Factores que promueven el engagement en una empresa de TI
Resumen
Hoy en día, es fundamental para las organizaciones generar estrategias que promuevan el engagement para reducir la rotación y generar mejoras en el desempeño, ya que esto influye directamente en los indicadores financieros de las organizaciones. Por lo tanto, el objetivo de este artículo es evaluar las preferencias de los empleados a través de 6 factores que promueven el engagement en una empresa de TI. Como cada colaborador tiene características personales diferentes, el análisis se divide a un nivel general y luego se enfoca en la diferencia de género con el fin de proponer ajustes en los recursos humanos con base en la metodología AHP. Los resultados indican que existen diferencias significativas en cuanto al género en los factores de Calidad de vida, Prácticas Organizacionales y Personas. Por otro lado, existe consenso entre los empleados sobre la importancia de las Oportunidades en cuanto a Capacitación, Plan de Carrera y Actividades Desafiantes. La identificación de tales diferencias crea una oportunidad para ajustar las políticas de recursos humanos.
Descargas
Citas
Abramovic, G. & Mercer Traavik, L.E. (2017). Support for diversity practices in Norway: Depends on who you are and whom you have met. European Management Journal, 35(4), 454-463. https://doi.org/10.1016/j.emj.2017.04.002
Bakker, A.B. & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223. https://doi.org/10.1108/13620430810870476
Bakker, A.B., Van Emmerik H. & Euwema, M.C. (2006). Crossover of burnout and engagement in work teams. Work and Occupations, 33(4), 464-489. https://doi.org/10.1177/0730888406291310
Bedarkar, M. & Pandita, D. (2013). A study on the drivers of employee engagement impacting employee performance. Procedia - Social and Behavioral Sciences, 133, 106-115. https://doi.org/10.1016/j.sbspro.2014.04.174
Bersin, J. (2015). Becoming irresistible - A new model for employee engagement. Deloitte Review, [Online], Available: https://www2.deloitte.com/content/dam/insights/us/articles/employee-engagement-strategies/DR16_becoming_irresistible.pdf [10 Jul 2020].
Deloitte University Press – DUP (2015). Culture and Engagement - The naked Organization. White Paper, p. 3542.
Demerouti, E., Bakker, A.B., de Jong, J., Janssen, P.P. & Schaufeli, W.B (2001). Burnout and Engagement at work as a function of demands and control. Scandinavian Journal of Work, Environment & Health, 27(4), 279-286. https://dx.doi.org/10.5271/sjweh.615
Egri, C. & Ralston, D. (2004). Generation cohorts and personal values: A comparison of China and the United States. Organization Science, 15(2), 210-220. http://dx.doi.org/10.1287/orsc.1030.0048
Evangeline, E.T. & Gopal Ragavan, V.P. (2016). Organisational Culture and Motivation as Instigators for Employee Engagement. Indian Journal of Science and Technology, 9(2).
Festing, M. & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271. https://doi.org/10.1016/j.jwb.2013.11.010
Harter J.K., Schmidt F.L. & Hayes, T.L. (2002). Business unit level relationship between employee satisfaction, employee engagement, and business outcomes: a meta analysis. Journal of Applied Psychology, 87(2), 268-279.
Harter, J. (2018). Employee Engagement on the Rise in the U.S., GALLUP, [Online], Available: https://news.gallup.com/poll/241649/employee-engagement-rise.aspx [5 Jul 2020].
Hewitt (2009). Research Brief: Engagement and Culture: Talent in turbulent times, Hewitt Associates LLC, [Online], Available: https://thinkingpartnersblog.files.wordpress.com/2016/05/hewitt-engagement-and-culture.pdf [13 Jun 2020].
Kaiser, L. (2007). Gender‐job satisfaction differences across Europe: An indicator for labour market modernization. International Journal of Manpower, 28(1), 75-94.
Kifle, T. & Hailemariam, I. (2012). Gender differences in domains of job satisfaction: Evidence from doctoral graduates from Australian universities. Economic Analysis and Policy, 42(3), 319-338. https://doi.org/10.1016/S0313-5926(12)50032-9
Li, P., Sun, J.-M., Taris, T.W., Xing, L. & Peeters, M.C.W. (2021). Country differences in the relationship between leadership and employee engagement: A meta-analysis. The Leadership Quarterly, 32(1), 101458. https://doi.org/10.1016/j.leaqua.2020.101458
López, F. & Chiclana, C. (2017). Engagement, una plataforma para el desarrollo de la persona. Comunicación y Hombre, 14, 53-62.
Lyons, S., Duxbury, L. & Higgins, C. (2005). Are Gender Differences in Basic Human Values a Generational Phenomenon?. Sex Roles, 53, 763-778. http://dx.doi.org/10.1007/s11199-005-7740-4
Moore, S.J., Durst, P.T., Ritter. C., Nobrega, D. & Barkema, H.W. (2020). Effects of employer management on employee recruitment, satisfaction, engagement, and retention on large US dairy farms. Journal of Dairy Science, 103(9), 8482-8493. https://doi.org/10.3168/jds.2019-18025
Ngai, S.S., Cheung, C. & Yuan, R. (2016). Effects of vocational training on unemployed youths' work motivation and work engagement: Mediating roles of training adequacy and self-actualization. Children and Youth Services Review, 63, 93-100. http://dx.doi.org/10.1016/j.childyouth.2016.02.020
Oegler, K. & Adair, C. (2019). Trends in Global Employee Engagement, Kincentric, [Online], Available: https://www.kincentric.com//media/kincentric/pdfs/kincentric_2019_trends_global_employee_engagement.pdf [18 Aug 2020].
Salanova, M. & Schaufeli, W.B (2009). Commitment at work. When work becomes passion. Madrid: Editorial Alliance.
Salanova, M., Carrero. V., Pinazo, D. & Schaufeli, W.B. (2002). Job Resources and Proactive Behavior: the mediating role of Job Engagement. 25th International Conference on Applied Psychology, 7-12.
Salgado, K., Flegl, M. & Fejfarová, M. (2020). Factors affecting talent retention in tech start-ups. Scientific Papers of the University of Pardubice – Series D, 28(1), 138-149.
Sange, R. (2015). Progressive Importance of the Drivers of Employee Engagement. Indian Journal of Science and Technology, 8(4), 299–308.
Saaty, T.L. (1977). A Scaling Method for Priorities in Hierarchical Structures. Journal of Mathematical Psychology, 15(3), 234-281. http://dx.doi.org/10.1016/0022-2496(77)90033-5
Saaty, T.L. (1980). The Analytic Hierarchy Process. McGraw-Hill, New York.
Schaufeli, W. (2012). Work Engagement. What Do We Know and Where Do We Go?. Romanian Journal of Applied Psychology, 14(1), 3-10.
Schaufeli, W.B. & Bakker, A.B. (2004). Job demands, job resources and their relationship with burnout and Engagement: A multi – sample study. Journal of Organizational Behavior, 25(3), 293-315. https://doi.org/10.1002/job.248
Sahu, S., Pathardikar, A. & Kumar, A. (2018). Transformational leadership and turnover: Mediating effects of employee engagement, employer branding, and psychological attachment. Leadership & Organization Development Journal, 39(1), 82–99. https://doi.org/10.1108/LODJ -12 -2014-0243
Schor, J. (1992). The Overworked American: The Unexpected Decline Of Leisure. New York: BasicBooks.
Sharma, A., Goel, A. & Sengupta, S. (2017). How does Work Engagement vary with Employee Demography?: —Revelations from the Indian IT industry. Procedia Computer Science, 122, 146-153. https://doi.org/10.1016/j.procs.2017.11.353
Sherman, S. (2011). High-impact performance management: Maximizing performance coaching, CISION PR Newswire, [Online], Available: https://www.prnewswire.com/news-releases/bersin--associates-unlocks-the-secrets-of-effective-employee-recognition-158548395.html [18 Aug 2020].
Trong Tuan, L., Rowley, C. & Thanh Thao, V. (2019). Addressing employee diversity to foster their work engagement. Journal of Business Research, 95, 303-315. https://doi.org/10.1016/j.jbusres.2018.08.017
USPTO (2013). U.S. Patent and Trademark Office ranks #1 in best places to work in the federal government, The US Patent and Trademark Office, [Online], Available: https://www.uspto.gov/about-us/news-updates/us-patent-and-trademark-office-ranks-1-best-places-work-federal-government [18 Aug 2020].
