Diferencia en las percepciones sobre las prácticas de gestión de personas entre mano de obra directa e indirecta. Estudio de caso de una cooperativa de MONDRAGON
- Aitziber Arregi Uzuriaga Mondragon Unibertsitatea, España. https://orcid.org/0000-0003-4282-4326
- Monica Gago Garcia Mondragon Unibertsitatea, España. https://orcid.org/0000-0002-2193-1221
- Maite Legarra Eizagirre Mondragon Unibertsitatea, España. https://orcid.org/0000-0001-7361-1273
Resumen
El principal objetivo de la presente investigación es analizar, basándose en la teoría AMO, las diferencias en las percepciones de las personas trabajadoras de mano de obra directa e indirecta con respecto a las prácticas de gestión de personas implantadas en una cooperativa de MONDRAGON. La literatura académica ha prestado poca atención a cómo perciben las personas trabajadoras las prácticas de gestión de personas en las cooperativas teniendo en cuenta la variable del tipo de mano de obra (directa e indirecta). El análisis se ha realizado mediante un estudio de caso, combinando el enfoque cuantitativo y cualitativo. Los resultados de la investigación muestran que, en el seno de una misma cooperativa y en lo que a las prácticas de gestión de personas se refiere, existen diferencias significativas en las percepciones de las personas trabajadoras de mano de obra directa e indirecta. Ello se debe a las diferentes características, trabajos y/o tareas que desarrollan ambos colectivos, lo que se traduce en comportamientos y percepciones diferentes. El presente estudio pretende servir a las organizaciones, y sobre todo a los departamentos de gestión de personas de las mismas, como input de reflexión sobre cómo se aproximan a las personas trabajadoras y cómo tienen diseñados sus procesos de gestión de personas, animándolas a personalizar las mismas según el tipo de mano de obra.
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