate whether the management styles in international business and in Taiwanese companies would have different impact on employees¡¦ perception of political behavior, and cause different OCB. The research results indicate that first of all, in both international and local Taiwanese companies, management styles have influence on OCB, while the democratic leadership is more effective than the paternalistic leadership. It is also found that political behavior in organizations has impact on OCB, while the organizations without political behaviors have better performance. Secondly, in the international companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, there is less political behaviors and therefore has more effective OCB. Lastly, in the local companies, the management styles have significant interaction effect on political behaviors in organizations and OCB; under the democratic leadership, the less political behaviors does not lead to effective OCB. keywords¡Gmanagement styles, organizational citizen behavior (OCB), Organizational Politics Perceptions, paternalistic leadership, democratic leadership

In response to increasing global economic competition, many companies have undergone dramatic structural changes. To improve the overall flexibility and efficiency of their organizations, many companies have replaced their traditional hierarchical management structure with empowered (semi-autonomous or self-managing) work teams. The purpose of this research is finding the relationship between empowering leader behavior, psychological empowerment, job performance, and job characteristic. In this research empowering leader behavior is independent variables, job performance is dependent variables, the psychological empowerment is a mediator variables, job characteristic is intervening variable. The findings of this thesis can be summarized as follows: 1. Accountability leadership behavior impacts the meaning of psychological positively; Self-Directed Decisions Making leader behavior impacts the Self-Determination of psychological positively. 2. Competence of psychological impacts IRB, OCBI & OCBO; Impact of psychological impacts IRB. 3. Psychological empowerment has not mediating effect between Empowering Leader Behaviors and Performance. 4. Task Variability cause intervention on Competence, Self-determination and OCBI,