Diferencias generacionales en los valores de trabajo: Caso Santander

Los estudios generacionales se han incrementado para solucionar problemáticas presentadas en las organizaciones a partir de las diferentes maneras en qué se concibe el trabajo. El propósito de esta investigación es analizar relaciones entre valores de trabajo e individuos de la generación X, millenn...

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Autores:
Monsalve Castro, Lady Carolina
Fajardo Ortiz, Eddy Johanna
Tipo de recurso:
Book
Fecha de publicación:
2023
Institución:
Universidad Autónoma de Bucaramanga - UNAB
Repositorio:
Repositorio UNAB
Idioma:
spa
OAI Identifier:
oai:repository.unab.edu.co:20.500.12749/21227
Acceso en línea:
https://doi.org/10.29375/9786289578720
http://hdl.handle.net/20.500.12749/21227
Palabra clave:
Millennials
Work values
Generation x
Generation Y
Human talent practices
Worface
Workers
Human relations
Intergenerational communication
Staff administration
Job satisfaction
Competitive worker behavior
Organizational behavior
Relaciones humanas
Comunicación intergeneracional
Administración de personal
Satisfacción en el trabajo
Conducta competitiva del trabajador
Comportamiento organizacional
Valores de trabajo
Generación X
Generación Y
Prácticas de talento humano
Fuerza laboral
Trabajadores
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http://creativecommons.org/licenses/by-nc-nd/2.5/co/
id UNAB2_dbd12836ecb5fc0fd245b88fecd83286
oai_identifier_str oai:repository.unab.edu.co:20.500.12749/21227
network_acronym_str UNAB2
network_name_str Repositorio UNAB
repository_id_str
dc.title.spa.fl_str_mv Diferencias generacionales en los valores de trabajo: Caso Santander
dc.title.translated.spa.fl_str_mv Generational differences in work values: Santander case
title Diferencias generacionales en los valores de trabajo: Caso Santander
spellingShingle Diferencias generacionales en los valores de trabajo: Caso Santander
Millennials
Work values
Generation x
Generation Y
Human talent practices
Worface
Workers
Human relations
Intergenerational communication
Staff administration
Job satisfaction
Competitive worker behavior
Organizational behavior
Relaciones humanas
Comunicación intergeneracional
Administración de personal
Satisfacción en el trabajo
Conducta competitiva del trabajador
Comportamiento organizacional
Valores de trabajo
Generación X
Generación Y
Prácticas de talento humano
Fuerza laboral
Trabajadores
title_short Diferencias generacionales en los valores de trabajo: Caso Santander
title_full Diferencias generacionales en los valores de trabajo: Caso Santander
title_fullStr Diferencias generacionales en los valores de trabajo: Caso Santander
title_full_unstemmed Diferencias generacionales en los valores de trabajo: Caso Santander
title_sort Diferencias generacionales en los valores de trabajo: Caso Santander
dc.creator.fl_str_mv Monsalve Castro, Lady Carolina
Fajardo Ortiz, Eddy Johanna
dc.contributor.author.none.fl_str_mv Monsalve Castro, Lady Carolina
Fajardo Ortiz, Eddy Johanna
dc.contributor.cvlac.spa.fl_str_mv Monsalve Castro, Lady Carolina [0001457455]
Fajardo Ortiz, Eddy Johanna [0001472764]
dc.contributor.googlescholar.spa.fl_str_mv Monsalve Castro, Lady Carolina [es&oi=ao]
dc.contributor.orcid.spa.fl_str_mv Monsalve Castro, Lady Carolina [0000-0002-1572-8876]
Fajardo Ortiz, Eddy Johanna [0000-0002-4635-8003]
dc.contributor.apolounab.spa.fl_str_mv Monsalve Castro, Lady Carolina [lady-carolina-monsalve-castro]
dc.subject.keywords.spa.fl_str_mv Millennials
Work values
Generation x
Generation Y
Human talent practices
Worface
Workers
Human relations
Intergenerational communication
Staff administration
Job satisfaction
Competitive worker behavior
Organizational behavior
topic Millennials
Work values
Generation x
Generation Y
Human talent practices
Worface
Workers
Human relations
Intergenerational communication
Staff administration
Job satisfaction
Competitive worker behavior
Organizational behavior
Relaciones humanas
Comunicación intergeneracional
Administración de personal
Satisfacción en el trabajo
Conducta competitiva del trabajador
Comportamiento organizacional
Valores de trabajo
Generación X
Generación Y
Prácticas de talento humano
Fuerza laboral
Trabajadores
dc.subject.lemb.spa.fl_str_mv Relaciones humanas
Comunicación intergeneracional
Administración de personal
Satisfacción en el trabajo
Conducta competitiva del trabajador
Comportamiento organizacional
dc.subject.proposal.spa.fl_str_mv Valores de trabajo
Generación X
Generación Y
Prácticas de talento humano
Fuerza laboral
Trabajadores
description Los estudios generacionales se han incrementado para solucionar problemáticas presentadas en las organizaciones a partir de las diferentes maneras en qué se concibe el trabajo. El propósito de esta investigación es analizar relaciones entre valores de trabajo e individuos de la generación X, millennials y generación Z de Santander. Se seleccionó una muestra de 519 participantes y desde una metodología cuantitativa, utilizando técnicas descriptivas y correlacionales, se encontraron hallazgos relevantes para las empresas Santandereanas. Se concluye que para los millennials y la generación Z es absolutamente esencial los valores de extrínsecos a diferencia de la generación X, quienes consideran importante tener acceso a la información y el equilibrio en su vida personal / laboral. Frente a los intrínsecos, se presentó que para los millennials y la generación X son absolutamente esenciales, mientras que para la generación Z se considera poco importante desempeñar un cargo que le brinde un sentido personal de logro o tener libertad para tomar decisiones sobre su trabajo. En los de prestigio se encontró que tanto para los millennials como para la generación X es absolutamente esencial hacer un trabajo que tenga impacto en la organización, además de autoridad para dirigir el trabajo de otros. Esto difiere de la generación Z para quienes es poco importante tener un trabajo prestigioso o altamente considerado por otros. Finalmente, en los valores sociales se identificó que para los millennials y la generación X, es absolutamente esencial tener compañeros agradables y trabajar en un ambiente divertido, mientras que, para la generación Z estos valores se consideran poco importantes. En conclusión, estos resultados reflejan las diferencias en los valores de trabajo que presentan las generaciones que actualmente confluyen en un mismo entorno laboral. Para las organizaciones es necesario identificar cómo está compuesta su fuerza de trabajo para luego revisar los valores que priman en cada grupo y, finalmente, diseñar o reestructurar políticas de talento humano que permitan cumplir con las expectativas e intereses de cada parte. Llevar a la práctica estas orientaciones permitirán que las compañías puedan ser más asertivas en la gestión de personal y consolidar de esta manera, la marca empleadora con la que puedan ser más atractivas para atraer y fidelizar a las distintas generaciones.
publishDate 2023
dc.date.accessioned.none.fl_str_mv 2023-08-14T16:42:14Z
dc.date.available.none.fl_str_mv 2023-08-14T16:42:14Z
dc.date.issued.none.fl_str_mv 2023
dc.type.driver.none.fl_str_mv info:eu-repo/semantics/book
dc.type.local.spa.fl_str_mv Libro
dc.type.coar.none.fl_str_mv http://purl.org/coar/resource_type/c_2f33
dc.type.hasversion.none.fl_str_mv info:eu-repo/semantics/acceptedVersion
dc.type.redcol.none.fl_str_mv http://purl.org/redcol/resource_type/CBook
format http://purl.org/coar/resource_type/c_2f33
status_str acceptedVersion
dc.identifier.isbn.none.fl_str_mv 978-628-95787-2-0
https://doi.org/10.29375/9786289578720
dc.identifier.uri.none.fl_str_mv http://hdl.handle.net/20.500.12749/21227
dc.identifier.instname.spa.fl_str_mv instname:Universidad Autónoma de Bucaramanga - UNAB
dc.identifier.reponame.spa.fl_str_mv reponame:Repositorio Institucional UNAB
dc.identifier.repourl.spa.fl_str_mv repourl:https://repository.unab.edu.co
identifier_str_mv 978-628-95787-2-0
instname:Universidad Autónoma de Bucaramanga - UNAB
reponame:Repositorio Institucional UNAB
repourl:https://repository.unab.edu.co
url https://doi.org/10.29375/9786289578720
http://hdl.handle.net/20.500.12749/21227
dc.language.iso.spa.fl_str_mv spa
language spa
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institution Universidad Autónoma de Bucaramanga - UNAB
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spelling Monsalve Castro, Lady Carolinabf8a7400-013a-4225-82e6-1fda322eb561Fajardo Ortiz, Eddy Johannaf02cbf57-33b6-4952-98f1-744706e7595eMonsalve Castro, Lady Carolina [0001457455]Fajardo Ortiz, Eddy Johanna [0001472764]Monsalve Castro, Lady Carolina [es&oi=ao]Monsalve Castro, Lady Carolina [0000-0002-1572-8876]Fajardo Ortiz, Eddy Johanna [0000-0002-4635-8003]Monsalve Castro, Lady Carolina [lady-carolina-monsalve-castro]Santander (Colombia)2022UNAB Campus Bucaramanga2023-08-14T16:42:14Z2023-08-14T16:42:14Z2023978-628-95787-2-0https://doi.org/10.29375/9786289578720http://hdl.handle.net/20.500.12749/21227instname:Universidad Autónoma de Bucaramanga - UNABreponame:Repositorio Institucional UNABrepourl:https://repository.unab.edu.coLos estudios generacionales se han incrementado para solucionar problemáticas presentadas en las organizaciones a partir de las diferentes maneras en qué se concibe el trabajo. El propósito de esta investigación es analizar relaciones entre valores de trabajo e individuos de la generación X, millennials y generación Z de Santander. Se seleccionó una muestra de 519 participantes y desde una metodología cuantitativa, utilizando técnicas descriptivas y correlacionales, se encontraron hallazgos relevantes para las empresas Santandereanas. Se concluye que para los millennials y la generación Z es absolutamente esencial los valores de extrínsecos a diferencia de la generación X, quienes consideran importante tener acceso a la información y el equilibrio en su vida personal / laboral. Frente a los intrínsecos, se presentó que para los millennials y la generación X son absolutamente esenciales, mientras que para la generación Z se considera poco importante desempeñar un cargo que le brinde un sentido personal de logro o tener libertad para tomar decisiones sobre su trabajo. En los de prestigio se encontró que tanto para los millennials como para la generación X es absolutamente esencial hacer un trabajo que tenga impacto en la organización, además de autoridad para dirigir el trabajo de otros. Esto difiere de la generación Z para quienes es poco importante tener un trabajo prestigioso o altamente considerado por otros. Finalmente, en los valores sociales se identificó que para los millennials y la generación X, es absolutamente esencial tener compañeros agradables y trabajar en un ambiente divertido, mientras que, para la generación Z estos valores se consideran poco importantes. En conclusión, estos resultados reflejan las diferencias en los valores de trabajo que presentan las generaciones que actualmente confluyen en un mismo entorno laboral. Para las organizaciones es necesario identificar cómo está compuesta su fuerza de trabajo para luego revisar los valores que priman en cada grupo y, finalmente, diseñar o reestructurar políticas de talento humano que permitan cumplir con las expectativas e intereses de cada parte. Llevar a la práctica estas orientaciones permitirán que las compañías puedan ser más asertivas en la gestión de personal y consolidar de esta manera, la marca empleadora con la que puedan ser más atractivas para atraer y fidelizar a las distintas generaciones.Generational studies have increased to solve problems presented in organizations from the different ways in which work is conceived. The purpose of this research is to analyze relationships between work values ​​and individuals from generation X, millennials and generation Z of Santander. A sample of 519 participants was selected and from a quantitative methodology, using descriptive and correlational techniques, relevant findings for Santanderean companies were found. It is concluded that for millennials and generation Z, extrinsic values ​​are absolutely essential, unlike generation X, who consider it important to have access to information and balance in their personal / work life. Faced with the intrinsics, it was presented that for millennials and generation X they are absolutely essential, while for generation Z it is considered unimportant to hold a position that gives them a personal sense of achievement or have freedom to make decisions about their work. In the prestigious ones, it was found that for both millennials and generation X it is absolutely essential to do work that has an impact on the organization, as well as the authority to direct the work of others. This differs from Gen Z for whom it is unimportant to have a job that is prestigious or highly regarded by others. Finally, in social values ​​it was identified that for millennials and generation X, it is absolutely essential to have pleasant colleagues and work in a fun environment, while for generation Z these values ​​are considered unimportant. In conclusion, these results reflect the differences in work values ​​presented by the generations that currently come together in the same work environment. For organizations, it is necessary to identify how their workforce is composed and then review the values ​​that prevail in each group and, finally, design or restructure human talent policies that allow meeting the expectations and interests of each party. Putting these guidelines into practice will allow companies to be more assertive in personnel management and thus consolidate the employer brand with which they can be more attractive to attract and retain the different generations.Modalidad Presencialapplication/pdfspahttp://creativecommons.org/licenses/by-nc-nd/2.5/co/Abierto (Texto Completo)Atribución-NoComercial-SinDerivadas 2.5 Colombiahttp://purl.org/coar/access_right/c_abf2Diferencias generacionales en los valores de trabajo: Caso SantanderGenerational differences in work values: Santander caseUniversidad Autónoma de Bucaramanga UNABDepartamento de Ciencias Básicasinfo:eu-repo/semantics/bookLibrohttp://purl.org/coar/resource_type/c_2f33info:eu-repo/semantics/acceptedVersionhttp://purl.org/redcol/resource_type/CBookMillennialsWork valuesGeneration xGeneration YHuman talent practicesWorfaceWorkersHuman relationsIntergenerational communicationStaff administrationJob satisfactionCompetitive worker behaviorOrganizational behaviorRelaciones humanasComunicación intergeneracionalAdministración de personalSatisfacción en el trabajoConducta competitiva del trabajadorComportamiento organizacionalValores de trabajoGeneración XGeneración YPrácticas de talento humanoFuerza laboralTrabajadoresAbu-Saad, I., & Isralowitz, R. 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Journal of Managerial Psychology, 23(8), 878-890.LICENSElicense.txtlicense.txttext/plain; charset=utf-8829https://repository.unab.edu.co/bitstream/20.500.12749/21227/2/license.txt3755c0cfdb77e29f2b9125d7a45dd316MD52open accessORIGINALLibro Diferencias generacionales en los Valores de Trabajo (6).pdfLibro Diferencias generacionales en los Valores de Trabajo (6).pdfLibroapplication/pdf7666808https://repository.unab.edu.co/bitstream/20.500.12749/21227/3/Libro%20Diferencias%20generacionales%20en%20los%20Valores%20de%20Trabajo%20%286%29.pdf30068b69ea77fde1dbc6010eeb9174aaMD53open accessTHUMBNAILLibro Diferencias generacionales en los Valores de Trabajo (6).pdf.jpgLibro Diferencias generacionales en los Valores de Trabajo (6).pdf.jpgIM Thumbnailimage/jpeg20593https://repository.unab.edu.co/bitstream/20.500.12749/21227/4/Libro%20Diferencias%20generacionales%20en%20los%20Valores%20de%20Trabajo%20%286%29.pdf.jpgd7d458e02654a4312ad559b77ccdd045MD54open access20.500.12749/21227oai:repository.unab.edu.co:20.500.12749/212272023-09-26 22:00:40.216open accessRepositorio Institucional | Universidad Autónoma de Bucaramanga - UNABrepositorio@unab.edu.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