Cultura de seguridad organizacional y satisfacción laboral: Un Análisis en el contexto de Seguridad y Salud en el Trabajo
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Fecha
2024
Autores
Colina Cantillo, Angie Marcela
Conrado Camargo, Mary Cielo
Yanes Vega, Anyelit Vanessa
Redondo Guerra, Fernando Arturo
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Ediciones Universidad Simón Bolívar
Facultad de Ciencias de la Salud
Facultad de Ciencias de la Salud
Resumen
Objetivo: Analizar la relación entre la cultura de seguridad organizacional y la satisfacción laboral de los trabajadores en el ámbito de la seguridad y salud en el trabajo.
Materiales y Métodos: Esta investigación empleó un enfoque cuantitativo y se clasificó como un estudio descriptivo transversal, utilizando el Cuestionario Nórdico de Seguridad en el Trabajo (NOSACQ-50) el cual es una herramienta diseñada para evaluar de forma exhaustiva la percepción de la cultura de seguridad en los entornos de trabajo. Desarrollado por expertos nórdicos con el apoyo del Consejo Nórdico de ministros, consta de 50 ítems distribuidos en siete dimensiones clave que abordan diferentes aspectos de la seguridad en el trabajo. y el Cuestionario de Satisfacción Laboral S20/23, desarrollado por J.L. Meliá y J.M. Peiró. El cual es un instrumento estandarizado diseñado para medir la satisfacción laboral desde una perspectiva multidimensional. Está formado por 23 ítems que evalúan diferentes aspectos relacionados con la experiencia laboral, como la satisfacción intrínseca, las condiciones del entorno físico, las oportunidades de desarrollo, las relaciones con superiores y compañeros y la percepción de justicia organizacional. Cada ítem se responde en una escala Likert de 7 puntos que va desde “Muy insatisfecho” a “Muy satisfecho”, lo que permite captar con precisión las percepciones individuales de los trabajadores.
Resultados: La percepción de los empleados sobre la gestión de la seguridad en el trabajo revela opiniones divididas. Un 56.67% considera que la dirección no maneja la seguridad adecuadamente, aunque el 73.33% opina que la dirección diseña rutinas de seguridad efectivas. Un 78% de los empleados siente que pueden influir en cuestiones de seguridad, y el 72.67% afirma que se les anima a participar en decisiones de seguridad. Sin embargo, el 28% cree que la dirección no toma en cuenta sus sugerencias, aunque un 74.67% considera que se promueve la competencia en temas de seguridad. Más de la mitad (56.67%) opina que la dirección no pide la opinión de los empleados en decisiones de seguridad, y un 50% percibe que son involucrados en dichas decisiones. Con respecto a la satisfacción laboral, los elementos relacionados con la higiene del lugar, iluminación, supervisión, y apoyo de superiores presentan valores medios elevados, lo que sugiere una percepción positiva en estos aspectos. En contraste, otros factores como oportunidades de promoción y ventilación presentan puntuaciones ligeramente inferiores, lo que podría indicar áreas de mejora en la organización. En general, los resultados reflejan un alto nivel de satisfacción en la mayoría de los ítems evaluados, sugiriendo un ambiente laboral favorable en términos de condiciones y apoyo organizacional.
Conclusión: La investigación evidencia una relación estrecha entre la cultura de seguridad organizacional y la satisfacción laboral, destacando varios hallazgos relevantes: Aunque la mayoría considera que la dirección diseña rutinas de seguridad efectivas (73.33%), persisten críticas respecto a la participación e inclusión de las opiniones de los empleados. Solo el 50% siente que se les involucra en decisiones de seguridad, y un 56.67% percibe que no se les solicita su opinión, indicando una brecha en la comunicación y en la percepción de valoración del personal. La mayoría de los empleados se encuentra en niveles altos de satisfacción laboral, lo que denota un ambiente laboral favorable en términos generales. A pesar de ello, existen casos aislados con menores índices de satisfacción que indican la necesidad de estrategias específicas para abordar estas excepciones. El estudio demuestra que una cultura de seguridad organizacional efectiva y positiva se relaciona directamente con una mayor satisfacción laboral. Sin embargo, para alcanzar un nivel óptimo, es necesario trabajar en la inclusión activa de los empleados en las decisiones de seguridad, mejorar las oportunidades de crecimiento profesional y abordar las preocupaciones sobre condiciones específicas del entorno físico. Una estrategia integral en estos aspectos no solo fortalecerá la cultura organizacional, sino que potenciará el compromiso y bienestar de los trabajadores.
Objective: To analyze the relationship between organizational safety culture and job satisfaction among workers in the context of occupational safety and health. Materials and Methods: This study employed a quantitative approach and was classified as a cross-sectional descriptive study. It utilized the Nordic Occupational Safety Climate Questionnaire (NOSACQ-50), a tool designed to comprehensively assess perceptions of safety culture in work environments. Developed by Nordic experts with the support of the Nordic Council of Ministers, it consists of 50 items distributed across seven key dimensions addressing various aspects of workplace safety. Additionally, the Job Satisfaction Questionnaire S20/23, developed by J.L. Meliá and J.M. Peiró, was used. This standardized instrument is designed to measure job satisfaction from a multidimensional perspective. It consists of 23 items evaluating different aspects of the work experience, such as intrinsic satisfaction, physical working conditions, development opportunities, relationships with supervisors and colleagues, and perceptions of organizational justice. Each item is rated on a 7-point Likert scale ranging from "Very dissatisfied" to "Very satisfied," allowing for precise measurement of individual worker perceptions. Results: Employee perceptions of workplace safety management revealed mixed opinions. While 56.67% believe that management does not handle safety adequately, 73.33% agree that management designs effective safety routines. Additionally, 78% of employees feel they can influence safety matters, and 72.67% report being encouraged to participate in safety-related decisions. However, 28% feel their suggestions are not considered, despite 74.67% acknowledging that management promotes competence in safety topics. More than half (56.67%) state that management does not seek employee input on safety decisions, while 50% feel involved in such decisions. Regarding job satisfaction, factors such as workplace hygiene, lighting, supervision, and managerial support received relatively high scores, indicating positive perceptions in these areas. Conversely, aspects like promotion opportunities and ventilation scored slightly lower, suggesting potential areas for improvement within the organization. Overall, the results reflect high levels of satisfaction across most evaluated items, indicating a generally favorable work environment in terms of conditions and organizational support. Conclusion: The study highlights a close relationship between organizational safety culture and job satisfaction, with several key findings emerging: although most employees agree that management designs effective safety routines (73.33%), criticisms persist regarding employee participation and inclusion in decision-making processes. Only 50% feel involved in safety decisions, and 56.67% believe their input is not sought, pointing to gaps in communication and perceived employee value. While most employees report high levels of job satisfaction—indicating a generally positive work environment—isolated cases of lower satisfaction suggest the need for targeted strategies to address these exceptions. The findings demonstrate that an effective and positive organizational safety culture is directly associated with higher job satisfaction. However, achieving optimal levels requires active employee inclusion in safety decisions, improved professional growth opportunities, and attention to specific concerns about physical working conditions. A comprehensive strategy addressing these aspects will not only strengthen organizational culture but also enhance employee engagement and well-being.
Objective: To analyze the relationship between organizational safety culture and job satisfaction among workers in the context of occupational safety and health. Materials and Methods: This study employed a quantitative approach and was classified as a cross-sectional descriptive study. It utilized the Nordic Occupational Safety Climate Questionnaire (NOSACQ-50), a tool designed to comprehensively assess perceptions of safety culture in work environments. Developed by Nordic experts with the support of the Nordic Council of Ministers, it consists of 50 items distributed across seven key dimensions addressing various aspects of workplace safety. Additionally, the Job Satisfaction Questionnaire S20/23, developed by J.L. Meliá and J.M. Peiró, was used. This standardized instrument is designed to measure job satisfaction from a multidimensional perspective. It consists of 23 items evaluating different aspects of the work experience, such as intrinsic satisfaction, physical working conditions, development opportunities, relationships with supervisors and colleagues, and perceptions of organizational justice. Each item is rated on a 7-point Likert scale ranging from "Very dissatisfied" to "Very satisfied," allowing for precise measurement of individual worker perceptions. Results: Employee perceptions of workplace safety management revealed mixed opinions. While 56.67% believe that management does not handle safety adequately, 73.33% agree that management designs effective safety routines. Additionally, 78% of employees feel they can influence safety matters, and 72.67% report being encouraged to participate in safety-related decisions. However, 28% feel their suggestions are not considered, despite 74.67% acknowledging that management promotes competence in safety topics. More than half (56.67%) state that management does not seek employee input on safety decisions, while 50% feel involved in such decisions. Regarding job satisfaction, factors such as workplace hygiene, lighting, supervision, and managerial support received relatively high scores, indicating positive perceptions in these areas. Conversely, aspects like promotion opportunities and ventilation scored slightly lower, suggesting potential areas for improvement within the organization. Overall, the results reflect high levels of satisfaction across most evaluated items, indicating a generally favorable work environment in terms of conditions and organizational support. Conclusion: The study highlights a close relationship between organizational safety culture and job satisfaction, with several key findings emerging: although most employees agree that management designs effective safety routines (73.33%), criticisms persist regarding employee participation and inclusion in decision-making processes. Only 50% feel involved in safety decisions, and 56.67% believe their input is not sought, pointing to gaps in communication and perceived employee value. While most employees report high levels of job satisfaction—indicating a generally positive work environment—isolated cases of lower satisfaction suggest the need for targeted strategies to address these exceptions. The findings demonstrate that an effective and positive organizational safety culture is directly associated with higher job satisfaction. However, achieving optimal levels requires active employee inclusion in safety decisions, improved professional growth opportunities, and attention to specific concerns about physical working conditions. A comprehensive strategy addressing these aspects will not only strengthen organizational culture but also enhance employee engagement and well-being.
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Palabras clave
Cultura organizacional, Satisfacción en el trabajo, Seguridad y Salud en el Trabajo
