Such is the importance that today is given to the human factor that it is considered the key to the success of a company and Human Resource Management is considered the essence of business management. In this way, an efficient organization helps to create a better quality of work life, within which its employees are motivated to perform their functions, to reduce absenteeism costs and the fluctuation of the workforce. Human Resource Management is, therefore, a basic factor for the company to obtain high levels of productivity, quality and competitiveness.
The present research work was developed in the Company of Production and Support to EPAS services, with the purpose of making a diagnosis of the current situation of job stability through the variables fluctuation, motivation and job satisfaction and with the aim of elaborating an analysis proposal for the performance evaluation indicators and organizational behavior variables. The totality of the units that make up said company were taken as a sample.
For this, an extensive bibliographic review was carried out and information collection, processing and presentation techniques were used, highlighting the review of documents, direct observation, surveys, interviews, tables and graphs, among others, reaching the conclusion that there are several factors that negatively affect job stability, highlighting the low motivation of workers, high rates of fluctuation and dissatisfaction with working conditions and wages.
Introduction
There is a consensus among prominent successful entrepreneurs and renowned business management scholars that the basic competitive advantage of companies at the beginning of the 21st century will not lie in natural resources, nor specifically in energy resources, it will not lie in financial resources And it will not even lie in technology: the basic competitive advantage of companies at the beginning of the 21st century will lie in the level of preparation and Human Resources Management.
The destiny of a nation depends on its inhabitants, knowledge, skills, health, ideology, motivations, in short, the Human Resources that a country has will outline its own future. Therefore, an effort is required to take advantage of them in the best way for the good of the individual, the organization where she works and the country in general.
It is considered that a country is more competitive the better trained it has its Human Resources. Cuba is not exempt from these considerations, so Cuban companies must direct their functions to increasing competitiveness. To achieve this, they must pay special attention to their Human Resources as this will decide the future of the organization and its success.
The efforts made to raise the country's economic results inevitably go through the workers' commitment to the final results of the organization in which they work. People are the decisive element in the success or failure of an organization, therefore, they are the most valuable resource that exists and you have to know how to maximize it. Any large, medium or small organization must think deeply about what the objectives are regarding the qualification, training and motivation of people. Likewise, you must reflect on how to establish salary and incentive systems, so that they are fair and motivating and lead to job stability within the organization.
This research has as a precedent a study carried out on the results obtained by the EPAS Production and Support Services Company in 2008. In it, the low motivational level of the workers and the high degree of fluctuation existing as a result were critically evaluated. that we decided to carry out this research and also propose indicators to measure performance.
Development
The management of human resources.
In the development of business activity today, Human Resource Management (HRM) constitutes a fundamental strategic factor and a competitive advantage. Having trained, motivated and loyal staff is essential for the achievement of organizational goals.
The most widespread and applied trend in successful organizations today is to treat Human Resources in a comprehensive way, concentrating what was traditionally handled separately in areas such as personnel, cadres, training, work organization, salaries, protection and hygiene, among others, in a system where the center is man, and plans and actions interact coherently with each other and the rest of the existing systems in the organization. The most notable results of this approach are associated with efficiency, effectiveness, quality, satisfaction, degree of commitment and involvement of the worker with the work he performs.
The objectives of Human Resources Management are:
- Create, maintain and develop a contingent of Human Resources, with the ability and motivation to achieve the objectives of the organization Create, maintain and develop organizational conditions of application, development and full satisfaction of Human Resources and the achievement of individual objectives Achieve efficiency and effectiveness The modern conception of HRM is characterized by a series of features, the fundamental ones can be expressed as follows: HR will constitute at the beginning of the 21st century the most important competitive resource HR, and in particular their training, are an investment and not a cost. HRM is not carried out from any department, area or part of the organization, but rather as an integral function of the company and also proactively.Efficient HRM has surpassed Taylorism and demands job enrichment (versatility) as well as the participation or involvement of employees in all its activities. HRM IT support is an imperative for its effective development in business management. productivity and job satisfaction, linked to working conditions, are fundamental immediate objectives of HRM. Contributing to the sustainability of human development together with economic growth is essential to HRM strategies together with ecological preservation. The fundamental or number one challenge of HRM is to achieve efficiency and effectiveness in organizations..The IT support of the HRM is an imperative for its effective development in business management Increasing work productivity and job satisfaction, linked to working conditions, are fundamental immediate objectives of the HRM Contributing to sustainability Human development together with economic growth is essential to HRM strategies together with ecological preservation. The fundamental or number one challenge of HRM is to achieve efficiency and effectiveness in organizations..The IT support of the HRM is an imperative for its effective development in business management Increasing work productivity and job satisfaction, linked to working conditions, are fundamental immediate objectives of the HRM Contributing to sustainability Human development together with economic growth is essential to HRM strategies together with ecological preservation. The fundamental or number one challenge of HRM is to achieve efficiency and effectiveness in organizations..Contributing to the sustainability of human development together with economic growth is essential to HRM strategies together with ecological preservation. The fundamental or number one challenge of HRM is to achieve efficiency and effectiveness in organizations..Contributing to the sustainability of human development together with economic growth is essential to HRM strategies together with ecological preservation. The fundamental or number one challenge of HRM is to achieve efficiency and effectiveness in organizations..
Stability of Human Resources. Analysis of the variables fluctuation, motivation and job satisfaction.
Human Resources Management is strongly influenced by the prevailing assumptions in the organization regarding human nature. Similarly, organizations are designed and managed in accordance with prevailing theories, using various principles and presuppositions that outline the ways in which organizations and their resources will be managed. The application of these principles and assumptions determines the conditions for human behavior that must prevail within organizations.
The first theories of motivation were similar in that they tried to construct a single model of motivation that could be applied to any worker in any situation. Abraham Maslow's hierarchy of needs has probably received more attention from managers than any other theory of motivation, because it classifies human needs in a logical, convenient way that has important implications for managers.
Maslow perceived human motivations as a hierarchy of five needs, ranging from basic physiological needs to larger needs like self-actualization. According to Maslow, individuals should be motivated to satisfy any need that is overbearing or more powerful for them at any given time. The prevalence of a need depends on the subject's current situation and recent experiences. Starting with physiological needs, which are the basic ones, each has to be met at least partially before the individual wishes to satisfy a need of the next higher level.
Motivation to work is of great practical importance, since it is part of human contributions to work productivity, which, as is known, is one of the main pillars on which well-being is built in our society.
Also, some types of behavior such as: absenteeism, waste, poor quality, refusal to collaborate and others, cause harmful effects on the good progress of the organization's work and can also be based on motivation to do the job..
The fact that a job receives a remuneration does not necessarily mean that it motivates the worker to a high performance, more, an inadequate remuneration can cause negative reactions.
Motivation is closely related to fluctuation. The phenomenon of staff fluctuation, related to the movement of workers in and out of companies and institutions and the workforce as a whole, is a complex socioeconomic phenomenon, with complicated analysis and control due to the variety, dynamics and scope of its causes, whose study is of great importance for any of the three basic levels of interest involved in it: the national economy as a whole, the different sectors and economic branches, as well as the companies themselves.
The investigation of the potential fluctuation is of importance for any company, since this investigation can be preventive with respect to the real fluctuation, that is, that given in the abandonments that actually occur in the workforce.
Staff fluctuation is a complex phenomenon, not only because of its conceptual deviations and its various consequences, but, first, because of the quantity, diversity and scope of variables that converge and interact in it, conditioning its appearance.
Proposal of methodological tools for the study of the variables fluctuation, motivation and job satisfaction.
To get to know the company's personnel better, it is necessary to put into practice a set of activities, which are indicated below and which constitute a methodological proposal for the study of the variables fluctuation, motivation and job satisfaction.
- Determination of the internal characteristics of the organization relevant to Human Resources Management.
These allow to know the main characteristics of the human resources of the company, as well as other factors that can show strengths and weaknesses of the organization.
To characterize the workforce, it is necessary to consider the following indicators: Composition of the current workforce By the meaning of the professionals, calculate the percentage they represent in the human resources department and in the total number of workers in the entity, as well as the percentage that the other school levels represent within the total number of workers. Knowledge of the "age pyramid" of the workforce is also important up to 25, from 26 to 35, from 36 to 45, from 46 to 55, more than 55 Another element to consider is the determination of the degree of involvement of the staff in the service process, distinguishing two types of workers based on the degree of participation in the process: direct and indirect.
The data necessary for the calculation of the above indicators are obtained from the existing personnel records and the Human Resources diagnosis that is updated every three months by the HR Department under the guidance of the Vice President of Human Resources of Grupo Industrial Mecánico to which it belongs. the Company under study.
Determination of quantitative indicators.
Absenteeism is one of the most subtle and at the same time the most common way of identifying employee dissatisfaction or aptitude.
Absenteeism rate: It is constituted by all those absences from work of the employees of an organization.
The causes of absenteeism are diverse and can be classified into internal and external factors.
Internal factors:
- Poor selection of personnel, excess or shortage of personnel, poor methods of distribution of the workforce, etc.
External factors:
- Of the community: housing problems, transportation, etc. Personal: Illnesses, accidents, household obligations, etc.
To measure actual and potential fluctuation, some indices can be used:
1.- General fluctuation index (IFG)
2.- Particular fluctuation coefficient (KFi)
3.- True fluctuation index (IFV)
4.- Potential fluctuation index (IFP)
5.- Particular potential fluctuation index (IFPi)
6.- Particular fluctuation coefficient (KFPi)
It should be noted that the elements used to calculate the actual fluctuation are taken from the company's personnel records, while the use of surveys is essential to study the potential fluctuation.
It is advisable to have other elements of judgment to calculate and analyze indicators such as the rate of accidents that occurred in the period under analysis.
That is why the satisfaction of needs, both primary and secondary, in the workplace is of great importance, because where the conditions for the satisfaction of needs are not created, at least the most pressing, there are difficulties in compliance from work.
To check to what degree Maslow's theory of hierarchical needs is fulfilled, it is recommended to carry out a survey to assess their behavior.
Application of the methodological procedure.
Characterization of the entity under study.
The Production and Service Support Company, abbreviated EPAS, is part of the SIME Industrial Mechanical Group in the Matanzas Province, it is located in the municipality of Matanzas. It is made up of the following dependencies:
• Matanzas Division
• SIME Workers Recovery House (Crosime)
• Business Center
• Transit House
• Central Office
It has the following functions within its corporate purpose:
1. Offer services of widespread use such as: cleaning, gardening, repair and automotive maintenance to the entities of the Mechanical Sidero Industry System in both currencies.
2. Provide storage services to the entities of the Mechanical Sidero Industry System and to third parties without making new investments to expand capacities for this purpose.
3. Provide rental services for premises in the Business Center in both currencies.
4. Offer accommodation services to workers, in national currency and to entities in both currencies.
5. Provide constructive maintenance services to the entities of the Mechanical Steel Industry System and to third parties when the possibilities exist and without making new investments for this purpose.
6. Provide gastronomic services associated with accommodation and the Business Center in both currencies.
7. Provide construction and transportation equipment rental services to the Mechanical Sidero Industry System and to third parties, in both currencies, without making new investments to expand capacity for this purpose.
From all these functions we ensure that it must have a cohesive organization, where the participatory work style, motivation and sense of belonging predominate. Which implies a selection of the products and services that identify it, creating and spreading by themselves an image of trust, identified from an adequate value for money. Its operation must rest on flexible structures, with a minimum of personnel, which must be characterized by a multifaceted preparation and broad job profiles, together with respect, discipline, austerity and dedication to work.
Diagnosis of the current state of the stability of human resources
- Analysis of the workforce.
The Business Center currently has 36 workers for 100% staff compliance (36 approved staff). The majority is made up of service personnel (55.5%), followed by workers (27.7%), technicians (8.33%), leaders (5.55%) and finally the administrative personnel that represent (2.7%) of the total.
The Matanzas Division has 23 workers for a 95.83%% compliance with the workforce (24 approved workforce). The occupational distribution that it presents is composed in its majority by service personnel (52.17%), followed by worker personnel (30.4%), manager (8.69%), technician (8.69%) and finally administrative personnel (4.34%)).
At Crosime, 21 workers work for a staff compliance of 91.3% (approved staff 23). The occupational distribution that it presents is composed in its majority by worker personnel (52.3%), followed by service personnel (30.09%), technical personnel (14.28%), and lastly, managerial personnel (4.76%).
The Transit House has 28 workers for a staff compliance of 96.55% (approved staff 29). The occupational distribution presented is the following (64.28%) service personnel, worker personnel (21.42%), technicians (14.28%) and a leader (3.57%).
The EPAS Central Office has an approved staff of 28 workers and 75% is covered (21 covered staff). It is composed mainly of technical personnel (95.23%), followed by managerial personnel (23.80%) and finally workers (14.28%)
The level of education in the Business Center is represented by 19.44% by the medium level, followed by the basic level with 30.55%, with 6 unsuitable workers (16.6%).
In the Matanzas Division, 60.86% of the workers have the basic level, 11.11% reach the medium level and only 0.36% of the workers are graduates of the higher level, 9 of its workers are unsuitable (25%).
In Crosime, the level of schooling is represented by 38.09% by the basic level, 28.57% by the primary level, 14.28 by the average technician, 9.52% by the average technician and the higher level, respectively. With 52.38% of its workers not suitable for formal qualification (11)
In the Transit House, 50% of the workers have basic level, 25% intermediate level, 21.42% are intermediate technicians and 3.57% eleventh grade. 14.28% are unsuitable.
Schooling at the EPAS Central Office behaves as follows: 47.61% are intermediate technicians, 28.57% have a basic level, 14.28% have an intermediate level and only 9.52% have a higher level. 14.28% are declared unsuitable
In general, in the EPAS Company, only 3.87% are graduated from a higher level, while 51.16% of its workforce (129) only have a basic level and 67.44% are not suitable for the job they occupy, attending to the requirements of the new qualifiers (When comparing the five dependencies, it can be seen that the Central Office of the Company is the one with a better situation, having 47.61% of workers of medium technical level. Still, measures must be taken to improve this aspect. as well as creating a training strategy that allows reaching the short and long term suitability of all workers)
When carrying out the analysis of the distribution of the workforce by sex, it is observed that there is no certain equilibrium due to the fact that the majority of the workforce is represented by the female sex. These five dependencies are distributed by sex as follows:
| Sex | Bussiness center | Matanzas Division | Crosime | Transit House | EPAS Central Office | |||||
| Qty. | % | Qty. | % | Qty. | % | Qty. | % | Qty. | % | |
| Male | 12 | 3. 4 | 12 | 52 | 10 | 48 | 13 | 46 | 7 | 33 |
| Female | 2. 3 | 66 | eleven | 48 | eleven | 52 | fifteen | 54 | 14 | 67 |
When carrying out a more detailed analysis in which the influence of sex in the different occupational categories is valued, it is observed that in the Business Center of the 12 men, 8% are managers, 42% are service personnel, 8% are technician and 42% are workers; Of the 23 women, 52% are in service, 9% are technicians, 35% are workers and 4% are leaders. In the Matanzas Division of 12 men, 17% are managerial personnel, 33% are service personnel, 8% are technicians and 42% are workers; of the 11 women, 9% are administrative personnel, 64% are service personnel and 27% are workers. In Crosime of the 10 men, 10% are in service, and 90% are workers; Of the 11 women, 9% are managerial personnel, 27% are technicians, 45% are workers and 19% are from services. In the House of Transit of the 13 men, 8% are leaders, another 8% are technicians,38% are workers and 46% are from services; Of the 15 women, 13% are technicians, 7% are workers and 80% are from services. In the Central Office of 7 men, 57% are technicians and 43% are workers; of the 14 women, 14% are leaders and 86% are technicians.
In general, it can be noted that of the 8 managerial positions, 50% are occupied by men and the other 50% by women; and of 1 administrative, 100% is occupied by women.
The pyramid of ages of the different units shows that in the Business Center 11% of the workers do not exceed 35 years, of them 75% have not yet reached the age of 26, 49% of the staff are between the ages of 36 to 45 years old and 31% of the workforce is over 46 years old, 9% of which are over 55 years old. In the Matanzas Division, 29% of the workers are not over 35 years old, of them 14% are under 26 years old, 46% are between 36 and 45 years old and 17% are over 46 years old, of them 8% are older than 55 years. At Crosime, 19% of workers are under 36 years old and all are over 25 years old, 24% are between 36 and 45 years old and 52% are over 46 years old, of which 5% are over the 55 years.In the Transit House, 46% of the workers do not exceed 35 years of age, of them 23% have not yet reached the age of 26, 29% of the staff are between the ages of 36 and 45 and 11% of the The labor force is over 46 years old, with 14% of them over 55 years of age. In the EPAS Central Office, 67% of the workers are not over 35 years of age, of them 43% have not yet reached the age of 26, 24% of the staff are between the ages of 36 and 45 and 9% of the workforce is over 46 years old.43% of them have not yet reached the age of 26, 24% of the staff are between the ages of 36 and 45 and 9% of the workforce is over 46 years of age.43% of them have not yet reached the age of 26, 24% of the staff are between the ages of 36 and 45 and 9% of the workforce is over 46 years of age.
When comparing the five units, it is observed that the Transit House is the one that presents the most critical situation since 14% of the workforce is over 46 years old and only 46% is under 36 years old, not being the case for the Central Office of the EPAS, which is the one with the best situation, since 67% of the total workers are under 36 years of age and have no worker over 55 years of age.
In the Business Center, 86% of the personnel is direct to services and 14% is indirect, the productive personnel index is 6.14. In the Matanzas Division, 83% is direct and 17% is indirect, the productive personnel index is 4.88. At Crosime, 81% of the staff is direct to services and 19% is indirect, the productive staff index is 4.26. In the transit house, 86% is direct and 14% is indirect, the index of productive personnel is 6.14. In the Central Office, 14% is direct and 86% is indirect, the index of productive personnel is 0.16. In the five units under study, when calculating the productive personnel index, values are obtained above the safety threshold, it is 3.6 according to CN Parkinson,This is considered a positive result, so it is not necessary to increase the number of direct personnel to the services.
- Determination of quantitative indicators
For the analysis of these indicators, the information recorded in the first quarter of 2008 and 2009 was taken into account.
The following table shows the behavior of the absenteeism rate in%
| 1st Quarter 2008 | 1st Quarter 2009 | |||||
| Bussiness center | 9.25 | 8.53 | 9.39 | 9.88 | 9.60 | 10.56 |
| Matanzas Division | 4.80 | 10.40 | 11.60 | 3.40 | 2.20 | 0.10 |
| Crosime | 10.50 | 10.60 | 10.72 | 9.24 | 5.98 | 7.73 |
| Transit House | 7.60 | 6.55 | 6.80 | 6.91 | 5.50 | 6.30 |
| Central office | 5.80 | 4.30 | 5.66 | 3.60 | 2.78 | 3.20 |
The systematic analysis of this indicator is of great importance because it is the one that shows the company the potential of the personnel that the management can really count on.
As can be seen in the table above in the Business Center, the absenteeism index behaved unfavorably in the first quarter of 2009, being higher than the previous year for the same period. In the Matanzas Division and in the Central Office in 2009 it has maintained a downward trend compared to the previous year, this denotes an improvement in the behavior of workers in terms of labor discipline. This indicator should not normally exceed 3.0%, taking this into account it can be stated that the Matanzas Division is the one with the best situation based on the results obtained in the months of February and March 2009.
To evaluate the stability of the workforce, an analysis of the fluctuation in the company EPAS was carried out, for this a separate study was made of the ways in which it manifests itself, that is, real fluctuation and potential fluctuation.
To analyze the real fluctuation, the indices already defined above were used. The determination of these indices must be carried out on data from the same period. Its annual calculation is convenient although, according to the problem of fluctuation faced, its calculation for semesters and quarters may be useful.
The information obtained from the personnel records of the units for 2008 was the following:
| Information Year 2008 | Bussiness center | Matanzas Division | Crosime | Transit House | Central office |
| High | 3 | one | 3 | 7 | two |
| Low | 5 | 4 | 4 | two | 7 |
| Leave for work reasons | 3 | 3 | 4 | two | 5 |
| Withdrawals for personal reasons | two | one | - | - | two |
| Average number of workers | 32 | twenty | twenty-one | 26 | twenty-one |
From this information the indices of general fluctuation, particular fluctuation coefficient and true fluctuation were calculated. The results obtained for 2008 were the following:
| Fluctuation Index (%) |
Bussiness center |
Matanzas Division |
Crosime |
Transit House |
Central office |
| General fluctuation index (IFG) |
14.3 |
19.0 |
16.7 |
6.1 |
30.4 |
| Particular fluctuation coefficient for labor causes (KFi) |
60 |
75 |
100 |
100 |
71.43 |
| True Fluctuation Index (IFV) |
15.6 |
twenty |
19 |
7.7 |
33.3 |
As can be seen, the fluctuation index in the five dependencies is quite high for 2008, reaching the highest level in the Central Office, followed by Crosime and reaching the lowest level in the Transit House.
The particular fluctuation coefficient indicates that most of the casualties that have occurred are for work reasons. This is valid for the entire Company.
The true fluctuation index is high, these results reflect instability of the workforce, with the following disadvantages that this brings with it related to production, productivity, training, as well as other expenses incurred in the dismissal and selection of the worker. new personnel.
Therefore, it is recommended that the EPAS Management study the potential fluctuation to forecast the future situation of the company and then take the necessary preventive measures to counteract this phenomenon. In addition, surveys should be applied to the workers who have lost or discharged to find out their reasons and then make an analysis taking into account the hierarchy of Maslow's needs.
Proposal of strategies for solving the problems detected.
After knowing the current conditions in the company under study, a group of strategies was formulated with the aim of eliminating or reducing the problems detected. The strategies to be carried out by the EPAS, taking into account the needs and the possibility that this entity has to execute them, are the ones mentioned below:
- Implement new systems of stimulation, whether moral or material, in correspondence with the available resources to increase motivation and productivity at work Create a payment system that is in line with the work done and that allows to maximize potential Improving working conditions and well-being through the purchase of security means and increasing self-consumption areas that supply dining rooms Establish agreements with the University of Matanzas for the improvement and training of personnel, mainly of technical and administrative staff Strengthen relationships between higher and lower levels through feedback mechanisms that allow managers to understand workers' problems Complete the current workforce,mainly in the categories of technicians and workers to increase the number of people directly linked to production Improve the existing statistical control system in the personnel departments with a view to achieving greater accuracy of the data and figures recorded Create a system of selection and internal training that enables the entry of qualified and motivated personnel to reduce fluctuation rates. Encourage more managers to encourage workers to occupy management positions.Create an internal selection and training system that enables the entry of qualified and motivated personnel to reduce fluctuation rates. Encourage more managers to encourage workers to occupy management positions.Create an internal selection and training system that enables the entry of qualified and motivated personnel to reduce fluctuation rates. Encourage more managers to encourage workers to occupy management positions.
Proposal of indicators to measure performance in the EPAS
Proposed indicators for the EPAS
These indicators must be calculated in each of the dependencies so that they themselves measure their performance and know the difficulties they present, in order to look for ways and solutions to eradicate them; the budgeted entity must carry out these calculations as well to measure the performance of the units. In this way, it will be known to what extent its Efficiency, Effectiveness and Effectiveness is, and if it is making adequate use of the budget assigned to it.
Customer satisfaction.
In order to carry out this first indicator, surveys were carried out with both internal and external clients of the EPAS, the internal clients were mainly measured the degree of motivation and satisfaction, since these two aspects constitute important factors for their performance in their position of work and in a general sense of the units, as well as the factors that are exposed during the development of their work, their relationship with the immediate boss and their opinion about their leaders. The outsiders were evaluated for their degree of satisfaction with the services they receive from the units in relation to: speed, quality, attention and treatment they receive from the staff and the fulfillment of commitments.
Effectiveness in quality commitments.
To measure this aspect, there are two types of indicators, which assess the quality of the service provided for the sale of products to customers, the accommodation conditions and the quality of the products found in the center or warehouse.
The poor quality of a service provided leads to a job that has already been done again and therefore to new costs of materials, man-hours, energy, transportation costs, etc. Selling spoiled products also causes other upsets.
That is why it is necessary that a quality control system exists and works properly in each unit to avoid all these inconveniences and possible complaints or dissatisfaction from the clients who receive the service.
Delivery effectiveness.
The control of this indicator is of the utmost importance since it refers to the delay in the delivery of services or the response time given by the units given a situation and its measurement is even more important in this case, since these are the benchmarks of services in the SIME sector in our province.
In other words, a delay in the delivery of a service by the EPAS causes unfavorable situations, both: to the center where they provide services, to their clients and to themselves, as they are questioned for not complying with the promised delivery time.
Due to the resource limitations that exist in the country, the delays in some services can be attributed to this cause, but it is necessary to understand the intention of this system of indicators as a way to measure and evaluate effectiveness in the fulfillment of commitments and the need to always give the best effort to achieve it.
Conclusions
Carrying out this work has allowed us to reach important conclusions about the current state of the EPAS Company and its possible development in the future.
1. The proposed system of indicators may be useful to measure the economic efficiency of the units, since those used so far do not really express the relationship between results and expenses.
2. The determination of the indicators related to customer satisfaction show favorable results for the EPAS, recognizing by external customers the effort, discipline, responsibility and attention on the part of the personnel of this entity despite the difficulties and limitations of transport, material and financial resources that affect this highly specialized activity.
3. There is no moral stimulation system that encourages the worker to increase the quality and quantity of the work they do, which leads to a decrease in motivation.
4. There is no personnel selection process that allows qualified personnel to enter
5. There are problems with compliance with the approved workforce, although it is not a critical situation
6. There are deficiencies in terms of working conditions and well-being, fundamentally regarding the means and work clothes and food..
7. The absenteeism rate and the different rates of real fluctuation have a positive trend, decreasing in 2009 compared to the previous year.
8. 100% of potential fluctuators expressed their desire to leave the workplace for work reasons. They corroborate what the statistics show regarding this phenomenon, that is, that the main cause of this phenomenon is for work reasons, that women have a greater tendency to fluctuate than men and that it is greater in young people (from 18 to 35 years)
Annex No. 1
Survey to be applied to the internal customer
In each of the questions, mark with an (X) YES or NO as you consider.
We thank you in advance for your cooperation.
1. In your area you have the possibility to decide how and when to do your job
Yes_________ No_________
2. The content of your job allows you to change activities
Yes________ No__________
3. Do you feel motivated towards your work
Yes_________ No__________
4. Are you satisfied with the salary What do you perceive?
Yes_________ No__________
5. You feel stimulated in your workplace
Yes_________ No__________
6. Moral stimuli are combined with materials
Yes__________ No__________
7. Do you feel cared for by the Unit Management in the event of a problem
Yes__________ No___________
8. In your work group there are good interpersonal relationships
Yes___________ No___________
9. Optimal conditions are created in your workplace
• Good lighting Yes_________ No_________
• Correct ventilation Yes_________ No_________
• You have adequate means of protection Yes___ No_____
• You have the tools and means Yes___ No_____
10. The relationship with your immediate boss is good
Yes____________ No______________
Annex No. 2
Survey to be applied to the external client
In each of the questions, mark with an (X) YES or NO as you consider.
We thank you in advance for your cooperation.
1. Are you satisfied with the service received
Yes________ No___________
2. Do you consider that the service has quality
Yes________ No___________
3. The service is prompt
Yes___________ No____________
4. The treatment received is adequate
Yes___________ No____________
Bibliography
1. Central Report I, II, II. Congress of the Communist Party of Cuba. Political Editor, Havana. 1990.
2. Economic Resolution of the V Congress of the PCC. Havana. Political Editor
. 1997 3. Berries Sardinas, Manuel. Dictionary of Economic Terms. Havana.1994
4. Chiavenato, Idalberto. Human resources management. Havana. ISPJAE. 1990.
5. Cuesta, Armando. Human Resources Management Technology. Havana.ISPJAE. 1999
6. Estrada Santander, Luis. Economic Dictionary. Havana. Political Editor. 1987.
7. García Schwerert, Pablo.La Fluctuation of staff in the Company. Havana. Social Sciences Publishing House. 1985
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