Summary
The present objective of this work is to present a comparative analysis of the main results of studies carried out in relation to the Labor Climate in selected production and service companies in Havana and Havana City.
main-results-of-diagnosis-of-work-climate-impact-in-selected-companies-of-production-and-servicesFor this, it was necessary to meet the following specific objectives.
- Present a theoretical conceptual approach on the main variables of the Labor Climate and its relationship with Human Resources Management in selected business organizations. Study the comparative behavior of the variables of the Labor Climate considered for this study and its impact on the labor group and Its results. Present the main conclusions of the study, as an important application of Organizational Behavior to achieve better human resource management in business organizations.
The stated objectives were met through the application of various research techniques:
- The application of surveys and interviews to workers of the organizations in question. Application of the SPSS statistical package for information processing, as well as a detailed analysis of the results through the tools provided by the computational package in question. Group work of experts, direct observation and review of various documents.
Main results:
- The research carried out allowed examining the factors that affect the individual in the organization through their perception and determining those that positively or negatively affect the performance of their workforce. The items associated with the Work Climate were identified, where differences and Similarities in their behavior in the organizations studied, as well as the coincidences or not of some of the aspects studied associated with the main dissatisfactions of the workers, such as the training received, the inability to occupy higher positions, the selection of personnel and the Willingness to perform tasks unrelated to company activities.
Key words: work environment, motivation, stimulation, working conditions, training, job satisfaction, participation, collaboration and social interaction, leadership.
Introduction
Research on the Work Climate constitutes a highly complex process due to the dynamics of the organization, the environment and human factors. Many companies and institutions recognize that one of their fundamental assets is their human factor and to be sure of the solidity of this resource, organizations require to have periodic measurement mechanisms of their Organizational Climate that is linked to the motivation of the staff and can have an impact on their corresponding behavior and job performance.
Employees feel that the weather is favorable when they are doing something useful that gives them a sense of personal worth. They often want jobs that are challenging, intrinsically satisfying. Many also seek responsibility and the opportunity to succeed. They want to be heard and treated in such a way that their value as individuals is recognized. They want to feel that the organization really cares about their needs and problems.
The work environment varies along a continuum ranging from favorable to neutral to unfavorable. Thus, a positive assessment of the climate indicates a sense of belonging to the company, achievement, affiliation, power, productivity, low fluctuation, satisfaction, adaptation and innovation. On the contrary, a negative climate supposes a lack of identification that will culminate with the departure of the members of the company who perceive it this way or will generate a series of personal objectives different from those desired.
Climate studies constitute a valuable tool in the hands of managers and human resources specialists as a diagnosis of organizational functioning and are very useful for understanding the behavior of people and their multiple determinants at different times or situations, for evaluating decisions, actions and programs implemented by companies and serve as a reference framework for planning new actions.
Organizational Climate and Satisfaction studies allow workers to express their opinion on how the organization works and how they feel about it; Thus, they constitute an instrument of inquiry, which operates under the premise that benefits are generated when corrective actions are implemented in those aspects that require it.
Knowledge of the Organizational Climate provides feedback about the processes that determine organizational behaviors, also allowing planned changes to be made, both in the members' attitudes and behaviors, in the organizational structure or in one or more of the subsystems that comprise it..
The present research has as a background a set of diploma and master's studies that students and professors of the Faculty of Economics of the University of Havana have developed over a few years. The teamwork that has been developed has allowed the presentation of the research results that are exhibited today in this paper and that have been carried out in various production and service companies.
Starting from the convenience of deepening the comparative study of the dimensions of the Labor Climate of the companies studied and given that there are already evident results in the behavior of these dimensions that could indicate a greater incidence in the performance and satisfaction of workers, it is that the presentation of this work is justified.
Overall objective:
Present a comparative analysis of the main results of studies carried out in relation to the Labor Climate in selected production and service companies in Havana and Havana City.
For this, it was necessary to meet the following specific objectives.
- Present a theoretical conceptual approach on the main variables of the Labor Climate and its relationship with Human Resources Management in selected business organizations. Study the comparative behavior of the variables of the Labor Climate considered for this study and its impact on the labor group and Its results. Present the main conclusions of the study, as an important application of Organizational Behavior to achieve better human resource management in business organizations.
The stated objectives were met through the application of various research techniques:
- The application of surveys and interviews to workers of the organizations in question. Application of the SPSS statistical package for information processing, as well as a detailed analysis of the results through the tools provided by the computational package in question. Group work of experts, direct observation and review of documents from the respective organizations.
In order to carry out the diagnosis of the Labor Climate, the behavior of different variables identified in the bibliography consulted and approved by the experts of the entity and the tutors of the research was evaluated. The items associated with the work climate and studied are:
- Working conditions Job satisfaction Stimulation Participation in decision making
Development.
- Some theoretical considerations.
1.1 The organizational climate.
The concept of work environment has been widely debated by different authors, who have defined it as: "The quality or property of the organizational environment that: is perceived or experienced by the members of the organization and that influences their behavior". (Litwin, 1971 cited in: Chiavenato, 1992, p. 75) "It is a set of properties of the work environment, perceived directly or indirectly by employees, that are supposed to be a force that influences their behavior". (Hall, 1996)
However, of all the approaches on the “Organizational Climate”, the one that has proven most useful is the one defined by Alexis Gonçalves, since it highlights as a fundamental element the perceptions that the worker has of the structures and processes that occur in the workplace.. The importance of this approach lies in the fact that the worker's behavior is not a consequence of the existing organizational factors, but depends on the worker's perceptions of these factors.
In order to better understand the concept of Organizational Climate it is necessary to highlight the following elements:
- Climate refers to the characteristics of the work environment. These characteristics are perceived directly or indirectly by workers who work in that environment. Climate has repercussions on work behavior. Climate is a variable that mediates between the factors of the organizational system and individual behavior.These characteristics of the organization are relatively permanent over time, they differ from one organization to another and from a section, area or department within the same company.The Climate, together with the structures and characteristics organizational and the individuals that compose it, form a highly dynamic interdependent system.
1.2 Job satisfaction
People tend to classify what they perceive in organizations in terms of satisfaction or dissatisfaction.
- From the perspective of Márquez (2001), satisfaction could be defined as “the attitude of the worker towards his own work. This attitude is based on the beliefs and values that the worker develops from his own work. Attitudes are jointly determined by the current characteristics of the job and by the worker's perceptions of what they should be. ”Robbins (1999, p. 25 ) in turn establishes that“ job satisfaction is the difference between number of rewards workers receive and the amount they think they should receive. "
In summary, it can be defined that job satisfaction is an affective orientation experienced by the worker towards his work and as a consequence of it. In this way, a worker is satisfied with his work when, as a result of it, he experiences feelings of well-being, pleasure or happiness. Otherwise, it can be said that the worker is dissatisfied. The results of the lack of satisfaction can affect the productivity of the organization and produce a deterioration in the quality of the work environment. It can decrease performance, increase the level of complaints, absenteeism or change of employment.
Boss behavior is one of the main determinants of satisfaction. Although the relationship is not simple, according to studies, it has been concluded that employees with more tolerant and considerate leaders are more satisfied than with leaders who are indifferent, authoritarian or hostile towards subordinates. Generally speaking, a sympathetic boss, who provides positive feedback, listens to the opinions of employees, and shows interest will allow for greater satisfaction.
Many authors agree on the importance of satisfaction studies because, among other reasons:
- The low satisfaction of its employees constitutes one of the symptoms of malfunction of the organization. Thus, if job satisfaction is considered a desirable objective of management practices and policies, the measure of worker satisfaction can be used as a criterion for evaluating their success. Job satisfaction is closely related with the variables rotation, performance, stress, conflicts, among others; reason why considering the negative results of the same ones for the organization, a high job satisfaction is recommended.
Benefits of climate studies and job satisfaction.
Studies of climate and job satisfaction can generate a series of benefits for the organization, such as:
- They provide the organization with information regarding the general satisfaction level of the company. In this way, it is known how workers feel about work and each of its functions. They therefore constitute a diagnostic tool for evaluating workers' problems, generating a significant flow of communication in all directions. In this sense, the importance of bottom-up communication is highlighted as it encourages workers to express their opinions. It can lead to an improvement in attitudes because for some it is an opportunity to express what they feel and for others a sign of interest for the well-being of the workers. It allows identifying training needs, based on the information inherent in the performance of its workers.It enables managers to assess employee reactions to major changes in policies and work programs. Thus, they can identify the problems that may arise and modify or redirect some action plans.
1.3 The motivation of workers.
Motivation is an important element of organizational behavior, which allows channeling the effort, energy and behavior in general of the worker, allowing him to feel better about what he does and encouraging him to work more to achieve the objectives that interest the worker. organization.
In this sense, Robbins (1999, p. 168) points out that motivation would then be defined as: "the desire to make a great effort to achieve the goals of the organization, conditioned by the possibility of satisfying some individual need". This means that a motivated person will try their best. Effort directed toward and compatible with the organization's goals is the type of motivation you want to seek. Once the result is palpable, worker satisfaction will depend on their perception of the fairness and justice with which they were rewarded. Figure 1. shows the map of the motivational process.
Figure 1: Map of the motivational process.
Source: Adapted from Davis, K. and Newstrom, J. (1985, p. 117).
Work motivation is a very useful tool when it comes to improving the performance of workers since it provides the possibility of encouraging them to carry out their activities and also to do them with pleasure, which can generate high performance for workers and the company in general. That is why it is necessary to take into account a series of factors specially designed to generate motivation:
- Relate rewards to performance, individualize them, that are fair and valued. Training and development of the workforce. Encourage participation, collaboration and social interaction (interpersonal relationships). Favorable working conditions.
1.4 The reward systems.
At this point, reference is made to the salary system and promotion policies that exist in the organization. Several studies have shown that compensation is the characteristic that is probably the biggest cause of worker dissatisfaction. Social comparisons within and outside the organization are the main factors that allow the employee to establish what "should be" regarding his salary versus what he receives.
On the other hand, promotions or promotions give the opportunity for personal growth, greater responsibility and increase the person's social status. In this area, the perception of fairness with respect to the organization's policy is also important. Managers must choose how they evaluate and reward employees, and because these decisions influence their behavior, they must ensure that the company's evaluation and reward systems stimulate the behaviors that management wants.
If the workforce believes that their efforts are appreciated and that they are closely linked to the rewards they value, management will have optimized the motivational capacities of their performance evaluation, training - development, recognition and remuneration procedures and practices.
1.5 The training of workers.
The dynamics of today's world require continuous improvement in the quality of products and services and increased productivity to ensure that the organization remains competitive. Given this reality, training becomes essential to ensure that employees obtain the job skills necessary to carry out their work.
Training should be based on needs analysis, based on a comparison of current performance and behavior with desired behavior and performance. It involves the transmission of specific knowledge related to work, attitudes towards aspects of the organization, the task and the environment and development of skills. "It is a short-term educational process, applied in a systematic and organized way, through which people learn knowledge, attitudes and skills, based on defined objectives." (Chiavenato, 1992)
Training at all levels constitutes one of the best investments in Human Resources and one of the main sources of well-being for organizations. How does training benefit organizations?
- It generates greater profitability and leads to positive attitudes. It improves the knowledge of the position at all levels. It creates a better image. It improves the boss-subordinate relationship. It promotes communication throughout the organization. It reduces tension and allows the management of conflict areas. Decision making and problem solving are streamlined. It promotes development with a view to promotion. It contributes to the training of leaders and leaders.
1.6 Participation, collaboration and social interaction.
The motivational benefits derived from the sincere participation of the worker are undoubtedly very high. Participation can range from a simple consultation to full involvement and should be used whenever the manager is convinced that his subordinates are trained to carry out any task and wish to use their abilities. However, despite all the benefits derived from worker participation, there are still bosses or supervisors who do little to encourage it.
Involvement in work is defined by Davis and Newstrom (1999, p. 279) as "the degree to which employees immerse themselves in their work, invest time and energy in it, and see work as a central part of their existence."
People try to satisfy part of their needs, collaborating with others. Human relationships create and maintain cordial relationships between individuals, friendly ties based on certain rules accepted by all and, fundamentally, on the recognition and respect of human personality. Thus, the problem of coexistence is reduced to the terms of reciprocal respect, which is one of the essential gears of human relations, good treatment of peers, and respect for the opinions of subordinates.
1.7 Working conditions
Providing the physical, environmental, raw materials, facilities and general environment of an organization can greatly influence the attitude and energy of the workforce. Good physical and environmental working conditions have a great impact on productivity and improve the motivational level of their employees and their identification with the company.
Workers are interested in their work environment both for personal well-being and to facilitate doing a good job. Studies show that employees prefer physical environments that are not dangerous and uncomfortable. Temperature, light, noise, and other environmental factors should not be on the extreme either, but clean and more or less modern facilities, with adequate tools and equipment that allow for effective performance and according to the required needs.
1.8 Leadership
Leadership is a crucial issue today. The organizations are in a constant struggle to be increasingly competitive, which has generated that the people that make them up are efficient and capable of giving a lot of themselves for the well-being of the organization or company. Leadership has been defined as "the interpersonal process by which managers try to influence their collaborators to achieve their pre-set job goals" (Hampton, 1993, p. 469).
Good managers are often known to do their jobs properly, but do not have the leader's motivational skills. It can also happen that an effective leader, with the ability to unleash enthusiasm and devotion, lacks the administrative skills to channel the energy they unleash in others, that is, he directs his subordinates appropriately, but in the wrong sense that does not lead in achieving the objectives of the organization. Faced with the challenges of today's dynamic business world, it is essential to have managers who also have leadership skills.
Countless authors have dealt with the topic of leadership styles, and although at one point the use of one or the other style was promoted, the most recent trends highlight the need for adaptation and flexibility in their use, as opposed to the improvement of only one of these styles.
Administrators whose thoughts and preferences are completely the same, and workers with the same abilities and needs are believed to be rare in today's society, and there are hardly ever two organizations with the same goals and objectives. Because of this, it is generally recommended that managers take a number of factors into account to determine which leadership style is appropriate for each situation. Simply put, one style of leadership will be more effective if certain situational factors prevail, while another style may be more useful if the factors change.
- Comparative results of the diagnosis of the working environment in the entities studied.
2.1 Brief characterization of the diagnosed companies.
From the present investigation, it is intended not to make a simple comparison between companies from different sectors, locations, business areas and with dissimilar characteristics to reach conclusions that dilute the logic of the objective pursued; rather, this work is based on the analysis of the impact that some variables have on the working climate, thus making it possible to adapt similar results on occasions and discordant on others that allow us to discover or at least intuit without pretending to be pretentious at the root of the manifestations of certain behaviors by the workers or internal customers of the organization.
Throughout this work, the issue of the Labor Climate will be dealt with within the five companies mentioned below:
- Enrique VaronaTorrefactora de Café RegilCasa Matriz de Almacenes Universales S.A Base Business Unit "El Ariguanabo" Truck Company "San Antonio"
Next, a synthesis of the characterization of the organizations investigated will be presented in order to facilitate the understanding of some of the aspects that will be treated later.
- Enrique Varona
The mechanical company Enrique Varona was created on December 26, 1977. Inoxidables Varona as it is known commercially, is located in San Miguel del Padrón, Havana. It is subordinated to the Capital Goods Group (BK-CETI) and both are subordinate to SIME. It is currently one of the most affected companies within the BK-CETI Group both from the economic-financial point of view and its Human Resources.
The company is dedicated to the production and marketing of stainless steel equipment and castings, destined for important sectors of the economy in Cuba. In addition, it produces packaging equipment for liquids, anticorrosive and thermo-refractory castings, as well as the machining of parts and pieces.
- Regil Coffee Roasting Machine
In the 19th century, a series of wealthy merchants and industrialists settled in Villa de Guanabacoa who established their factories with the purpose of economically developing the town. This is how the Torrefactora or Roaster of Café Regil arises, which since its foundation has been in the municipality of Guanabacoa in Havana City.
On September 30, 2005, it was created under the current name, integrated into the Cuba Coffee Business Group, subordinated to the Ministry of the Food Industry.
Its main function consists of roasting and commercializing in the domestic market, both in national currency and foreign currency, roasted and ground coffee, controlling and advising on the quality of the coffee that is offered to different clients. The entity has a Management Unit and two Base Business Units that guarantee the fulfillment of its objectives:
- Torrefactora Regil Base Business Unit 1Regular Torrefactora Base Business Unit 2 Headquarters of the company Almacenes Universales SA
Almacenes Universales SA was created on January 28, 1994. It is a Cuban mercantile company whose main activity is the leasing of dry and refrigerated warehouses, both for merchandise under customs warehousing and nationalized warehouses. It also provides other services associated with warehousing and transportation and customs brokerage services.
This entity is a comprehensive logistics operator that plays a significant role in Cuban foreign trade in its current phase of development, supporting its realization.
The headquarters is located in the Old Havana municipality of Havana City. Its mission is to achieve the sustained contribution in MLC to the country's state reserve and to be the leading organization of comprehensive logistics services for the export, import and national market of merchandise, with the quality that satisfies the most demanding of customers.
- Base business unit "El Ariguanabo"
On July 1, 1996, when the activities of making twisted tobacco and destemming became independent from the black branch, the Havana Twisted Tobacco Company (union of factories and destemming of the Havana province and to which the UEB El Ariguanabo belongs) emerged. It also has a supply warehouse, with an infrastructure of insurance management in terms of transportation, maintenance and investments.
Twisted tobacco Havana and therefore the UEB El Ariguanabo belongs to the business group TABACUBA (the only economic organization in the country fully responsible for tobacco activity in all phases of its production and marketing chain), which is subordinate to the Ministry of Agriculture.
The mission of the UEB "El Ariguanabo" is to guarantee the production of hand-twisted tobacco for export and national consumption according to market demand.
- Truck Company San Antonio
The Truck Company San Antonio, with legal domicile in Carretera La Salud Km 1½ San Antonio de los Baños, Province of Havana, was founded with its own legal personality and independent patrimony on April 30, 2002 under the protection of Resolution 128/02 issued by the Ministry of Transport. It is subordinated to the Cuban Trucking Business Group (UDECAM) and is also subordinate to the Ministry of Transportation.
Said organization is dedicated to the execution of activities such as the transportation of specialized loads (through specialized vehicles: dry, refrigerated and tank wagons) and multimodal transportation by motor vehicle to any distance or region of the country. It performs the functions of Freight Agent in the territory and also provides maintenance, repair, punching, sheet metal, painting and crane services.
2.2 Comparative analysis of the main results of the diagnosis of the work environment
In any investigative process, information is a determining factor and the minimum error in it can lead to long periods of study and effort to complete failure. It is not strange to imagine, then, the reasons why the statistical methods that guarantee the greatest margin are analyzed in detail. reliability, attending to the peculiarities of each study and the objectives pursued.
In order to obtain the data from the surveys to which reference will be made throughout the work, it was initially necessary to select samples due to the large number of existing workers, in order to avoid that the collection of information was too cumbersome, from of stratified sampling, as a way to achieve greater representativeness of each area of the company, while in other organizations it was more convenient to carry out censuses.
In order to process the results obtained through the surveys or censuses carried out and carry out an in-depth analysis of the results in the companies under study, the Statistical Software SPSS version 10.0 and the Microsoft Excel program were used, which allowed a diagnosis to be made of the existing labor climate in the aforementioned organizations from the variables that will be used in the analysis.
For the analysis of the variables, a descriptive study was initially carried out using the position measures detailed below:
- Average: It is the most important measure of central tendency. Represents a value around which the values of the observed variable oscillate, constituting the center of gravity of the distribution. The Median: It is the value that occupies the central position in an ordered set of values. The Mode: It is the position statistician that represents the most typical value of a distribution. Indicates the value or values that appear most frequently.
Similarly, the analysis of Crombach's Alpha was performed, which constitutes a measure of the reliability of a test. Its approach to 1 indicates consistency in the answers.
In addition, a Principal Component Analysis was carried out, the objective of which is to reduce the set of original variables to a smaller one that groups the former in some way and that allows describing some interrelation between them, achieving maximum explanatory capacity.
The Principal Component Analysis determines the weight of each of the variables in the general model and establishes a grouping structure that allows the construction of new synthetic variables called components that express the relationships, weights or loads of each original variable or attribute in each component..
The application of this multivariate analysis method requires the performance of acceptance tests, so the Bartlett Sphericity test was applied, which verifies if the correlation matrix is significantly different from the identity matrix, that is, it analyzes whether there is correlation or not between the variables of the model.
2.21. Analysis of the variables present in the study
After processing the information for each of the five companies in the study, the analysis of the results obtained for each variable of the work climate studied and for each item considered in the applied questionnaire is passed.
In the table shown below, the behavior of the variable conditions of the means of protection contained within the item working conditions can be seen.
In the same it can be seen how in general sense the conditions of the protection means are good in three of the companies analyzed, Torrefactora Café Regil with 51.3%; the parent company of Almacenes Universales SA with 62.3% and UEB el Ariguanabo with 54.2%; which is a very positive aspect.
It should be noted that in the aforementioned organizations the activities carried out are not as dangerous as in the companies Enrique Varona and Trucks San Antonio, where the results obtained show great problems in relation to this variable.
As can be seen in the table below regarding the conditions of the means of protection in the company Truck San Antonio, the workers placed their responses in the Bad categories with 48.9% and Acceptable with 29, 5%. While in the company Varona they are between Very bad with 39.2% and Bad with 47.3%.
The results obtained in the Truck companies San Antonio and Varona in relation to this variable are the result of the economic situation that both organizations are going through, which has made it difficult to purchase new specific protection means, such as fire extinguishers for the cabins of the trucks, gloves, rubber boots, among others. This situation must be dealt with as soon as possible given the degree of danger to which the workers are subjected.
| Table No.1 Protection means conditions | |||||
| Business | Very bad | Bad | Acceptable | Good | Very good |
| Enrique Varona | 39.2% | 47.3% | 12.2% | 1.4% | |
| Torreil Café Regil | 1.3% | 3.9% | 42.1% | 51.3% | 1.3% |
| Almacenes Universales SA | 8.7% | 62.3% | 29.0% | ||
| UEB El Ariguanabo | 1.4% | 2.8% | 36.1% | 54.2% | 5.6% |
| San Antonio Trucks | 5.70% | 48.90% | 29.50% | 14.80% | 1.10% |
The fact that the workers consider that the Company's Management is interested in improving their working conditions is very beneficial because it encourages them and keeps them waiting for the changes and improvements of the company in general.
In relation to the variable: the company's interest in working conditions (see table 2), it can be seen how in entities such as the UEB El Ariguanabo, Enrique Varona and the Torrefactora de Café Regil, has a positive impact since in these entities workers consider the organization if it is interested in the conditions in which they work.
The most alarming results were obtained in the headquarters of the Universal Warehouses and in the Truck San Antonio company, since in the first 85.5% of the workers believed that the company had no interest in working conditions, while that in San Antonio Trucks 50% of workers said that the company has no interest in working conditions. This constitutes a danger for these organizations since it could represent the germ of a demotivating element in the medium term.
Perhaps it can be thought that there is some contradictory element regarding the Enrique Varona company that in the previous analysis showed truly alarming results regarding the variable conditions of the means of protection and that in this section it is one of the companies that presents the highest percentage in Regarding the company's interest in working conditions with 54.1%. The aforementioned may be the result of the positive perceptions of the workers in relation to the performance of the company's management to try to resolve this situation despite the economic-financial situation in which this entity finds itself, which limits the performance of the company. same in favor of the welfare of the employees.
| Table 2. Interest of the company for working conditions | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 1.4% | 6.8% | 18.9% | 18.9% | 54.1% |
| Torreil Café Regil | 26.3% | 2.6% | 30.3% | 10.5% | 30.3% |
| Almacenes Universales SA | 85.5% | 1.4% | 8.7% | 1.4% | 2.9% |
| UEB El Ariguanabo | 14.1% | 5.6% | 16.9% | 12.7% | 50.7% |
| San Antonio Trucks | 29.50% | 20.50% | 9.10% | 9.10% | 31.80% |
Tables 3, 4, 5, 6 and 7 show the results of the item job satisfaction in the organizations selected for this study.
From table 3 it is concluded that when referring to the variable taste for work that they do, the five companies show surprising results, in Enrique Varona 77% of workers stated that they like work, this being the lowest value, in Café Regil 88.2%; the company Truck San Antonio revealed 89.8%; the Headquarters of Almacenes Universales showed 94.2% while UEB El Ariguanabo showed 91.8%.
| Table 3.Taste for the work they do | |||||
| Business | Not | Very little | Medium | Quite | Much |
| Enrique Varona | 1.4% | 6.8% | 14.9% | 35.1% | 41.9% |
| Torreil Café Regil | 7.9% | 3.9% | 38.2% | 50.0% | |
| Almacenes Universales SA | 5.8% | 47.8% | 46.4% | ||
| UEB El Ariguanabo | 8.2% | 39.7% | 52.1% | ||
| San Antonio Trucks | 1.10% | 9.10% | 33% | 56.80% |
It is a key factor that the workers of an organization identify the importance of the tasks that they carry out, since this constitutes an incentive to the effort and commitment to the organization and its results.
When referring to the usefulness of the work they do, it can be seen in Table 4, that in the company Enrique Varona 64.9% of the respondents answered affirmatively, in the Torrefactora de Café Regil 75%, in the Universal Warehouses it is shown 52.2%; while in the UEB El Ariguanabo rises with a value of 66.7% and finally San Antonio Trucks showed the highest value with 97.7%.
When the workers consider that their effort is useful for others, it is because they are really satisfied, they are motivated workers, who are easily inspired, capable of putting all their efforts so that the company achieves good results, which is unquestionably beneficial for the organization.
| Table 4. Usefulness of the work it performs | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 2.7% | 1.4% | 18.9% | 12.2% | 64.90% |
| Torreil Café Regil | 25.0% | 75% | |||
| Almacenes Universales SA | 47.8% | 52.20% | |||
| UEB El Ariguanabo | 33.3% | 66.7% | |||
| San Antonio Trucks | 2.30% | 97.70% |
When analyzing the relationships with coworkers (see Table 5) it is highlighted that all the responses are favorable. The most significant result in the optimal category is observed in the companies: Torrefactora de Café Regil with 50%, Almacenes Universales representing 53.6% and UEB El Ariguanabo showing the highest value with 69.9%. On the other hand, in the companies Enrique Varona and Trucks San Antonio, the fundamental weight of the answers falls on good, with 74.3% and 70.5% respectively.
These results show a favorable behavior since good interpersonal relationships between colleagues provide cordiality and therefore give companies the opportunity to take advantage not only of the potential of teamwork, but also the achievement of business objectives and the prevalence of a climate favorable labor.
| Table 5. Relationships with colleagues | |||
| Business | Acceptable | Good | Optimal |
| Enrique Varona | 6.8% | 74.3% | 18.9% |
| Torreil Café Regil | 7.9% | 42.1% | 50.0% |
| Almacenes Universales SA | 7.2% | 39.1% | 53.6% |
| UEB El Ariguanabo | 1.4% | 28.8% | 69.9% |
| San Antonio Trucks | 1.10% | 70.50% | 28.40% |
When deepening the capacity to hold higher positions (Table 6), in three of the companies analyzed, a high willingness to hold higher positions is evident, which is demonstrated by the percentages displayed. The Torrefactora de Café Regil company has 53.9%; the headquarters of Almacenes Universales SA has 56.5%; while for its part the UEB the Ariguanabo showed 51.4%. On the contrary, the companies Enrique Varona and Trucks San Antonio presented 35.1% and 31.8% respectively.
Presenting a high capacity to occupy higher positions represents a positive aspect since it conditions greater responsibility; while on the other hand it guarantees that in carrying out promotions there are greater possibilities of selecting the right person, that is, the one who meets the requirements of the position.
At this point, the level of qualification of the personnel must also be assessed since it may happen that the person feels prepared to carry out their work but not to perform in another that requires higher qualification, in which case the training policy must be taken into account. or overcoming the company.
| Table 6. Ability to hold higher positions | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 28.4% | 6.8% | 23.0% | 6.8% | 35.1% |
| Torreil Café Regil | 23.7% | 18.4% | 3.9% | 53.9% | |
| Almacenes Universales SA | 1.4% | 29.0% | 13.0% | 56.5% | |
| UEB El Ariguanabo | 40.3% | 2.8% | 5.6% | 51.4% | |
| San Antonio Trucks | 48.90% | 1.10% | 17% | 1.10% | 31.80% |
When examining the variable related to the possibility of overcoming the selected companies whose information is shown in table 7; A majority coincidence can be observed in terms of the assertion that companies are given the possibility for workers to excel in four of them, both in La Torrefactora de Café Regil with 78.9%, the parent company of the Universal Stores with 50.7%, the UEB El Ariguanabo that exhibits 79.5% and Trucks San Antonio with 68.2%. Once again the Enrique Varona presents unfavorable results, with 10.8% of positive responses appearing.
From the analysis of this variable, the serious training problems that arise in Enrique Varona are inferred, which can undermine the interest in meeting the company's goals, and can generate large numbers of casualties by workers who seek to overcome and look for this opportunity in other entities.
The issue of training should be seen not as a cost, but as a long-term investment that will ensure a front-line workforce; therefore the existing economic-financial problems should not be the pretext for the inefficiency of this activity since the way to emerge from the difficult situation in which the company finds itself must be based on the disposition of a labor group with greater knowledge and capacity. creator.
The parent company of Los Almacenes Universales although it has 50.1%; You should pay more attention to the variable analyzed in this section, since in addition to the reasons given previously in the analysis of the Varona company, as can be seen, there is 13% of workers who state that they almost never have the possibility of overcoming, which could be reflected in dissatisfaction with the organization on the part of the workers who seek the stimulus provided by increasing their knowledge of new practices in the organization.
| Table 7. Possibility of overcoming | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 29.7% | 28.4% | 29.7% | 1.4% | 10.8% |
| Torreil Café Regil | 3.9% | 10.5% | 6.6% | 78.9% | |
| Almacenes Universales SA | 2.9% | 13.0% | 17.4% | 15.9% | 50.7% |
| UEB El Ariguanabo | 6.8% | 1.4% | 11.0% | 1.4% | 79.5% |
| San Antonio Trucks | 9.10% | 18.20% | 4.50% | 68.20% |
It can be seen in table 8 that a high interest on the part of the workers of the selected companies in participation in decision-making is highlighted, since in the company Enrique Varona 50% of the respondents answered affirmatively to this question, for On the other hand, the Torrefactora de Café Regil revealed 53.9%; The headquarters of Almacenes Universales had 53.6%, UEB El Ariguanabo showed 64.4%, and the highest percentage in Trucks San Antonio with 73.9%.
The results discussed above are nothing more than an indication of the desire of the majority of workers in these companies to take an active part in the development and results of the organization, as an expression of their sense of belonging to the entities. studied.
The positive effect of the behavior of this variable could be reversed if the Directorates of the aforementioned companies do not embrace this desire to participate through specific actions that make it possible.
| Table 8. Interest of workers in participating in decision-making. | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 8.1% | 24.3% | 17.6% | 50.0% | |
| Torreil Café Regil | 13.2% | 1.3% | 22.4% | 9.2% | 53.9% |
| Almacenes Universales SA | 15.9% | 30.4% | 53.6% | ||
| UEB El Ariguanabo | 21.9% | 12.3% | 1.4% | 64.4% | |
| San Antonio Trucks | 12.50% | 6.80% | 3.40% | 3.40% | 73.90% |
Likewise, Table 9 shows the consideration of the workers of the different companies treated throughout this investigative work to raise their concerns about the progress of work and to be heard. In four of the companies studied, favorable results are shown in this regard, since they have a coincidence regarding the location of their main percentages, these being between almost always and always. Again it is the Enrique Varona company that shows less favorable results. Said company must assess its position regarding this variable since there are 48.7% of its workers who state that almost never or sometimes they have the possibility of raising their concerns, as well as a significant percentage, 45,4% of the workers in the company Truck San Antonio placed their answers in the categories almost never and sometimes. This could generate serious dissatisfaction problems in both companies due to the workers' needs to make themselves heard and feel that they are a very important element in the entity's processes.
| Table 9. Possibility of raising your concerns | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 1.40% | 12.20% | 36.50% | 18.90% | 31.10% |
| Torreil Café Regil | 3.90% | 3.90% | 21.10% | 22.40% | 48.70% |
| Almacenes Universales SA | 1.40% | 20.30% | 29.00% | 49.30% | |
| UEB El Ariguanabo | 9.60% | 1.40% | 23.30% | 4.10% | 61.60% |
| San Antonio Trucks | 15.90% | 29.50% | 9.10% | 45.50% |
The results of the variable Participation in problem solving (see table 10) indicate that in the Enrique Varona company 48.9% of workers participate “always or almost always” in problem solving, in the Torrefactora de Café Regil an 82, 7%; the parent company of Almacenes Universales has 84.1%, UEB El Ariguanabo shows 65.8% and Trucks San Antonio reveals 58%.
Both in the UEB El Ariguanabo and in the companies Enrique Varona and Trucks San Antonio, it is necessary to act on the motivational factors of the workforce to achieve greater involvement in the existing problems in these organizations.
| Table 10. Participation in problem solving | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 23.0% | 28.4% | 14.9% | 33.8% | |
| Torreil Café Regil | 2.6% | 14.5% | 19.7% | 63.2% | |
| Almacenes Universales SA | 1.4% | 14.5% | 29.0% | 55.1% | |
| UEB El Ariguanabo | 11.0% | 23.30% | 1.40% | 64.40% | |
| San Antonio Trucks | 42% | 12.50% | 45.50% |
Regarding “if the worker feels part of the company's results or not”, two well-defined categories are observed for the Enrique Varona company, which respond to: “sometimes” with 40.5% and “yes” with 43.2%. The rest of the organizations place their highest percentage in "yes" where the Torrefactora Café Regil has 68.4%; the parent company of Almacenes Universales maintains 65.2%, UEB El Ariguanabo shows 61.6%, while Trucks San Antonio exhibits 55.7%. The aforementioned is shown in greater detail in the following table:
| Table 11. Feeling part of the organization's results | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 5.4% | 40.5% | 10.8% | 43.2% | |
| Torreil Café Regil | 2.6% | 14.5% | 14.5% | 68.4% | |
| Almacenes Universales SA | 4.3% | 30.4% | 65.2% | ||
| UEB El Ariguanabo | 8.2% | 4.1% | 23.3% | 2.7% | 61.6% |
| San Antonio Trucks | 5.70% | 35.20% | 3.40% | 55.70% |
In all the organizations analyzed, more than half of the workers generally know the objectives of their work. As shown in Table 12, where the companies with the lowest percentages are Enrique Varona and the headquarters of the Universal Warehouses, the former accounting for 60.8% and the latter accounting for 56.5%. This indicates that it is necessary to have a motivated staff to raise both their performance and efficiency and consequently achieve the goals set by these companies.
On the other hand, the Torrefactora de Café Regil, the company Truck San Antonio and the UEB El Ariguanabo had the greatest coincidence in the affirmative answer, which is very favorable for these organizations.
| Table 12. Knowledge of work objectives | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 2.7% | 10.8% | 25.7% | 60.8% | |
| Torreil Café Regil | 1.3% | 1.3% | 5.3% | 92.1% | |
| Almacenes Universales SA | 43.5% | 56.5% | |||
| UEB El Ariguanabo | 1.4% | 1.4% | 97.3% | ||
| San Antonio Trucks | 6.80% | 93.20% |
Regarding the acceptance of the criteria and opinions of the workers, the results show great heterogeneity. In the UEB El Ariguanabo, as in the company Trucks San Antonio, the weight of the answers is found in “some times” with 50.7% and 67% respectively, the Torrefactora de Café Regil for its part concentrates its highest percentage in “yes” with 53.9%; On the other hand, the headquarters of the Universal Warehouses shares their answers in "sometimes" and "yes" with 34.8% for each one. The company Enrique Varona, groups their responses in "sometimes" with 41.9%, "almost always" and "yes" with 40.5%.
Taking as a point of reference that the results shown in table 13 are not the healthiest for the organizations previously analyzed, measures must be taken in this sense that guarantee feedback, to ensure that people know the procedure followed with their opinions and their importance, with a view to avoiding the possible dissatisfaction that might be caused by those who consider that they are not taken into account, thereby losing a valuable source of information.
| Table 13. Management takes opinions into account | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 17.6% | 41.9% | 21.6% | 18.9% | |
| Torreil Café Regil | 3.9% | 5.3% | 25.0% | 11.8% | 53.9% |
| Almacenes Universales SA | 4.3% | 34.8% | 26.1% | 34.8% | |
| UEB El Ariguanabo | 12.3% | 4.1% | 50.7% | 2.7% | 30.1% |
| San Antonio Trucks | 6.80% | 2.30% | 67% | 5.70% | 18.20% |
The results obtained in the variables related to leadership were favorable, which can be corroborated in Table 14. The results infer that the relationships between bosses and subordinates are between "good" and "optimal", which is explained if they are taken into account. account for the highest percentages of responses in each company in this regard.
In this range are the answers given by the workers of the Enrique Varona company with 78.4%. The Torrefactora de Café Regil presents 97.4%, while the parent company of the Almacenes Universales points 84.1% while the UEB El Ariguanabo has 87.6% and finally the company Truck San Antonio shows 70.5%.
Good relationships between bosses and subordinates guarantee not only motivation and commitment to the organization, but also the spirituality of feeling coworkers as part of the family. This will facilitate teamwork and make good interpersonal relationships between bosses and subordinates one more reason to try to achieve the goals of the company and ensure a satisfactory long-term job.
|
Table 14. Relations with the immediate boss |
||||
| Business | Bad | Acceptable | Good | Optimal |
| Enrique Varona | 21.6% | 52.7% | 25.7% | |
| Torreil Café Regil | 2.6% | 56.6% | 40.8% | |
| Almacenes Universales SA | 15.9% | 37.7% | 46.4% | |
| UEB El Ariguanabo | 4.1% | 8.2% | 43.8% | 43.80% |
| San Antonio Trucks | 5.70% | 23.90% | 62.50% | 8% |
It is significant that more than 55% of the workers in the different companies analyzed consider that their boss has confidence in the ability of their subordinates but is "always" at least "almost always" (This is shown in table 15). While referring to confidence in the decision-making capacity of their immediate boss, more than 50% of workers responded positively (see table 16).
| Table 15. Confidence of the boss in the capacity of his subordinates | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 24.3% | 17.6% | 58.1% | ||
| Torreil Café Regil | 1.3% | 5.3% | 10.5% | 82.9% | |
| Almacenes Universales SA | 1.4% | 4.3% | 46.4% | 47.8% | |
| UEB El Ariguanabo | 6.8% | 2.7% | 2.7% | 1.4% | 86.3% |
| San Antonio Trucks | 33% | 13.60% | 53.40% |
| Table 16. Confidence in the decision-making capacity of your boss | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 27.0% | 23.0% | 50.0% | ||
| Torreil Café Regil | 1.3% | 7.9% | 14.5% | 76.3% | |
| Almacenes Universales SA | 10.1% | 37.7% | 52.2% | ||
| UEB El Ariguanabo | 12.3% | 8.2% | 11.0% | 68.5% | |
| San Antonio Trucks | 5.70% | 28.40% | 10.20% | 55.70% |
When investigating the stimulation item, the perception of the workers in relation to this point was confirmed, which in some of the companies studied has come to light as one of the main causes of dissatisfaction among the workforce. Table 17 shows the results.
In the Enrique Varona company, the stimulation system is classified by the entity's workers as “very bad” with 51.4%; This is due to the financial problems of the entity that brought about the freezing of its foreign currency account and therefore the salary stimulation in it was affected. Both in the Torrefactora de Café Regil and in the headquarters of the Almacenes Universales this variable was considered “acceptable” with 50% and 53.6% respectively. On the other hand, in the UEB El Ariguanabo it is located between bad (24.7%) and acceptable (39.7%) by the workers. While in the company Truck San Antonio the majority responses were between "good" and "acceptable" with 25% and 38.6% respectively.
| Table 17. Salary stimulation system | |||||
| Business | Very bad | Bad | Acceptable | Okay | Very good |
| Enrique Varona | 51.4% | 43.2% | 5.4% | ||
| Torreil Café Regil | 2.6% | 7.9% | 50.0% | 36.8% | 2.6% |
| Almacenes Universales SA | 1.4% | 2.9% | 53.6% | 29.0% | 13.0% |
| UEB El Ariguanabo | 11.0% | 24.7% | 39.7% | 19.2% | 5.5% |
| San Antonio Trucks | 18.20% | 15.90% | 38.60% | 25% | 2.30% |
When analyzing the importance of moral stimulation for workers, it was confirmed that it constitutes a powerful incentive for job satisfaction. This corresponds to the unanimity of the responses obtained from the workers in the analyzed companies where more than 80% of them advocate this method (See Table 18), which could somewhat offset the negative effects of dissatisfaction on referred to the salary stimulation system.
| Table 18. Importance of moral stimulation | |||||
| Business | Not | Hardly ever | Sometimes | Usually | Yes |
| Enrique Varona | 2.7% | 2.7% | 4.1% | 2.7% | 87.8% |
| Torreil Café Regil | 2.6% | 14.5% | 1.3% | 81.6% | |
| Almacenes Universales SA | 2.9% | 13.0% | 84.1% | ||
| UEB El Ariguanabo | 4.1% | 1.4% | 2.7% | 6.8% | 84.9% |
| San Antonio Trucks | 15.90% | 84.10% |
The comparative study in the five organizations on the Organizational Climate has been focused on understanding the internal environmental variables such as: working conditions, participation in decision-making, leadership, job satisfaction and stimulation, which affect the individual in the organization..
As a result of the diagnosis made, a group of strengths and weaknesses derived from the positive and negative perception of the workers of the organizations studied in relation to the variables contained in the questionnaire were identified.
Factors negatively perceived by workers would allow corrective actions to be taken that lead to an improvement in the Work Climate. The strengths would serve to reinforce the positive climate that is expected to be achieved, with the consequent increase in the performance of the workforce and the results of companies in general.
Conclusions
- The item working conditions presents serious difficulties regarding the existence and feasibility of the use of the means of protection, both in the Enrique Varona company and in San Antonio Trucks, this aspect being favorable in the three other entities studied. Variables: Taste and usefulness of the work done, as well as relationships with coworkers, show very favorable results in the five organizations. A high percentage of workers from the Torrefactora de Café Regil companies; the headquarters of Almacenes Universales SA and UEB el Ariguanabo showed a high willingness to occupy higher positions, not being so in the Enrique Varona company where only 35.1% declared having such provision, nor in San Antonio Trucks, where the percentage was 31.8%.A majority coincidence can be observed in terms of the assertion that companies are given the possibility for workers to excel in La Torrefactora de Café Regil, the headquarters of the Universal Warehouses, in Trucks San Antonio and UEB El Ariguanabo. Once again, Enrique Varona presents unfavorable results, with only 10.8% of positive responses appearing. There is a high interest on the part of the workers of the five selected companies in participating in decision-making. As for the possibility of raising your concerns about the progress of work and being heard. The Enrique Varona company shows the most unfavorable results, since almost half of the surveyed workers consider that they hardly ever or sometimes have this possibility.Both at UEB El Ariguanabo and at the Enrique Varona company, it is necessary to act on the motivational factors of the workforce to achieve greater involvement in solving existing problems. Almost half of the surveyed workers in both organizations declare that they do not perceive their participation. In the five organizations analyzed, more than half of the surveyed workers know the objectives of their work. In relation to the acceptance of the criteria and opinions of the workers, The results are moderately favorable, with the Torrefactora de Café Regil company being the one with the best results in this regard. The results obtained in the variables related to leadership were favorable, both in terms of confidence in the capacity of subordinates for part of the bosses,such as the level of relationships between boss and subordinates, as well as the confidence of workers in the decision-making capacity of their boss. The stimulation system is classified as very bad by half of the workers surveyed in the Enrique Varona company, being This item is considered acceptable by approximately half of the respondents from the other organizations. The workers surveyed in the five entities consider that moral stimulation constitutes a powerful incentive for job satisfaction. This corresponds to the almost unanimity of the responses obtained in this area.The stimulation system is classified as very bad by half of the workers surveyed in the Enrique Varona company, this item being considered acceptable by approximately half of the respondents from the other organizations. The workers surveyed in the five entities consider that stimulation Morality constitutes a powerful incentive to job satisfaction. This corresponds to the almost unanimity of the responses obtained in this area.The stimulation system is classified as very bad by half of the workers surveyed in the Enrique Varona company, this item being considered acceptable by approximately half of the respondents from the other organizations. The workers surveyed in the five entities consider that stimulation Morality constitutes a powerful incentive to job satisfaction. This corresponds to the almost unanimity of the responses obtained in this area.This corresponds to the almost unanimity of the responses obtained in this area.This corresponds to the almost unanimity of the responses obtained in this area.
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