The development of business plans and projects requires a permanent updating of objectives and strategies as a way of facing changing and increasingly competitive contexts, which imperatively impose adequate use of resources, obtain high productivity, and achieve efficient performance of the entire organization.
Facing these challenges successfully requires paying due attention to the most valuable resource that the company has: its people, who, without distinction of hierarchical levels, constitute a strategic vector for the achievement of business objectives:
Having an adequate organization capable of quickly responding to the needs of the environment, achieving efficiency by obtaining good results in a timely manner, being able to obtain satisfactory productivity rates as a consequence of adequate use of all the resources available to it, keeping the market with a good level of competitive activity and, as a consequence of all this, being profitable.
In short: be successful, through the contribution of employees who participate in the achievement of goals and objectives and contribute their talent and creativity.
It is the employees who are in contact with the processes, products and / or services of the company, they are often in direct and close relationship with customers and suppliers and consequently they know the characteristics and intensity of inconveniences and problems that occur.
Thus, the company that has satisfied employees also has possible solutions at hand just by taking advantage of the ideas that its collaborators can contribute.
Research on employee loyalty
Thus, with the purpose of knowing the opinion of the employees, during the months of January and February the consulting firm ADAPTA Human Resources Management carried out an investigation in the oil area par excellence of our country (southern Chubut and northern Santa Cruz) that allows to know what is the level of commitment that Patagonian workers assume with their organizations.
Commercial, financial, industrial and oil services companies participated in the sample (coordinated by Lic. Enzo Valdez).
The main axis of the work was to determine the degree of employee loyalty.
The conceptual basis was that companies only develop sustainable competitive advantages when they create lasting and mutually beneficial relationships based on trust with employees, customers and suppliers, contemplating that the ability to create loyalty and nurture it over time, in those groups and also to Through investors, it has become a powerful differentiator.
The consultation method used was to conduct individual interviews with employees of almost 30 representative companies of the zonal economic universe, with the sample participants performing in different areas and hierarchical positions.
83% of the total are employees, 14% middle managers and just over 2% management personnel of the organizations.
All of them fall into the following age range: 24% of those surveyed between 18 and 25 years. Between 26 and 30 years, 24%. Between 31 and 40 years, 31%. Between 41 and 50 years 20% and with more than 50 years only 1%.
Results obtained
Analyzing the results of the sample, it can be seen that 47% of the interviewees highlighted the importance of two factors, lack of fair pay and recognition, as the main causes of job dissatisfaction.
The study is complemented by other revealing data on the working reality of Comodoro Rivadavia and the area of influence.
A significant fact is that 65% of employees respond that they consider the company in which they work to be a possibility of growth and development, and 26% affirm that it is only a source of income.
The role of middle management
The role of the company's middle management is essential when it comes to generating trust and loyalty from the employees.
In this regard, the results of the survey yield interesting results when analyzing the vision that the staff has in relation to their direct superiors, where it is observed that the characteristics that most identify the employees of their supervisors are integrity (36%) and rectitude (26%) and only 2% of the respondents highlight the ability and knowledge of their superiors as observable characteristics.
According to these results, we can affirm that employees value the level of supervision with high human quality rather than only with professional technical quality.
Trust in the leader
Now, trust is one of the fundamental characteristics that define the leader, and that is directly related to his knowledge, skills and experiences and the application he makes of them, integrity in relationships, and (among others) with the trajectory That is to say: successes and errors in the exercise of work activity.
In this regard, when the query refers to the trust they place in their immediate boss, 29% affirm that they trust a lot, 51% that they only trust, 11% respond that they trust very little and 3% affirm that they trust nothing..
That is in line with the opinion expressed when they rate the relationship they have with their boss: 39% affirm that it is very good, 44% that it is good, 14% that it is fair and almost 3% that it is bad.
Motivation
In relation to the general level of motivation that exists in the company in which he works, 58% considered it normal, 25% considered it to be low and 15% believed that it was high.
And when answering the order in which the factors influence positive work motivation, the following was established:
1) development possibilities
2) the work environment
3) training, 4) salary and benefits and
5) other causes.
Another interesting aspect that emerges from the analysis is the importance that employees give to training and development issues.
When asked about the reasons why he would change jobs, 56% answered that he would do it for economic, professional and personal development, while 26% would do it for only higher remuneration.
This confirms the importance that employees give to the training they receive through the activities arranged by the company and the possibilities for growth.
The time factor
Another significant issue for establishing employee loyalty is defining the time they would like to continue working in the company.
The answers were: 47% until a better job opportunity arises, 37% until the end of their career, and 13% until they acquire a certain experience that allows them to access better job opportunities
Conclusions
Traditionally, salary and benefits were the determining components of the employment relationship, but nowadays employees take other aspects into consideration, among which are the work environment, the possibilities of growth and development, sense of belonging and working conditions..
In this situation, and taking into account that job dissatisfaction produces a drop in organizational efficiency, companies must try to develop the necessary conditions so that their staff feel committed and motivated.
In this context, the purpose of the research carried out by ADAPTA Human Resources Management was for companies to become aware of the level of motivation of their collaborators, and for this knowledge to be used to design action plans that improve staff motivation., consequently achieving an increase in loyalty and business competitiveness.
