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Compromiso e Involucramiento del Personal

Desarrollo Organizacional e Inteligencia Organizacional

Bibliografía: “Compromiso e Involucramiento del Personal”

Editado por The Organization Development Institute International, Latinamerica 2005. Autor: Eric Gaynor Butterfield – RODP www.theodinstitute.org

Existe una tendencia hacia “simplificar el estado de las cosas” lo que muchas vecespuede llegar a resultar perjudicial, puesto que los fenómenos organizacionales – quetienen que ver con el comportamiento humano – son complejos. Recibimos feedback de algunos lectores que nos agradecen que incluyamos una lista importante de expertos en cada uno de los temas de Desarrollo Organizacional,como es el caso de: Toma de decisiones, Selección y Reclutamiento, Liderazgo,entre otros, y ahora con Motivación.

También recibimos feedback de otros lectores que nos hacen saber que los“artículos son largos” y que hay demasiado material, y que están acostumbrados alecturas “más cortas” en los medios que les interesa. Y que, por lo tanto, teniendo en cuenta la extensión de nuestros artículos no los leen por completo

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interrumpiendo su lectura.

Queremos compartir con usted estimado lector, que uno de los principales objetivosde estas Bibliografías, es la de participar el enorme número de expertos notables enla materia que han realizado muchas e importantes contribuciones, y que tienen distintas perspectivas. El enfoque situacional ha demostrado dentro de lasciencias del comportamiento que la relación causal desde el punto de vista primario,donde es una la variable independiente que influye sobre la variable dependiente,tiene poca vigencia dentro del mundo real. Es aplicable a un escaso número desituaciones; casi podríamos decir: “A una situación límite”.

Como nuestra experiencia en The Organization Development Institute International,Latin America nos muestra que las situaciones límites son la excepción, queremosofrecer el mayor número posible de opciones a ustedes como lectores, sabiendo quecon su particular criterio han de saber qué es lo que han de elegir para poner en acción. Si nosotros eligiéramos lo que es importante para Usted, no solamenteestaríamos obrando con soberbia, sino que también estaríamos asumiendo la pocadiscrecionalidad del otro en cuanto a saber elegir y decidir. Como filosóficamentenuestra posición se ubica en que las personas somos libres y sabemos y tenemos el derecho de decidir, nuestra contribución tiene que ver con ofrecer elespectro más amplio, y dejar a ustedes la elección preferida.

Nos sentimos muy orgullosos de poder ofrecer una Bibliografía de importantescontribuciones en el tema de Motivación que es vital para el éxito de lasorganizaciones y empresas. Se incluyen algo más de 300 aportes en esta importantetemática, y para aquellos que prefieren que les demos “una lista de los 10 trabajosmás importantes” debemos manifestarles que tenemos una mala noticia: incluso esta lista de 300 importantes aportes ES INCOMPLETA.

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Posiblemente sean el Liderazgo y la Motivación algunas de las principales variablesque permiten trascender más allá del crecimiento individual o empresariadoartesanal, para pasar al Desarrollo Organizacional. En este caso nos estamosabocando exclusivamente a la variable Motivación.

No existe duda alguna que la alta productividad y performance organizacional quehan exhibido las organizaciones de Estados Unidos de Norteamérica, Canadá y lasde los países desarrollados de Europa, han estado vinculadas a los distintosprogramas de incentivos que se implementaron en esas empresas. Pero másrecientemente otros países “al Este” como es el caso de Singapur, China, Hong Kong, Taiwán y también la India, han venido introduciendo sistemas deincentivos con lo que han logrado comenzar a amenazar las ventajas competitivasque estaban disfrutando sus pares occidentales.

Los distintos países latinoamericanos se han embarcado en la implantación deideologías populistas donde han privilegiado la redistribución de los ingresos porencima de la creación de trabajos genuinos, recompensando diferencialmente a laspersonas de acuerdo a sus distintos niveles de contribución. Muchas regulaciones gubernamentales se empeñan en hacer aún más rígidas las regulaciones enmateria laboral, lo que hace aún más dificultosa la labor del empresario creador. Y,en su búsqueda de solucionar el problema laboral muchos líderes no han advertidoque nuevas regulaciones más rígidas en las relaciones contractuales de trabajo yuna mayor estabilidad laboral como así también un sistema de compensación fijo independiente de la producción individual, lo que hace es desincentivar aquienes realmente son los motores del crecimiento genuino: los empresarios. Y, porfavor, le pedimos a los lectores que de ninguna manera coloquen en el mismo grupoa los contratistas del Estado (que trabajan bajo la filosofía de un costo más un plus posicionando a su empresa como monopólica) de los que son realmente

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empresarios y que crean trabajo genuino.

Las organizaciones norteamericanas llevan en este sentido más de dosgeneraciones de ventaja respecto de sus pares en Latinoamérica, y al parecer estadiferencia no parece que pueda acortarse teniendo en cuenta el marco institucionaldentro de la cual se desenvuelven las organizaciones y empresas. Esperamos conesta contribución en cuanto a aportes de notables expertos en motivación ilustrar el enorme cúmulo de material y de opciones que están disponibles, paraincentivar tanto a los empresarios, como a la gerencia y a los trabajadores, respectodel espíritu y la acción que pueden desplegar en sus empresas para ser másefectivos y eficientes.

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