Examinando por Materia "Talento humano"
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Ítem Caracterización de las variables que intervienen en el clima organizacional de Imágenes de vida y Salud S.A.S. (IVS) a partir de las percepciones de los colaboradores para estructurar un modelo de gestión del talento humano que lleve al logro de los objetivos corporativos(Universidad EAFIT, 2023) Gómez Cuervo, Doris Patricia; Mejía Jaramillo, Andrés; Betancur Hurtado, Carlos MarioGiven the accelerated growth of IMÁGENES DE VIDA Y SALUD S.A.S. (IVS) as a company, where three branches were opened in less than a year out of the four existing in eight years of operation, it has generated a lot of tension in the organizational climate. That is the reason for conducting this work: to identify the variables that influence the climate of IVS and evaluate the most important aspects that impact from the employees' perception, as well as proposing a human management model for all employees that aims to achieve corporate interests. To achieve the objectives of this research, a general and precise review was conducted on the importance of leadership in the organizational climate, delving into the different types of leadership described so far, and mentioning the factors that influence the climate of a company, different models, types, and dimensions, important variables that define how day-to-day life is experienced in an organization. Finally, two surveys were used to measure the organizational climate in IVS, which evidence employees' perception and provide the working basis for identifying variables that influence the company's climate and establishing a human management model.Ítem La comunicación no verbal: un aspecto de una comunicación efectiva para generar ventajas competitivas en procesos de negociación(Universidad EAFIT, 2017) Díez Maglioni, Natalia María; Ochoa Galeano, Lina Marcela; López Franco, Sonia InésNon-verbal communication has been studied from different areas of knowledge, such as anthropology, psychology and ethnology -- However, most managers inside the companies look only for an asset management such as: low prices, cheap labor, economies of scale, or investment in technology, and little research has been done about the effect of non-verbal communication on organizations in terms of work climate, power relations, motivation and leadership, to name a few -- Therefore, the development of this study aims to review the current literature and analyze the different postures and gestures in children and adults, through the analysis of the discourse, observation of TED conferences and study of behaviors exposed in some videos, in order to identify if non-verbal communication can become a tool to generate competitive advantages in negotiation -- Although there is not yet a study that shows the development of competitive advantages through non-verbal communication, this study shows that it is possible to identify that the nonverbal behavior does generate an impact and influence in the negotiation, which allows an interpretation of those who are involve in this processÍtem Consideraciones sicológicas sobre la participación(Universidad EAFIT, 1968) Betancourt O., Gustavo; Universidad EAFITÍtem Estado actual de la gestión estratégica del talento humano en la alcaldía municipal de Nechí : diagnóstico y recomendaciones(Universidad EAFIT, 2021) Ramos Jiménez, Carlos Alberto; Giraldo Henao, CatalinaObjective: To know the current state of the strategic management of human talent in the municipal government of Nechí, diagnosis and recommendations. Method: A qualitative descriptive cross-sectional study was carried out; The research design was a case study based on semi-structured interviews with current employees of the Nechí municipal administration post office directly involved in the Strategic Management of Human Talent. Results: Regarding strengths in the processes of strategic management of human talent, it was obtained that the majority consider that they are: salary and social benefits, the institutional strategic plan and the manual of functions. In reference to the weaknesses in the processes of strategic management of human talent, it was obtained that the majority consider that they are: the area of human resources and its processes, the position of the municipality, the bureaucracy and political factors, autonomy, the strategic plan of human management, the person in charge of human management, the process of recruitment, selection and hiring, the process of induction and reinduction, process of social welfare, incentives and quality of work life, health and safety at work and environmental management, training and development, performance evaluations, the retirement interview process, recognition of the life and work trajectory of the officials In reference to the opportunities in the strategic management processes of human talent, it was obtained that most consider them to be : ICT, technological advances, trends and importance of the GH area, policies, norms and laws, universities and merit cracia. In reference to the threats in the processes of strategic management of human talent, it was obtained that most consider them to be: globalization, political and economic changes, pandemics, bureaucracy and politicking. In reference to the improvement Actions and recommendations for the human management area, it was obtained that the majority consider them to be: define and formalize the human management area and compliance with its processes. Conclusions: taking into account all the academic knowledge that exists on the subject, the present research carried out and the maturity levels established by the Administrative Department of Public Function, we can affirm that the Strategic Management of Human Talent of the municipal mayor of Nechí is It is at a significantly low level of basic operational maturity, in a state of alert and at most totally incipient, which requires immediate intervention, since the basic requirements, the formal aspects, nor the general guidelines for human management are not met and it is demanded a lot of management to cover those requirements, that is, there is a lot of room for improvement ahead. As a result of globalization, the dynamics and continuous changes in the environment, the mayor's office must act politically, environmentally, socially and economically to counteract the chain of weaknesses in human management, in each of the macro-processes and processes, which will make it more competitive in the current environment.Ítem Una estrategía de enseñanza: la simulación de un sistema de información de recursos humanos(Universidad EAFIT, 1991) Urrea Cortavarria, Amalia; Universidad EAFITÍtem Factores que obstaculizan la atracción de talento humano percibidos por responsables de selección de personal en PMEs en el norte de Portugal(Universidad EAFIT, 2019) Calle Mejía, Ana María; Orejuela Gómez, Johnny JavierObjetivo. Identificar os fatores que obstaculizam a atração de talento humano detetados pelos responsáveis da seleção de pessoal nas PMEs no norte de Portugal. Método. Realiza-se um estudo qualitativo descritivo de corte transversal; o desenho da investigação é um estudo de caso baseado em entrevistas semiestruturadas aos responsáveis diretos ou indiretos da seleção de pessoal nas PMEs no norte de Portugal. Resultados. Os responsáveis da seleção de pessoal nas PMEs no norte de Portugal percebem como principais fatores que obstaculizam a atração de talento humano a formação e a experiência desadequadas do capital humano disponível às necessidades das PMEs, a escassez do recurso humano no mercado de trabalho português e sugerem às universidades e/ou instituições de ensino realizar um ajuste importante aos planos curriculares, focando-se nos componentes práticos. Conclusões. Os fatores que obstaculizam a atração de talento humano são principalmente a falta de uma adequada formação e experiência do capital humano disponível, a escassez de pessoas para trabalhar em Portugal, assim como a impossibilidade das PMEs de acompanhar as expetativas salariais dos candidatos. Sugere-se claramente a implementação formal dos processos de gestão humana nas PMEs, ajustar os salários, melhorar as condições de trabalho e a sua competitividade e efetuar parcerias com instituições de ensino. As estratégias da atração são um processo continuo que as PMEs têm que entender como um trabalho permanente associado principalmente ao marketing da sua marca empregador.Ítem Generación Y: estrategias de retención de talento en el sector financiero en la ciudad de Medellín(Universidad EAFIT, 2017) Jiménez Rueda, Carlos Antonio; López Gallego, FranciscoCon la llegada de la llamada generación Y o millennials, ¿enfrentan las empresas un nuevo desafío? ¿La fuga de sus talentos representa un reto para los gerentes de gestión humana? -- Teniendo en cuenta que, en pocos años, esta generación constituirá la mayor fuerza laboral del mercado, es importante desarrollar planes estratégicos eficaces para evitar que los millennials se marchen de las empresasÍtem La identidad del individuo en la organización, una interpretación interdisciplinaria como fundamento de comprensión para la administración. Un caso de Colombia(Universidad EAFIT, 2018) García Vargas, Óscar Humberto; Zapata Domínguez, ÁlvaroÍtem Individual potential and performance through the lens of the AMO theory(Universidad EAFIT, 2021) Robledo-Ardila, Cristina; Román Calderón, Juan PabloÍtem Ingeniería humana(Universidad EAFIT, 1968) Ortiz C., Norckzia; Universidad EAFITÍtem Percepción de la importancia de implementar el área de desarrollo de personal en un grupo de líderes de microempresas del municipio de Garzón (Huila)(Universidad EAFIT, 2020) Castaño Falla, Maricela; Giraldo Henao CatalinaObjective. To characterize the perception of the importance of implementing the staff development area in a group of leaders of micro-enterprises in the municipality of Garzón (Huila). Method. It was considered through a qualitative descriptive cross-sectional study. The research design was a case study, based on semi-structured interviews with eight microenterprise leaders from the municipality of Garzón (Huila). Results. The results show that related to the implementation of the staff development area, the leaders identify advantages like: greater productivity, continuous learning, improvement of skills and abilities for better performance in their job; and as a disadvantage, time and money investment in relation to the response and retribution. Respect to the facilitating factors, they have the leadership and motivation capacity that is given to employees, to they feel the importance about being more competitive every day; as obstacles, the resistance to change, not interest or motivation and none importance that is given to the personal development area. Likewise, both training, performance and productivity are important reasons for today's leaders to work for implementing this area within their business processes. Conclusions. It is evident that for microenterprise leaders this area has great importance, however they see as a limitation type of organization required, it is related to its size and activity, to not take actions in taking staff as a determining factor and key in success for micro-enterprises for them to be more efficient and productive in their sector.Ítem Prácticas administrativas en el manejo de personal en el área de Medellín(Universidad EAFIT, 1967) Cook, Arthur; Escobar, Luis; Universidad EAFITÍtem El recurso humano y su impacto en los resultados de volumen y calidad: el caso de RENAULT-SOFASA(Universidad EAFIT, 2017) Vásquez Hurtado, Juan Felipe; Escalante Gómez, Juan EstebanÍtem Recursos humanos y desarrollo económico(Universidad EAFIT, 1966) Ruiz Vélez, Alberto; Universidad EAFITÍtem Relaciones humanas o recursos humanos(Universidad EAFIT, 1967) Miles, Raimond; Universidad de CaliforniaÍtem La salud ocupacional una inversión en el recurso humano(Universidad EAFIT, 1991) Maya Mejía, José; Universidad EAFITÍtem La satisfacción laboral de los Millennials y las estrategias de atracción, desarrollo y retención : caso del Grupo Energía Bogotá S. A. ESP.(Universidad EAFIT, 2021) Barrios Espinosa, Álvaro Hernando; Cifuentes Gallo, Sebastián; Gonzales-Miranda, Diego RenéÍtem Sección de productividad(Universidad EAFIT, 1966) Asociación por Colombia Programa colombiano de superación personal; Universidad EAFITÍtem Tecnología y seres humanos : transformarnos para vivir mejor(Medellín : Universidad EAFIT, 2023-03) Restrepo Montoya, Claudia Patricia; Ferrer Henao, Pablo Mauricio; Universidad EAFIT; Universidad EAFIT; ProtecciónÍtem Universidad, empresa y Estado : aliados en sintonía con la sociedad(Medellín : Universidad EAFIT, 2022-12-02) Restrepo Montoya, Claudia Patricia; Hoyos Lopera, Alberto; Universidad EAFIT; Compañía de Galletas Noel