Influencia del salario emocional sobre la felicidad en el trabajo y la intención de rotación en los colaboradores del sector educativo costarricense, durante los periodos 2023-2024
Fecha
2024-07-22
Autores
Cedeño Fonseca, Melissa María
Guevara Quesada, Roxiny Andrea
Obando Campos, Joselyn Andrea
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Editor
Universidad Nacional, Costa Rica
Resumen
Debido a la situación en el mundo donde la calidad de la educación es un factor determinante para el progreso y desarrollo de las sociedades, el bienestar psicológico, estabilidad emocional de los docentes es de gran relevancia, para que desempeñen eficazmente sus funciones (OCDE, 2019). Es esencial que los colaboradores de la educación se sientan valorados, satisfechos y comprometidos, debido a que esto contribuye a un mejor ambiente de trabajo y promueve la calidad educativa (Escribano, 2018). Cuando los colaboradores se sienten valorados, se les reconoce su labor y se les brinda apoyo, lo cual aumenta su motivación y compromiso con su trabajo (Gómez, 2019). La felicidad de los colaboradores está directamente relacionada con su bienestar emocional y su productividad. Por lo tanto, en este contexto, la influencia del salario emocional sobre la felicidad en el trabajo adquiere un protagonismo incuestionable, puesto que esto puede tener una relación en la actitud, el desempeño y la motivación de los empleados (Espinoza y Toscano, 2020). A menudo, en algunos de los tipos de organizaciones del sector educación, las recompensas monetarias pueden ser limitadas. Debido a las altas presiones a las que se encuentran expuestos, es necesario que este sector cuente con un salario emocional, es decir, aspectos intangibles, como el reconocimiento, el sentido de pertenencia, la posibilidad de crecimiento profesional y la calidad de las relaciones en el entorno laboral (BBVA, 2022). Según indica Chiavenato (2009), la compensación ofrecida por la organización influye en la satisfacción de los socios, debido a que cada socio está dispuesto a invertir recursos individuales, en la medida en que obtenga retornos y resultados de sus inversiones. Como socio de la organización, cada empleado se interesa en invertir trabajo, dedicación y esfuerzopersonal, conocimientos y habilidades, si recibe la retribución adecuada (p. 283). La falta de todos o algunos de estos factores indicados por la BBVA (2022), puede influir en la intención de rotación de los colaboradores, la cual genera un constante retroceso en el reclutamiento y capacitación de personal aumentando los costos operativos. Por lo tanto, este estudio busca contribuir a una discusión más informada y a la formulación de instrumentos para guiar la toma de decisiones en la gestión del talento humano.
Due to the situation in the world where the quality of education is a determining factor for the progress and development of societies, the psychological well-being and emotional stability of teachers is of great relevance for them to effectively perform their functions (OECD, 2019). It is essential that educational collaborators feel valued, satisfied and committed, because this contributes to a better work environment and promotes educational quality (Escribano, 2018). When collaborators feel valued, their work is recognized and they are supported, which increases their motivation and commitment to their work (Gómez, 2019). The happiness of collaborators is directly related to their emotional well-being and productivity. Therefore, in this context, the influence of emotional salary on happiness at work takes on an unquestionable importance, since this can have a relationship with the attitude, performance and motivation of employees (Espinoza and Toscano, 2020). Often, in some types of organizations in the education sector, monetary rewards may be limited. Due to the high pressures to which they are exposed, it is necessary for this sector to have an emotional salary, that is, intangible aspects, such as recognition, sense of belonging, the possibility of professional growth and the quality of relationships in the work environment (BBVA, 2022). According to Chiavenato (2009), the compensation offered by the organization influences the satisfaction of the partners, because each partner is willing to invest individual resources, to the extent that they obtain returns and results from their investments. As a partner of the organization, each employee is interested in investing work, dedication and personal effort, knowledge and skills, if they receive adequate compensation (p. 283). The lack of all or some of these factors indicated by BBVA (2022), can influence the intention of employee turnover, which generates a constant decline in the recruitment and training of personnel, increasing operating costs. Therefore, this study seeks to contribute to a more informed discussion and to the formulation of instruments to guide decision-making in human talent management.
Due to the situation in the world where the quality of education is a determining factor for the progress and development of societies, the psychological well-being and emotional stability of teachers is of great relevance for them to effectively perform their functions (OECD, 2019). It is essential that educational collaborators feel valued, satisfied and committed, because this contributes to a better work environment and promotes educational quality (Escribano, 2018). When collaborators feel valued, their work is recognized and they are supported, which increases their motivation and commitment to their work (Gómez, 2019). The happiness of collaborators is directly related to their emotional well-being and productivity. Therefore, in this context, the influence of emotional salary on happiness at work takes on an unquestionable importance, since this can have a relationship with the attitude, performance and motivation of employees (Espinoza and Toscano, 2020). Often, in some types of organizations in the education sector, monetary rewards may be limited. Due to the high pressures to which they are exposed, it is necessary for this sector to have an emotional salary, that is, intangible aspects, such as recognition, sense of belonging, the possibility of professional growth and the quality of relationships in the work environment (BBVA, 2022). According to Chiavenato (2009), the compensation offered by the organization influences the satisfaction of the partners, because each partner is willing to invest individual resources, to the extent that they obtain returns and results from their investments. As a partner of the organization, each employee is interested in investing work, dedication and personal effort, knowledge and skills, if they receive adequate compensation (p. 283). The lack of all or some of these factors indicated by BBVA (2022), can influence the intention of employee turnover, which generates a constant decline in the recruitment and training of personnel, increasing operating costs. Therefore, this study seeks to contribute to a more informed discussion and to the formulation of instruments to guide decision-making in human talent management.
Descripción
Palabras clave
SATISFACCION EN EL TRABAJO, JOB SATISFACTION, ROTACION EN EL TRABAJO, EDUCACIÓN, JOB ROTATION, EDUCATION, CONDICIONES DE TRABAJO, WORKING CONDITIONS