Estrategia de retención del talento para mejorar el desempeño organizacional de los funcionarios del departamento de bienestar en una institución de educación superior en la ciudad de Barranquilla
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Fecha
2025
Autores
Argumedo Pacheco, Melanie Gisselle
Polo Estarita , Julieth Alexandra
Ramírez Montero, Caroling
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Ediciones Universidad Simón Bolívar
Facultad de Administración y Negocios
Facultad de Administración y Negocios
Resumen
El estudio tuvo como objetivo general proponer una estrategia para la retención del
talento con el fin de mejorar el desempeño organizacional de los funcionarios del
Departamento de Bienestar de una institución de educación superior en
Barranquilla, partiendo del reconocimiento de que la alta rotación laboral en este
tipo de entidades se relaciona con la falta de incentivos, las escasas oportunidades
de desarrollo profesional, las modalidades contractuales poco favorables y la
sobrecarga laboral, factores que afectan el clima organizacional, generan
incertidumbre, incrementan la intención de renuncia y disminuyen la continuidad de
los procesos, evidenciando la necesidad de diseñar acciones efectivas orientadas
a fortalecer la permanencia del personal. Desde el marco teórico, la investigación
se fundamentó en el valor estratégico del talento humano y en la relación directa
entre retención y desempeño organizacional, resaltando los aportes de autores
como Chiavenato, Becker, Sapiro, Barradas, Hilman y Yamakawa, quienes
coinciden en que elementos como el reconocimiento, la motivación, el liderazgo
transformacional, la formación continua, la estabilidad laboral y los sistemas de
apoyo institucional influyen de manera significativa en la permanencia del personal,
mientras que diversos estudios previos demuestran que la reducción de la rotación
contribuye al fortalecimiento de la productividad, al compromiso del equipo y a la
eficiencia en los resultados. Metodológicamente, se utilizó un enfoque cuantitativo
con diseño descriptivo aplicado a los funcionarios del Departamento de Bienestar
de la IES “EMA” en la ciudad de Barranquilla, en el cual se conformó una muestra
voluntaria de 40 funcionarios que participaron mediante una encuesta estructurada
compuesta por 24 ítems en escala Likert de cinco puntos, administrada a través de
Google Forms como herramienta principal para la recolección de datos, permitiendo
obtener información primaria sobre las variables de retención del talento humano y
desempeño organizacional. Asimismo, se emplearon fuentes secundarias como
artículos científicos, investigaciones previas y documentos institucionales que
aportaron el sustento teórico y contextual necesario para la interpretación de los
hallazgos y la comprensión del fenómeno estudiado en el marco de las prácticas de
gestión del talento y su impacto en los niveles de desempeño organizacional. En
cuanto a los resultados, se evidenció que la formación es un componente relevante
en el desempeño del personal, especialmente cuando las capacitaciones se ajustan
a las funciones asignadas y permiten aplicar lo aprendido de manera más efectiva,
lo cual fortalece la confianza y la eficiencia en las tareas. Asimismo, se identificó
que los elementos que más influyen en la permanencia del personal están
relacionados con la estabilidad laboral, la compensación ofrecida y las
oportunidades de crecimiento, reflejando expectativas legítimas de los funcionarios
y la necesidad institucional de consolidar procesos internos de gestión del talento
humano que brinden mayor claridad y proyección profesional. Sin embargo, un
aspecto crítico corresponde al equilibrio entre la vida laboral y personal, que se
percibe como insuficiente debido a las exigencias propias del área y a la presión
operativa, lo cual impacta el bienestar emocional y físico de los colaboradores,
situación especialmente significativa considerando que el departamento trabaja
precisamente por el bienestar de la comunidad institucional. Con base en estos
hallazgos, se concluye que la institución requiere avanzar hacia una estrategia
integral de retención del talento que no se limite a acciones aisladas, sino que
articule de manera coherente la formación, el reconocimiento, el desarrollo
profesional, la estabilidad laboral y un clima organizacional saludable, de modo que
se fortalezca la permanencia del personal, se incremente la motivación y se
garantice un desempeño organizacional acorde con las necesidades de la
comunidad académica, permitiendo consolidar un departamento más sólido,
genuinamente comprometido y preparado para responder eficazmente a los retos
institucionales.
The study had as its general objective to propose a strategy for talent retention in order to improve the organizational performance of the staff of the Welfare Department of a higher education institution in Barranquilla, based on the recognition that the high labor turnover in this type of entity is related to the lack of incentives, limited opportunities for professional development, unfavorable contractual modalities, and work overload, factors that affect the organizational climate, generate uncertainty, increase the intention to resign, and reduce the continuity of processes, evidencing the need to design effective actions aimed at strengthening personnel retention. From the theoretical framework, the research was grounded in the strategic value of human talent and in the direct relationship between retention and organizational performance, highlighting the contributions of authors such as Chiavenato, Becker, Sapiro, Barradas, Hilman, and Yamakawa, who agree that elements such as recognition, motivation, transformational leadership, continuous training, job stability, and institutional support systems significantly influence personnel permanence, while various previous studies demonstrate that reducing turnover contributes to strengthening productivity, team commitment, and efficiency in results. Methodologically, a quantitative approach with a descriptive design was used, applied to the staff of the Welfare Department of the higher education institution “EMA” in the city of Barranquilla, forming a voluntary sample of 40 employees who participated through a structured survey composed of 24 items on a five-point Likert scale, administered through Google Forms as the main data collection tool, allowing the gathering of primary information on the variables of talent retention and organizational performance. Likewise, secondary sources such as scientific articles, previous research, and institutional documents were used to provide the theoretical and contextual foundation necessary for interpreting the findings and understanding the phenomenon studied within the framework of talent management practices and their impact on organizational performance levels. Regarding the results, it was found that training is a relevant component in staff performance, especially when training aligns with assigned functions and allows for more effective application of knowledge, strengthening confidence and efficiency in task execution. It was also identified that the elements most influencing personnel retention are related to job stability, compensation, and growth opportunities, reflecting legitimate expectations of employees and the institutional need to consolidate internal talent management processes that offer greater clarity and professional projection. However, a critical aspect corresponds to the balance between work and personal life, which is perceived as insufficient due to the demands of the area and operational pressure, affecting the emotional and physical well-being of employees, a particularly significant issue considering that the department itself is responsible for promoting the well-being of the institutional community. Based on these findings, it is concluded that the institution must move toward a comprehensive talent retention strategy that is not limited to isolated actions, but instead coherently articulates training, recognition, professional development, job stability, and a healthy organizational climate, in order to strengthen personnel permanence, increase motivation, and ensure organizational performance aligned with the needs of the academic community, allowing the consolidation of a stronger, genuinely committed department prepared to respond effectively to institutional challenges
The study had as its general objective to propose a strategy for talent retention in order to improve the organizational performance of the staff of the Welfare Department of a higher education institution in Barranquilla, based on the recognition that the high labor turnover in this type of entity is related to the lack of incentives, limited opportunities for professional development, unfavorable contractual modalities, and work overload, factors that affect the organizational climate, generate uncertainty, increase the intention to resign, and reduce the continuity of processes, evidencing the need to design effective actions aimed at strengthening personnel retention. From the theoretical framework, the research was grounded in the strategic value of human talent and in the direct relationship between retention and organizational performance, highlighting the contributions of authors such as Chiavenato, Becker, Sapiro, Barradas, Hilman, and Yamakawa, who agree that elements such as recognition, motivation, transformational leadership, continuous training, job stability, and institutional support systems significantly influence personnel permanence, while various previous studies demonstrate that reducing turnover contributes to strengthening productivity, team commitment, and efficiency in results. Methodologically, a quantitative approach with a descriptive design was used, applied to the staff of the Welfare Department of the higher education institution “EMA” in the city of Barranquilla, forming a voluntary sample of 40 employees who participated through a structured survey composed of 24 items on a five-point Likert scale, administered through Google Forms as the main data collection tool, allowing the gathering of primary information on the variables of talent retention and organizational performance. Likewise, secondary sources such as scientific articles, previous research, and institutional documents were used to provide the theoretical and contextual foundation necessary for interpreting the findings and understanding the phenomenon studied within the framework of talent management practices and their impact on organizational performance levels. Regarding the results, it was found that training is a relevant component in staff performance, especially when training aligns with assigned functions and allows for more effective application of knowledge, strengthening confidence and efficiency in task execution. It was also identified that the elements most influencing personnel retention are related to job stability, compensation, and growth opportunities, reflecting legitimate expectations of employees and the institutional need to consolidate internal talent management processes that offer greater clarity and professional projection. However, a critical aspect corresponds to the balance between work and personal life, which is perceived as insufficient due to the demands of the area and operational pressure, affecting the emotional and physical well-being of employees, a particularly significant issue considering that the department itself is responsible for promoting the well-being of the institutional community. Based on these findings, it is concluded that the institution must move toward a comprehensive talent retention strategy that is not limited to isolated actions, but instead coherently articulates training, recognition, professional development, job stability, and a healthy organizational climate, in order to strengthen personnel permanence, increase motivation, and ensure organizational performance aligned with the needs of the academic community, allowing the consolidation of a stronger, genuinely committed department prepared to respond effectively to institutional challenges
Descripción
Palabras clave
Retención del talento humano, Desempeño organizacional, Cultura de capacitación, Motivación laboral, Compensación y beneficios
