Estrategias de retención de personal en la empresa Parmalat Colombia Ltda
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Fecha
2021
Autores
Pizarro Rada, Andrea Carolina
Cano Vásquez, Yirey
Reyes Cassiani, Ernestina
Jinete Sepúlveda, Karolay
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Ediciones Universidad Simón Bolívar
Facultad Administración y Negocios
Facultad Administración y Negocios
Resumen
En el siglo XXI las organizaciones se enfrentan a un nuevo reto debido a los cambios tecnológicos, sociales y consigo de pensamiento que se ha dado en la nueva generación. En años anteriores, las personas se preocupaban por buscar un trabajo estable en el cual perdurar. Hoy en día, las personas buscan ascensos rápidos y trabajos donde puedan aprender lo requerido para pasar a otra empresa que les ofrezca mejores condiciones laborales.
Es esencial que las organizaciones administren el capital humano, entendiendo que este le otorga valor diferencial en el mercado competitivo, lo que conlleva a generar estrategias de retención de personal, para esto, es necesario enfocarse primero en sus colaboradores proporcionando un ambiente donde se sientan motivados a realizar cada una de sus actividades evitando de esta manera que se marchen de la organización con todo el conocimiento y la experiencia adquirida, reconociendo que un colaborador motivado tendrá mayor rendimiento laboral.
La investigación tuvo como objetivo diseñar estrategias de retención de personal en la empresa Parmalat Colombia Ltda. que estén encaminadas a mejorar el nivel de compromiso de los colaboradores del área comercial de la compañía dando como resultado la
disminución en la rotación de personal de esta área, debido a que se identificó un problema en cuanto a la rotación de los colaboradores del área comercial reflejándose en la con las estadísticas suministradas por la empresa. Teniendo claro que esta área es clave para el crecimiento económico de la compañía es de gran importancia crear mecanismos que motiven a los colaboradores generando sentido de pertenencia. La investigación se desarrolló bajo un enfoque cuantitativo no experimental con carácter transversal utilizando métodos deductivos, descriptiva – propositivo, para esto se toma como instrumento la encuesta para recolectar datos. Esta encuesta se baso en las dimensiones e indicadores establecidos en la operacionalización de variables las cuales fueron: Compensación, desarrollo, liderazgo, condiciones de trabajo, compromiso y rumbo.
De acuerdo a los resultados encontrados en la encuesta, podemos concluir que la empresa ha estado implementando estrategias que han aumentado el nivel de satisfacción laboral de los colaboradores, sin embargo, la encuesta arrojo que las dimensiones, compensación, desarrollo y condiciones de trabajo presentaron falencias en cuanto a la percepción que tienen los colaboradores. Una vez identificados los puntos críticos por los cuales la empresa puede estar teniendo una rotación laboral no deseada, se demuestra que la empresa tiene la necesidad de implementar estrategias de retención que ayuden a incrementar los niveles de satisfacción, compromiso y motivación de sus colaboradores, con el fin de que su rotación disminuya y a su vez la productividad y desarrollo incrementen. Teniendo en cuenta esto, la investigación propone una estrategia macro, que desarrolle estas dimensiones de acuerdo a las necesidades evidenciadas por el equipo comercial.
In the 21st century, organizations face a new challenge due to the technological, social and thinking changes that have occurred in the new generation. In previous years, people worried about looking for a stable job in which to last. Today, people are looking for quick promotions and jobs where they can learn what it takes to move to another company that offers them better working conditions. It is essential that organizations manage human capital, understanding that this gives it differential value in the competitive market, which leads to generating staff retention strategies, for this, it is necessary to focus first on its collaborators by providing an environment where they feel motivated to carry out each of their activities, thus preventing them from leaving the organization with all the knowledge and experience acquired, recognizing that a motivated employee will have better job performance. The objective of the investigation was to design personnel retention strategies in the company Parmalat Colombia Ltda. That are aimed at improving the level of commitment of the collaborators of the commercial area of the company, resulting in a decrease in the turnover of personnel in this area, Due to the fact that a problem was identified in terms of the turnover of employees in the commercial area, reflected in the statistics provided by the company. Knowing that this area is key to the economic growth of the company, it is of great importance to create mechanisms that motivate employees by generating a sense of belonging. The research was developed under a non-experimental quantitative approach with a transversal character using deductive, descriptive - purposeful methods, for this the survey is taken as an instrument to collect data. This survey was based on the dimensions and indicators established in the operationalization of variables which were: Compensation, development, leadership, working conditions, commitment and direction. According to the results found in the survey, we can conclude that the company has been implementing strategies that have increased the level of employee satisfaction, however, the survey showed that the dimensions, compensation, development and working conditions presented shortcomings in terms of the perception that collaborators have. Once the critical points for which the company may be having an unwanted job rotation have been identified, it is shown that the company has the need to implement retention strategies that help increase the levels of satisfaction, commitment and motivation of its collaborators, with so that their rotation decreases and, in turn, productivity and development increase. Taking this into account, the research proposes a macro strategy that develops these dimensions according to the needs evidenced by the commercial team.
In the 21st century, organizations face a new challenge due to the technological, social and thinking changes that have occurred in the new generation. In previous years, people worried about looking for a stable job in which to last. Today, people are looking for quick promotions and jobs where they can learn what it takes to move to another company that offers them better working conditions. It is essential that organizations manage human capital, understanding that this gives it differential value in the competitive market, which leads to generating staff retention strategies, for this, it is necessary to focus first on its collaborators by providing an environment where they feel motivated to carry out each of their activities, thus preventing them from leaving the organization with all the knowledge and experience acquired, recognizing that a motivated employee will have better job performance. The objective of the investigation was to design personnel retention strategies in the company Parmalat Colombia Ltda. That are aimed at improving the level of commitment of the collaborators of the commercial area of the company, resulting in a decrease in the turnover of personnel in this area, Due to the fact that a problem was identified in terms of the turnover of employees in the commercial area, reflected in the statistics provided by the company. Knowing that this area is key to the economic growth of the company, it is of great importance to create mechanisms that motivate employees by generating a sense of belonging. The research was developed under a non-experimental quantitative approach with a transversal character using deductive, descriptive - purposeful methods, for this the survey is taken as an instrument to collect data. This survey was based on the dimensions and indicators established in the operationalization of variables which were: Compensation, development, leadership, working conditions, commitment and direction. According to the results found in the survey, we can conclude that the company has been implementing strategies that have increased the level of employee satisfaction, however, the survey showed that the dimensions, compensation, development and working conditions presented shortcomings in terms of the perception that collaborators have. Once the critical points for which the company may be having an unwanted job rotation have been identified, it is shown that the company has the need to implement retention strategies that help increase the levels of satisfaction, commitment and motivation of its collaborators, with so that their rotation decreases and, in turn, productivity and development increase. Taking this into account, the research proposes a macro strategy that develops these dimensions according to the needs evidenced by the commercial team.
Descripción
Palabras clave
Retención, Motivación, Rotación, Satisfacción laboral y compensación, Retention, Motivation, Turnover, Job satisfaction and compensation
