Constant hiring and abandonment by direct personnel represent an important problem for the maquiladoras and their performance.
The phenomenon of staff turnover prevents the development and efficiency of the organization, since, in addition to incurring additional expenses such as recruitment, selection, hiring, induction, training and retirement expenses, the productivity and efficiency of the productive area of the company is significantly affected. This quantitative correlational study aims to determine whether the variables of: worker's sociodemographic profile, perceived job satisfaction, and type of leadership exert any significant influence on the direct worker's decision to leave the company.
Staff turnover
Personnel rotation is understood to be the voluntary withdrawal or abandonment of a worker from the company where he works. Specifically, the rotation of personnel in the export maquiladora industry can be defined as "the voluntary change of employment from one maquiladora plant to another, such as leaving a plant to go to another economic sector or to non-economic activities" (Carrillo and Santibáñez, 1993, p.11). Each time a direct employee decides to leave the company, they will leave a vacant position, which must be filled as soon as possible by another new employee, who does not have the skills and training necessary to meet the expectations of the vacant position, requiring to This is a period of adaptation and training, sometimes extending this period up to thirty days or more.
According to Hope and Hill (1997) when employees retire, the maquiladora incurs extra costs associated with overtime for remaining employees and training of new employees. For this reason, it is critical to determine the factors involved with the employee's link to the maquiladoras in northern Mexico.
Employees who are not psychologically linked to the company are not interested in the survival of the company and are not willing to make efforts to improve the performance of the organization. From a human resources perspective, there is ample empirical evidence that the formulation of specific human resources strategies, for example pro-family policies, can influence the employee's decision to resign (Van Yperen and Hagedoor, 1996).
There are various internal and external factors that alter staff turnover, as stated by Van Yperen and Hagedoor (1996) stating the following: “An already recognized predictor of staff turnover and absenteeism is the perception of inequity by employees. employees". The theory of equity assumes that to determine the stability of the trade relationship between the employer and the employee, employees compare their investments and results with those revealed by others, in particular with their co-workers (Adams, 1965). Employees who feel destitute will feel tension which will motivate them to restore equity. This can reach others, with a permanent retirement in the form of rotation, and a temporary retirement in the form of absenteeism (Van Yperen and Hagedoor, 1996, p.367).
When analyzing the phenomenon of staff turnover in the maquiladora industry, several factors should be studied, among them is remuneration, although it is not considered for the purposes of this study as a variable, it must be taken into account since there is a close relationship between remuneration and staff turnover.
The maquiladora provides a series of types of payments such as: Daily quota, overtime, and subsidies. Staff turnover builds your trust on loyalty. Specialists in the field affirm that higher remuneration promotes employee retention by increasing their job satisfaction (Hom and Griffeth, 1995). On the other hand, the theory of wage efficiency proposes that an attractive salary deters resignation. The current administration of compensation rests on the premise that competitive wages sustain worker loyalty (Gómez-Mejia and Cardy, 2001). According to these studies, it can be concluded that high salaries reduce staff turnover and therefore a maquiladora plant with high salaries should have low turnover (Miller, Hom and Gómez-Mejía, 2001).
Likewise, Lefcovich argues that in order to have a decrease in the turnover rate of the maquiladora company, a restructuring of personnel policies is necessary, increasing the participation of supervisors and workers, incorporating them in the company's profits and in operational decisions, of In such a way that their knowledge and experience in the company are used.
Studies document that individual incentives discourage churn among high performers but scare off low performers (Hom and Griffeth, 1995).
“Housekeeping, labor economic theories, and research suggest that funding incentives for participation, especially for seniority, fosters loyalty” (Garden, 1988, p.350). Regarding the payment of profit sharing, Wilson and Peel (1991) documented that profit sharing reduces the establishment of turnover levels. Profit sharing fits the Mexican cultural orientation, encouraging cooperation and rewarding group achievement (Miller et al., 2001).
For its part, the type of leadership exercised in the maquiladora industry could be a determining factor in staff turnover. Kras (1989) affirms that in Mexico both a traditional leadership and a modern style can be found. In a traditional organization, Mexicans consecutively transfer certain family dynamics to the workplace, the leader or owner of these companies is seen as a father figure and frequently uses an autocratic management style. Employees will be loyal to their boss and will not question decisions he makes. Feedback is minimal and decision-making practices in a work group are seen as threats to the absolute control of the leader (Sargent and Matthews, 1998).
Kras (1989) also found that Mexican culture places great importance on interpersonal relationships and emotional sensitivity. Mexicans, regardless of job performance, expect all the time to be treated with respect and dignity. Harmonious interpersonal relationships are strongly emphasized and employees avoid interpersonal conflicts as much as possible. Kras states that to be successful in Mexico, companies need to establish good relationships with employees, by creating a comfortable environment characterized by trust and harmony and by an appropriate balance between work and family (Sargent and Matthews, 1998).
Background
The study carried out by Van Yperen and Hagedoor (1996), the variables of: perception of inequity, participation in work, perception of a group with rules of absences, attempt to leave, attempt to report sick and frequency of absenteeism, were managed. to the following conclusions:
The first interesting discovery was the relationship between the global perception of perceived inequity and the intentions to leave, either permanently leaving the organization, or temporarily missing work and with current absenteeism behavior, however, this side effect disappeared afterwards. to be controlled by age and level of education. Specifically, employees who feel destitute at work are more likely to quit or report sick, while those who feel favored reported lower intentions to quit and report sick. From the perspective of equity theory, the strength of dismissed employees' intentions to retire can be understood as an attempt to reduce stress by restoring equity (Adams, 1965). In addition,the favored employees were less inclined to leave or report sick, and the frequency of their absences was lower compared to those treated equally, being in turn, in accordance with the predictions of the equity theory (Van Yperen and Hagedoor, 1996).
The study showed that dismissed employees are less likely to quit the organization when they feel involved in their work. Similarly, dismissed employees who perceive an intolerant group with absenteeism standards are less likely to report sick. This suggests that in combination with perceived social and psychological forces, perceived inequity may cause employees to seek other avenues to restore equity, before retiring temporarily or permanently (Van Yperen and Hagedoor, 1996).
Studies carried out in the United States, Europe and Asia showed that the organizational commitment of employees is preceded by their values at work, persisting their beliefs about what is important or appropriate at work (Hope and Hill, 1997).
It has been suggested that values at work favor the employee's bond with the organization when they are congruent with those that the organization provides. When the values of the employee and the characteristics of the organization correspond, the possibility that the employee will find the organization attractive and comfortable increases (Hope and Hill, 1997).
In the study carried out by Hope and Hill (1997) it was examined how the values and the organizational bond of the production workers of the maquiladoras in northern Mexico are related. As with other research conducted outside of Mexico, the analysis revealed significant associations between values at work and some indicators of the relationship, such as: organizational commitment and intention to rotate. The negative association between the value of the promotion and the organizational link supports the argument of the study, that Mexican workers who believe that making a considerable effort to be promoted has the possibility of being frustrated in the maquiladora where they work, when hierarchical levels tend to be short,promotions tend to be linked to seniority and promotions within the maquila are not a general practice. The positive association of the social status of the job and the organizational link supports the argument that Mexican workers who place a high value on respectable work will be happy with their work in the maquiladora, where the jobs offer greater stability, complementary benefits and prestige compared to other jobs for a workforce with no knowledge in Mexico.where jobs offer greater stability, fringe benefits, and prestige compared to other jobs for a non-knowledgeable workforce in Mexico.where jobs offer greater stability, fringe benefits, and prestige compared to other jobs for a non-knowledgeable workforce in Mexico.
Hypothesis
The literature reveals that there are previously developed theories and models that apply to the research problem. Such as the theory of equity (Adams, 1965), the contribution / incentive theory of March and Simon (March and Simon, 1958) and models such as that formulated by Price in 1977. Likewise, variables such as the job satisfaction, the type of leadership exercised and the sociodemographic profile of the direct worker. These factors must be analyzed in a particular way, since because they develop under different cultural and demographic situations, they present characteristics and modalities different from those described in the literature used.
The main hypothesis of the study was:
In the maquiladora company, the degree of job satisfaction, the type of leadership exercised, and the sociodemographic profile of the employee significantly influence the direct staff turnover rate.
The specific hypotheses used were:
Hypothesis 1 A:
In the maquiladora company, the higher the degree of job satisfaction perceived by the direct employee, the lower the direct employee turnover rate.
Hypothesis 1B:
In the maquiladora company, the perception of job satisfaction does not cause a lower turnover rate.
Hypothesis 2 A:
In a maquiladora company, the different types of leadership exercised by production supervisors will have different effects on the turnover rate of direct personnel.
Hypothesis 2 B:
In the maquiladora company, the different types of leadership exercised by production supervisors will not have different effects on the turnover rate of direct personnel.
Hypothesis 3 A:
In the maquiladora company, the worker's sociodemographic profile significantly influences the direct staff turnover rate.
Hypothesis 3 B:
In the maquiladora company, the worker's sociodemographic profile does not significantly influence the turnover rate.
Method
The measurement instrument was developed with the correlational quantitative method with a Likert-type scaling. The instrument consisted of a set of items presented in the form of statements before which the participants were asked to express their opinion by choosing one of the five options. Counting with 20 questions of which: five questions were assigned for each of the variables. The variables of perceived job satisfaction, type of leadership and staff turnover have five optional responses of: Never, rarely, occasionally, very often and always. For the sociodemographic profile variable, the response options are varied according to the nature of each dimension of the variable. The contents of the measuring instrument are described below.
The variable of perceived job satisfaction refers to the degree of job satisfaction perceived by the direct worker as a result of contact with the work environment and has the dimensions of: centralization, equity, companionship, recognition, and perceived satisfaction.
To measure the dimension of centralization, the subject was questioned if they take into account their comments about the work, counting as an answer option: never, rarely, occasionally, very often and always.
The equity dimension was measured with the statement “In the company, all employees are treated the same”, counting on the options in response to: never, a few times, from time to time, very often and always.
For the Companionship dimension, the statement “My colleagues treat me in a cordial and respectful way” was used, counting as an answer option: never, rarely, occasionally, very often and always.
For the recognition dimension, the subject was questioned if the company values their work and recognizes their effort, counting as a response option: never, few times, from time to time, very often and always.
Perceived satisfaction was measured with the statement: “I feel satisfied with working in the company”, counting as an answer option: never, a few times, from time to time, very often and always.
The second variable to study is leadership and is understood as the interaction between the supervisor - hereinafter referred to as line manager - and the subordinate as a result of the employment relationship, with the following dimensions: feedback, support for subordinates, empathy, knowledge about subordinates and distribution of justice. Said dimensions were measured each with an item in the form of a statement with its respective set of five options as a response of: never, rarely, occasionally, very often and always.
The feedback dimension was measured by questioning the communication that the line manager maintains with the subject. Support for subordinates was measured with the statement “My line manager maintains continuous communication about my work with me”. For the empathy dimension, the subject was questioned whether in difficult personal situations she has received the support of her line manager. For the knowledge of the subordinates, the degree of knowledge that the line leader shows towards the life of the subject was questioned.
The sociodemographic characteristics variable was measured by means of five questions with different multiple-choice answers to find out what characteristics the interviewed subjects present, such as: age, marital status, schooling, number of children and length of service in the company. It is important to clarify that within this variable the gender dimension was not used, since the surveyed company has only female personnel in its production area. Reason for which it is inappropriate to question their gender to the surveyed population.
For the age dimension, five response options were presented: 18 to 23 years, 24 to 29 years, 30 to 34 years, 35 to 39 years, and 40 or more years. For marital status, the response options of: Single, married, common-law union, divorced and separated were used. In the dimension of education, the possible responses of: incomplete primary, completed primary, incomplete secondary, completed secondary, incomplete high school and finished high school were used. The number of children dimension was presented to the surveyed subject with the response options of: 0 children, 1 to 2 children, 3 to 4 children, 5 to 6 children and 7 or more children. The dimension of seniority in the company was measured with the question: Time working in the company, with the response options of 1 to 6 months, 7 months to 1 year, 1 to 2 years, 2 to 4 years and more than 4 years.
For the process of applying the measurement instrument to the universe under study, the following steps were carried out:
1) Each line manager of the production area of the company was requested to send in groups made up of five direct workers to the production office located within the production area.
2) Once the group of five respondents was counted, they were given the questionnaire and a pencil.
3) The purpose of the questionnaire application was explained to them, in addition to pointing out that the information they will provide would be used under strict reliability and anonymously.
4) They were asked to read the instructions printed on the questionnaire itself and proceed to reply.
5) A container was placed on a desk, this in order for each respondent to deposit their answered questionnaire within it, in the order they consider convenient.
6) Once the questionnaires were deposited in the container, the respondents were thanked for their attention and were asked to return to their work area.
Following the same steps described above, the entire universe was surveyed, in groups of five people, until the 170 direct workers of the maquiladora company were completed.
According to the variables used in the study, the following Ex Ante model was developed, the model shows the influence of the independent variables of perceived job satisfaction, exercised leadership and sociodemographic profile of the direct worker on the dependent variable of staff turnover.
Results
Once the measurement instrument was applied to the 170 respondents, a weight was assigned to each of the responses corresponding to the variables of perceived job satisfaction, leadership and turnover, using the scale shown in Table 1:
Table 1 Weighting of Responses
Weighting Answer
0 No answer
1 Never
2 Rarely
3 From time to time
4 Very often
5 Always
Source: self made
For the sociodemographic profile variable, a different weighting was used, since the nature of the variable itself requires a different assessment from the rest of the variables used, remaining as shown in Table 2.
Table 2 Weighting of responses of sociodemographic profile
Once each of the responses of the measurement instrument had been weighted, the information was captured in the Statistic Package Social Science package (hereinafter, SPSS) for Windows version 10 to apply the statistical techniques and tests.
Once the information of the 170 questionnaires applied was captured, the alpha - Cronbach reliability coefficient was calculated through the SPSS package, obtaining a reliability coefficient Alpha =.8254.
Sociodemographic Profile
The age of the respondents is distributed with a mean of 2.46 and a mode of 1, which comparing with the weights used gives us an age between 18 and 23 years. This data indicates that most of the direct production personnel are of young age, with the company's policy of hiring production personnel being the age range of 18 to 39 years.
Regarding marital status, an average of 2.35 and a mode of 2 were obtained, which according to the weights used indicates that most of the respondents present a marital status of married.
The dimension of is
collarity showed that the respondents have completed secondary schooling with a mode of 4 and a mean of 3.64.
Regarding the dimension of number of children, most of the respondents answered having between 1 and 2 children and only 4.1% of the surveyed population omitted their answer.
The dimension of seniority in the company reveals that most of the people surveyed have a seniority of one to six months. This data is logical if it is compared with the percentage of turnover handled by the company, since the greater the labor mobility, the lower the accumulated seniority of its employees.
Perceived Job Satisfaction
The independent variable perceived job satisfaction is made up of the dimensions of: Centralization, equity, companionship, recognition and job satisfaction; The statistical data of the frequencies obtained from each of the dimensions, as well as their analysis, are presented below.
Regarding centralization, most of the respondents stated that they felt that the company takes into account their comments about work only “from time to time” with an average of 2.6 and a mode of 3; This result is consistent with the nature of the work and the company's business, since the assembly of a medical product requires a level of accuracy and adherence to established procedures, leaving no room for variations or changes proposed by the worker.
The equity dimension perceived by the respondents is very limited. Obtaining a mean of 2.55 and a mode of 2; For this indicator, it was questioned whether in the company all employees were treated fairly, with the majority responding that "Rarely." This analysis reveals that most of the surveyed personnel consider that they do not receive equitable treatment in relation to the rest. of the company's employees.
For the dimension of companionship, the population was questioned if they received cordial and respectful treatment from their co-workers, with the vast majority answering that "always" with a mode of 5 and an average of 3.46. This data tells us about the perception of a cordial and respectful work environment among colleagues.
To measure the recognition dimension, the interviewees were asked if "in the company they valued their work and recognized their effort", obtaining an average of 2.87 and a mode of 3, that is, most of the respondents said that they were recognized "occasionally".
The satisfaction perceived by the surveys was measured by questioning their satisfaction with working in the company, most of them answered that they felt satisfied with working in the company. As observed in the results of the rest of the dimensions of the variable job satisfaction, centralization, recognition and equity, they obtained a weight of “from time to time” while companionship and job satisfaction obtained a weight of “always”; These results may suggest that perhaps there are other dimensions to study that affect job satisfaction.
Leadership
The independent variable of leadership is made up of the dimensions of: feedback, support for subordinates, empathy, knowledge of subordinates and distribution of justice. The frequencies obtained from each of the dimensions as well as their analysis are shown below.
In the feedback dimension, it is evaluated whether the line manager maintains continuous communication with her subordinates about the work performed. Answering the majority of those surveyed in the affirmative, with a mean of 3.6 and a mode of 5.
To measure support for subordinates, the interviewees were asked if they received support from their line manager in difficult personal situations, answering most of them positively, with a mean of 3.8 and a mode of 5.
The empathy dimension measures the level of perception of the subordinates' needs and work problems by the line manager, with the majority of respondents answering positively, with a mean of 3.5 and a mode of 5. This result indicates that most of the respondents feel support and recognition
feedback of your work needs from your line manager.
In the dimension of knowledge of the subordinates, the interviewees were questioned if they received equitable treatment from their line manager, most of them answering positively, this result indicates that the line manager maintains fairness in terms of treatment towards his subordinates. With a mean of 3.6 and a mode of 5.
To measure the dimension of justice distribution, it was questioned whether the line manager applied a reprimand in a fair manner and in accordance with the company's internal work regulations, obtaining a result of 4.1 on average and 5 in fashion, that is, the majority of the respondents stated that their line manager applied discipline correctly at work.
Rotation
The dependent variable of rotation is made up of the dimensions of: promotion opportunities, taste for the assembly, work team, work environment and treatment of the line manager. The purpose of these dimensions is to measure the tendency of the respondents to continue working for the company, considering the factors that each of the dimensions implies. Below are the frequencies in the responses of the respondents for each of the dimensions used in the present study.
The results obtained in the frequencies of the promotion opportunities dimension of an average of 4.15 and a mode of 5, reflect that most of the respondents expressed their desire to continue working in the company because it can offer them promotion opportunities at work.
The dimension of liking for the assembly obtained a frequency with a mean of 4.58 and a mode of 5, that is, most of the respondents expressed their desire to continue working in the company because of their liking for their work in this case in assembly of medical product.
In the work team dimension, the results indicate that most of the workers interviewed feel a desire to continue working in the company because they perceive satisfaction in their work team, with an average of 3.8 and a mode of 5.
The desire to continue working in the company due to the work environment obtained an average of 3.7 and a mode of 5, that is, most of the respondents feel comfortable with the work environment that prevailed at the time of the survey and their desire to continue working in the company.
The treatment received by the line manager was measured by questioning whether they planned to continue working for the company due to the treatment received by their line manager, obtaining frequencies with an average of 4.04 and a mode of 5, this data indicates that Most of the respondents wish to continue working in the company due to the treatment received by their line manager.
Correlation of sociodemographic profile dimensions
The following statistical analyzes were carried out using the Pearson correlation coefficient statistical test, used to analyze the relationship between two variables measured at an interval or ratio level. Obtaining the following statistical information for each of the dimensions of the sociodemographic profile variable used in the study:
The age dimension showed a weak negative correlation of r = -.092 with the treatment received by the line manager and of r = -.011 with the perception of liking the work team.
On the other hand, it presented a weak positive correlation of r =.033 with the promotion opportunities, of r =.100 with the taste for the assembly and of r =.042 with the taste for the work environment.
The marital status indicator shows a negative correlation of r = -.044 with the treatment received by the line manager, r = -.004 with the taste for the assembly, this means that there is no correlation between the marital status and the decision to continue working in the company due to the treatment of the line manager or the taste for assembly.
Likewise, it presents a correlation coefficient of r =.038 with the decision to continue working in the company due to promotion opportunities.
The dimension of seniority in the company presented a weak negative correlation with the decision to continue working in the company. Being the coefficient shown of r = -.212 for promotion opportunities, r = -.026 for liking the assembly, r = -.036 for the perception of liking the work team, r = -.142 for the perception of liking for the work environment and r = -.107 for the treatment received by the line manager.
The education dimension showed a weak negative correlation of r = -.061 with the taste for the assembly, of r = -.045 with the perception of liking the work team and of r = -.043 for the taste for the team. work environment.
Likewise, schooling showed a weak positive correlation coefficient of r =.087 with promotion opportunities and of r =.007 with treatment by the line manager.
The number of children dimension reflected a weak negative correlation of r = -.043 with treatment by the head of line. Likewise, it showed a weak positive correlation of r =.023 with the promotion opportunities, r =.021 with the taste for the assembly, r =.054 with the taste for the work team and of r =.094 with the taste for the work environment.
After obtaining and analyzing the correlations of each of the dimensions that make up the sociodemographic profile variable, the data captured in the SPSS statistical package was transferred to the EXCEL computer program (Windows XP), in order to obtain the summation of the weights of the responses of each of the surveyed persons, classified by the variables used in the study.
Once the summation of the weights per variable was obtained, the information from the EXCEL computer program (Windows XP) was passed to the SPSS statistical package in order to obtain the correlations between the variables of perceived job satisfaction, leadership and turnover.
Table 3 shows the Pearson correlations between the independent variables of perceived job satisfaction and leadership with the dependent variable of turnover.
The independent variable of perceived job satisfaction presents a mean positive correlation with a coefficient of r =.510 and a level of significance of
.10 with the dependent variable of rotation; This result shows us that there is a relationship between the job satisfaction perceived by the worker and his desire to continue working for the company.
The independent variable of leadership presents a considerable positive correlation of r =.600 with a significance level of.10, showing that there is a significant relationship between the leadership used and the worker's decision to continue working in the company.
As mentioned in the information capture section, the independent variable of sociodemographic profile presents different characteristics from the rest of the independent variables used, for this reason it was not possible to measure it in the same way and the correlations of each dimension of the variable of sociodemographic profile with the dimensions of the dependent variable of rotation, obtaining in each one of the dimensions a negative correlation from weak to considerable, finding that there is no correlation between the independent variable of sociodemographic profile and the dependent variable of rotation.
Table 3 Correlation of variables
Discussion
In the hypothesis test for the purposes of this study, it is integrated by the definition of the two types of hypotheses used: Main hypothesis and specific hypotheses.
There is a relationship between the types of hypotheses, logically from the main hypothesis specific hypotheses are derived, and in turn all hypotheses are interrelated with the objectives and research questions.
Based on this idea, for the analysis of acceptance or rejection of the hypotheses, the process was carried out in the following way: the results obtained from the particular hypotheses were subjected to analysis, in case they are mostly approved, it will proceed to accept the main hypothesis.
The analysis and discussion corresponding to the tests of the particular hypotheses, as well as the main hypothesis, is presented below.
For the H1A:
The research hypothesis H1A establishes that in the company, the higher the degree of job satisfaction perceived by the direct employee, the lower the turnover rate of the direct employee, if it is already verified that the Pearson coefficient for both variables was.510 with a significance level of.10, this means that the decision to continue working in the company is determined by the level of satisfaction perceived by the worker.
The H1B hypothesis, for the purposes of this study considered the null hypothesis of H1A, establishes that the perception of job satisfaction does not provoke
lower turnover rate, resulting not valid due to the acceptance of the H1A.
For H2A:
The H2A expresses that in the company the different types of leadership exercised by production supervisors will have different effects on the turnover rate of direct personnel, if it is verified that the Pearson coefficient for both variables was.600 with a level of significance of.10. This coefficient indicates that if there is a strong positive correlation between the leadership and turnover variables, that is, the employee will continue working in the company due to the treatment received from his supervisor. If the production supervisor uses a leadership style to manage his personnel in charge that is composed of the indicators of: Feedback, support for subordinates, empathy, knowledge about subordinates and optimal distribution of justice.
The H2B considered for the purposes of this study as a null hypothesis of the H2A, establishes that in the company the different types of leadership exercised by the production supervisors will not have different effects on the direct staff turnover rate, being found to be invalid.
For the H3A:
Hypothesis 3A proposes that in the company the worker's sociodemographic profile significantly influences the direct staff turnover rate, it is not fulfilled since the Pearson coefficients found between these variables were less than.50, finding in each of the dimensions that make up the sociodemographic profile variable the following coefficients: For the age dimension, a negative correlation of.092 was obtained, marital status obtained a negative correlation of.044, the dimension of seniority in the company obtained a negative correlation of.212, schooling obtained a negative correlation of.061 and finally the dimension of seniority in the company obtained a negative correlation of.043.These results indicate that the worker's sociodemographic profile does not affect their decision to continue working for the company.
The H3B hypothesis for research purposes is the null hypothesis of H3B, in this case being accepted, as H3A is not valid for the coefficients obtained.
The main hypothesis of the research establishes that in the maquiladora company the degree of job satisfaction, type of leadership and sociodemographic profile of the employee significantly influences the turnover rate of direct personnel, accepting for having obtained two of the three particular hypotheses coefficients that indicate a positive correlation between the variables that comprise them.
Within the method section, the Ex Ante rotation model proposed in the research was presented, according to the results obtained and the approval of the hypotheses made up of the variables of perceived job satisfaction and type of leadership, as well as the disapproval of the hypothesis made up of the sociodemographic profile variable, the resulting rotation model can be established.
Figure 2 shows us the resulting model made up of the dependent variable of “staff turnover” as well as the independent variables of: perceived job satisfaction and type of leadership. Unlike the Ex Ante rotation model, the sociodemographic profile variable was not integrated because there was no correlation with the dependent variable.
Figure 2 Resulting Rotation Model
Conclusions and recommendations
The study carried out allows us to reach important conclusions, among which the following stand out:
The general objective of the study was to investigate how job satisfaction, the type of leadership and the worker's sociodemographic profile influence the turnover rate of direct personnel in the company, it was fulfilled since a positive influence was found between satisfaction at work and turnover, a positive influence between the type of leadership and staff turnover, as well as a negative influence between the sociodemographic profile and the turnover of the company's staff.
The research allowed to show that if there is dependence on the part of the worker's decision to leave the company and the job satisfaction perceived by the same, as well as the type of leadership exercised in the supervision of personnel. On the other hand, it allowed to demonstrate that the sociodemographic profile of the company's production staff does not affect the worker's own decision to continue working in the company. This discovery allows to give way to the structure in the company's personnel selection policies and procedures, since the sociodemographic profile of the personnel at the time of the application of the measurement instrument revealed that it does not depend on the type of sociodemographic profile of the employee to decide to continue working for the organization or to leave it.
The research presents the limitation of being integrated into its sample frame by female personnel, since the selected company has only female personnel in its production area. This situation gives the guideline for future research to expand its sampling frame to both genders.
This with the purpose of discovering if there is a variation in the results obtained depending on the gender of the surveyed population.
Likewise, the research was carried out in a company dedicated to the assembly of medical products for the administration of intravenous solutions. Due to the nature of its business, it presents internal characteristics that are different from the rest of the companies; it is unknown if the characteristics themselves play an important role in the results obtained.
Finally, the process of application of the measurement instrument was through groups of direct workers integrated five by five, it is unknown if this procedure could lead to bias in the responses obtained. Perhaps some variance in the results would be found if the measurement instrument had been applied to the 170 respondents individually.
According to the results obtained by the research carried out and the conclusions drawn, it is invited to carry out future research on staff turnover, using factors that were not considered for the purposes of this research, such as salaries, benefits, training, etc. communication, routine, promotion, opportunity, line of business, geographic location, type of product, internal policies and procedures, external environment, competition.
The phenomenon of staff turnover presents a broad panorama of issues, dimensions and factors, future research may be developed under a different scheme than the one used in the present investigation, as well as using the same scheme and variables, but in a different work population.
Due to the characteristics of the selected company and its line of business, it requires internal procedures and policies that could be perceived by some workers as strict and unconventional: For example, the production area is inside a sterilized room, which is commonly known as a "room cleansed". This area is similar to the aseptic environment of an operating room, which is why the direct worker is required to enter under certain hygiene measures such as the use of mesh - hair covers, shoe covers, do not wear jewelry, do not use makeup of any kind, trimmed and clean nails, do not wear acrylic nails, do not wear clothes that expose the skin to the environment, among others.The set of restrictions can result in disapproval on the part of the direct worker and make the decision not to continue working for the company.
The present investigation did not consider the characteristics of the company indicated above as variables, future investigations are invited to carry out a research scheme integrating the characteristics of the company, to know if they influence in any way the decision of the direct worker not to continue working in the company.
References
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Author's bibliography: Xóchitl Vázquez Domínguez was born in 1971 in Mexico in the city of Ensenada, where he obtained the degrees of Bachelor of Business Administration and Master of Administration, most of his working life has been dedicated to the area of human resources, currently is dedicated to teaching the subject of human resources at the Autonomous University of Baja California within the graduate program of the Master of Administration.
Country, city and date of preparation of the study: The study from which the aforementioned article is derived was carried out in Mexico in the state of Baja California in the city of Ensenada in 2006. Both were prepared by Xóchitl Vázquez.
Suggested Category: Human Resources.
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