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Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 979
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Un/7dQAf8Mjf9Tt/5Sf/ALdQB6h8I/gjo3w/lhvZbhdU1iB3aK88jySgZSpG3c3ZiOtAH//Z
Climate and job satisfaction of the military personnel of the units of
Brigade number one "El Oro"
Clima y la satisfacción laboral del personal militar de las unidades de la
brigada número uno “El Oro”
Autores:
Lic. Chicaiza Peralta, Carmen Liliana
Universidad de las Fuerzas Armadas ESPE – Sede Latacunga
Maestrante
Latacunga – Ecuador
clchicaiza@espe.edu.ec
https://orcid.org/ 0009-0009-7287-3007
Lic. Gallardo Sánchez, Diana Carolina
Universidad de las Fuerzas Armadas ESPE – Sede Latacunga
Maestrante
Latacunga – Ecuador
dcgallardo1@espe.edu.ec
https://orcid.org/0000-0002-4024-198X
Mg. Cevallos Recalde, Carla Paulina
Universidad de las Fuerzas Armadas ESPE – Sede Latacunga
Docente
Latacunga – Ecuador
cpcevallos@espe.edu.ec
https://orcid.org/0000-0001-5894-7668
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Fechas de recepción: 18-ABR-2023 aceptación: 18-MAY-2023 publicación: 15-JUN-2023
https://orcid.org/0000-0002-8695-5005
http://mqrinvestigar.com/
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Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 980
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Resumen
El personal militar se enfrenta a algunas problemáticas que afectan al clima laboral como la
rotación de personal, desmotivación, impuntualidad, actitudes negativas e incumplimiento
de objetivos. Por tal razón, la investigación tiene como objetivo analizar los factores que
influyen en el clima laboral y satisfacción del personal militar de la Brigada de infantería
número 1 el Oro. Se aplicó una encuesta y un muestreo no probabilístico por conveniencia a
200 personas para el análisis factorial exploratorio. El resultado demostró 3 principales
componentes:
restricciones
situacionales
generales,
capacitación/oportunidad
de
usar
habilidades y apoyo del supervisor. Sin embargo, presentó factores con menores valores
como los problemas en la vida militar laboral (0,252), asignación del trabajo no capacitado
(0,195), trabajo fuera de la especialidad ocupacional militar (0,259) y confianza del grupo de
trabajo (0,548). Por lo tanto, el ambiente laboral es un factor que afecta al desempeño y
satisfacción del personal militar.
Palabras claves: Desempeño laboral, ambiente laboral, satisfacción, confianza.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 981
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Abstract
Military personnel face some problems that affect the work environment such as staff
turnover, lack of motivation, lateness, negative attitudes and failure to meet objectives. For
this reason, the research aims to analyze the factors that influence the work environment and
satisfaction of the military personnel of the Infantry Brigade number 1 El Oro. A survey and
a non-probabilistic convenience sampling were applied to 200 people for the analysis.
exploratory factorial. The result demonstrated 3 main components: general situational
constraints, training/opportunity to use skills, and supervisor support. However, it presented
factors with lower values such as problems in the military working life (0.252), assignment
of untrained work (0.195), work outside the military occupational specialty (0.259) and trust
of the work group (0.548). Therefore, the work environment is a factor that affects the
performance and satisfaction of military personnel.
Keywords: Job performance, work environment, satisfaction, trust.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 982
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Introducción
El clima laboral consiste en el entorno psicológico, humano y organizacional donde se
relacionan los trabajadores y crean un ambiente laboral de forma positiva o negativa dónde
implica el desempeño de sus actividades en el trabajo (Acurio et al., 2020). Para ello un buen
clima laboral es cuando los empleados tienen el deseo de trabajar, de asistir a sus oficinas y
tienen buenas condiciones de trabajo como sociales, ambientales y materiales. Proporciona
un buen equipo de trabajo y altos niveles de productividad que se relaciona con un clima
laboral óptimo (Pazmay & Lima, 2020).
En el ámbito personal militar presentan algunas problemáticas que afectan al clima laboral
como la alta rotación de personal, la desmotivación, la impuntualidad, las actitudes negativas
y el incumplimiento de objetivos que dan como consecuencia un mal ambiente laboral que
puede acarrear a la organización con su desempeño laboral de forma efectiva y eficaz en sus
diferentes actividades de trabajo(Jiménez, 2021).
Un estudio realizado por el comando conjunto de las Fuerzas Armadas reveló una ubicación
porcentual del personal evaluado en el periodo 2010 al 2014 en un rango de notas desde
19000 a 20000 como resultado por parte del personal de la Armada del Ecuador es decir que
cumplen con la cabalidad de los parámetros de evaluación del sistema actual y que la
investigación realizada al menos el 10% de la población se encuentra en otra escala de valores
diferente denominada la lista 1 cómo excelente en un total de 5 rangos de evaluación (Silva
et al., 2018).
Mediante el sistema actual de evaluación de desempeño militar existe un nivel de adecuación
el 50% del personal evaluado y que se encuentra ubicado en el primer rango de calificaciones
de la lista 1 excelente (Norrie et al., 2023). Por otro lado los niveles de lealtad del sistema de
evaluación del desempeño no es tan recomendado debido a que presentan insatisfacciones en
el sistema ya que el 68% de los encuestados son de tractores a la recomendación del sistema
actual el desempeño seguido del 13% que son promotores del mismo como donde el 21%
son pasivos y dan como resultado un índice de lealtad del sistema de 55 puntos lo que se
traduce como un rango muy bajo de lealtad al mecanismo de evaluación y siendo una
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 983
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categoría de abismal en los parámetros de baja lealtad hacia un producto o servicio o sistema
(Ariana, 2016).
Un estudio realizado por Sumba (2022) reveló la medición del clima organizacional como
una herramienta fundamental que permite mejorar a la organización en las Fuerzas Armadas
y particularmente La Armada del Ecuador conforme a nuevos reglamentos que se han
planteado por parte del estado. el propósito del estudio tuvo como objetivo principal realizar
un análisis del clima organizacional de cuatro repartos operativos de la Armada en el Ecuador
de la ciudad de Guayaquil.
Los factores que influyen en el ambiente laboral de los repartos donde existe cuatro
microclimas muy diferentes que presentaron un escenario óptimo y aquellos aspectos
negativos son parte de la Comandancia de la escuela y cuatro de los 5 factores medidos por
el eco obtuvieron porcentajes altos con percepciones negativas por parte de los miembros sin
embargo es importante dentro de la organización procesos de mejora continua a partir de una
reevaluación de las normas internas de manejo de personal (Sumba, 2022).
El clima laboral es fundamental dentro de las organizaciones debido a que se considera el
nivel de compromiso de los colaboradores y el éxito de las instituciones conforme a los
objetivos estratégicos y actividades establecidas en el sentido de identificación grupal
motivación y voluntad por permanente con la institución (Jimenez, 2021). Por tal razón la
investigación tiene como objetivo analizar los factores que influyen en el clima laboral y
satisfacción del personal militar de la Brigada de infantería número 1 El Oro.
El eje teórico de la investigación analiza los elementos cruciales que transcienden en el clima
laboral, sus factores de influencia, y sus efectos en la satisfacción del colaborador, también
dicho cliente interno. El grupo de estudio trasciende en la gestión empresarial, puesto que, es
el rostro que la organización transmite a la sociedad. Por lo tanto, es de vital importancia
analizar sus expectativas de satisfacción (Ejercito Ecuatoriano, 2023).
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 984
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Clima laboral
El clima laboral es un conjunto de actitudes y sentimientos dentro de una organización donde
principalmente se determina el comportamiento de los colaboradores a nivel laboral e incluso
se profundiza en el camino de valores con el sentido de identificación, apoyo grupal, cohesión
grupal, motivación y voluntad de la permanencia dentro de la institución (Pazmay & Lima
2020).
En ocasiones el clima laboral depende de las actitudes de los trabajadores, es decir la realidad
que tienen más que ver con las estrategias conforme a los Recursos Humanos y con las
políticas establecidas dentro de las instituciones. Dado que, el clima laboral contempla
algunas características como: espacio de trabajo, es decir, suficiente iluminación, áreas
separadas, zona de ventilación, zonas de seguridad y de salud (Acurio et al., 2020).
La determinación de las formas de organización y estandarización de los procesos dentro del
clima laboral es un elemento fundamental debido a que se centralizan las actividades dentro
de las instituciones y para ello se fomenta una buena dinámica de trabajo que los empleados
sean colaborativos y que pueden alcanzar con las metas esperadas en el último espacio de
trabajo que puedan ejercer los estándares y procesos de forma clara precisa y efectiva (Putra
et al., 2021).
Es importante que las organizaciones tengan los procesos bien claros y definidos conforme
a establecimientos de organigramas, asignación de funciones y responsabilidades, la dotación
de colaboradores del material, la estandarización de los procesos y en caso de que sea
necesario un software que les permite el óptimo desempeño y productividad de un servicio
por parte de las organizaciones institucionales (Vanderschuere & Birdsall, 2019).
Factores que influyen en el clima laboral
El clima laboral dentro de las organizaciones depende de muchos elementos ya sean
psicológicos o físicos que permitan generar un clima laboral positivo y saludable dentro de
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 985
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las
instituciones
cómo
el
liderazgo,
motivación,
empoderamiento,
competitividad,
colaboración, valores, cultura organizacional y resolución de conflictos (Segura et al., 2020).
Tipos de climas laborales
El clima participativo e incluyente consiste en la diversidad de la bienvenida en la
organización es decir se refiere al género, grupos étnicos, preferencias sexuales, culturales,
religiosas, lenguajes, capacidades físicas, entre otros (Krishnakumar et al., 2019). Para ello
es valorar la diversidad en el trabajo que el significado del reconocimiento de la dignidad de
todos los empleados y sus derechos por lo que se caracteriza de un clima laboral en que los
colaboradores se sienten apreciados por las cualidades que los hacen únicos y diferentes de
otros (Smaliukiene & Bekesiene, 2020).
El clima laboral consultivo consiste en que las relaciones no están definidas por las
jerarquías, puestos o rangos en el trabajo. en este caso se valora la experiencia y la forma de
solventar cualquier inconveniente ya sea no relativo al trabajo sino también a problemas
internos o cualquier malentendido que les permita convivir y mantener un buen ambiente
formal dentro de la organización (Tao & Campbell, 2020).
Un clima laboral paternalista consiste en una cultura laboral restrictiva y con un estilo de
liderazgo obsesionado en el control de cada aspecto del trabajo (Hoff et al., 2020). Sin
embargo en este caso no es excesivo al autoritarismo sino que implica en que impide a que
los trabajadores desarrollen sus verdaderos potenciales de manera constante ya sea de forma
limitada
y
suele
presentarse
en
organizaciones
demasiadas
estructuradas
donde
la
comunicación es muy débil por lo que los conflictos y desencuentros entre colaboradores no
suelen resolverse para bien y eso se debe por la falta de entendimiento y diálogo lo cual no
es un producto de buena comunicación (Rizany et al., 2019).
El clima laboral autoritario consiste En una estructura organizacional vertical rígida que
favorece a las jerarquías, una cultura laboral que premia la resignación y la obediencia existe
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 986
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un desequilibrio de responsabilidades y actividades entre los mandos medios altos y de fuerza
trabajo lo que es un estilo de liderazgo autocrático (Garcia Zea et al., 2019).
Vale recalcar que la mayoría de las decisiones que provienen del rango más alto sin tomar en
cuenta las opiniones y experiencias de los colaboradores. Por lo que, las organizaciones
deben
implementar
planes
integrales
que
permita
mantener
las
condiciones
de
los
colaboradores satisfechos en un área de trabajo adecuado que permite a la productividad de
alcanzar los resultados deseados (Gurbuz & Bozkurt 2019).
El ambiente de trabajo se relaciona con las percepciones de los empleados sobre los factores
que determinan la calidad de su experiencia en el lugar de trabajo. Estos factores pueden ser
tangibles o intangibles (Peng et al., 2020). Por otro lado, el desempeño y eficacia del proceso
depende en gran medida del bienestar de sus colaboradores y de su lugar de trabajo. por tal
razón Meslec et al., (2020) adoptó los siguientes factores de restricciones situaciones
generales, apoyo del supervisor, capacitación/oportunidad de usar habilidades, importancia
del trabajo o tarea y cohesión de unidad/apoyo de pares.
Al realizar un análisis situacional, obtiene una comprensión integral de su organización y su
estado actual. Esto puede ayudar a aclarar otras áreas dentro del ámbito laboral (Pastor et al.,
2019). Es importante entender que dentro de las organizaciones existen diversas perspectivas
el cual hay que tomar en consideración para que la organización pueda identificar las
fortalezas y debilidades, así como también las oportunidades y amenazas con la finalidad de
realizar mejoras continuas dentro del mismo (Hunter et al., 2020).
Los supervisores son un apoyo profesional y emocional que provee información, consejo, y
una conexión a la organización de manera global es por tal razón que son aquellas personas
que trabajan con el fin de mejorar problemas que se presenten dentro de la misma. Son
considerados como guías, lideres, que orientan y conducen a un equipo de trabajo para
conseguir los objetivos propuestos dentro de las instituciones militares (Subarto et al., 2021).
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 987
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Las capacitaciones juegan un papel importante para el logro de actividades, tareas y
proyectos que van mediante de los trabajadores que adquieren conocimientos, herramientas,
actitudes y habilidades que permiten la interacción con el entorno laboral y el cumplimiento
de los objetivos establecidos que van encaminados dentro de la organización (Steele et al.,
2020).
Por otro lado, las capacitaciones son una formación continua que les permite aumentar la
competencia en un equipo de trabajo y normalmente es detectado como una necesidad para
un crecimiento positivo con el beneficio de las organizaciones (Dexter, 2020).La cohesión
social implica en el grado de integración de la ciudadanía en la comunidad de manera
solidaria con el fin de la convivencia entre los miembros de manera armónica y democrática
(Sørlie et al., 2020).
La
cohesión
social
hoy
es
una
necesidad
de
valores,
actitudes
y
comportamientos
democráticos
que
favorecen
de
manera
colectiva,
con
la
finalidad
de
colaboración,
reciprocidad, cooperación y confianza debido a que los individuos de un equipo de trabajo
deben estar motivados y dar el esfuerzo mediante una cohesión interna un compromiso entre
los miembros del equipo y el logro de metas establecidas (Alnuaimi et al., 2020). Para ello
se planteó las siguientes hipótesis:
H1. El clima laboral afectará positivamente en el desempeño del personal militar de la
brigada de infantería n°1 El Oro.
H2. El clima laboral afectará positivamente a la satisfacción del personal militar de la Brigada
de infantería número 1 El Oro.
Material y métodos
La investigación tuvo un enfoque cuantitativo, con un diseño nuevo experimental, donde
permite estudiar el clima laboral y la satisfacción del personal militar de la Brigada de
infantería número 1 El Oro mediante la adopción de los factores adoptado por Meslec et al.,
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 988
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(2020) de restricciones situaciones generales, apoyo del supervisor, capacitación/oportunidad
de usar habilidades, importancia del trabajo o tarea y cohesión de unidad/apoyo de pares.
La investigación tuvo un alcance con relacional que permitió profundizar la relación del
clima laboral y la satisfacción del personal militar de la Brigada de infantería para poder
determinar el grado de asociación de los factores que intervienen en la investigación y
posterior la obtención de resultados y análisis de estudio (Auxiliadora & Delgado, 2022).
Participantes
Los participantes de intervención se tomó en consideración una población de estudio que se
define de acuerdo con las características que permita al investigador analizar y determinar
posibles soluciones de la investigación (Peñaherrera & Silva, 2020). Conforme a la población
personal militar de la Brigada de infantería motorizada número 1 El Oro, se tomó en
consideración unidades de intervención como el grupo de artillería N° 1 Bolívar con un total
de 200 personas, seguido de la escuela de artillería con 127 personas, U.E. de FFA comil3
Héroes del 41 con un total de 35 personas, G.C. N°. 4 Febres Cordero con 395 personas y
BIMOT N° 2. Imbabura Con 248 personas, el cual dio un total poblacional de 1005 personas.
sin embargo, el estudio tuvo un muestreo por conveniencia con una técnica de muestreo no
probabilístico y no aleatorio el cual el principal muestreo de estudio fue grupo de artillería
N° 1 Bolívar con un total de 200 personas.
Tabla 1
Técnica de muestreo
Parámetros
Descripción
Población
1005
Entorno
Brigada de infantería motorizada N° 1 el Oro
Método de captación
Encuesta
Procedimiento
Población total
Tipo de muestreo
No probabilístico-por conveniencia
Unidad de estudio
Grupo de artillería número 1 Bolívar
Muestra de Estudio
200
Fuente: Elaboración propia.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 989
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Diseño del instrumento
Para el diseño del instrumento del ambiente laboral y satisfacción del personal militar de la
Brigada de infantería fue adoptado por Meslec et al., (2020) quien realizó un estudio de more
evidence on relationship between the work environment and job performance, el cual está
conformado por un total de 15 ítems, en una escala de Likert donde 1 es totalmente
desacuerdo y 5 totalmente de acuerdo. vale recalcar que la encuesta fue desarrollada de
manera online que permite de manera directa desarrollar encuestas a través de Google
formulario.
El primer factor de restricciones situacionales gerenciales (RSTG) contiene 3 ítems de
evaluación, seguido del segundo factor de apoyo del supervisor (APSP) contiene 3 ítems de
evaluación, el tercer factor de capacitación/oportunidad de uso de habilidades (OPUS)
contiene 3 ítems de evaluación, el cuarto factor de importancia del trabajo o tarea (IMTT)
contiene 3 ítems de evaluación, el quinto factor de cohesión de unidad/apoyo de pares
(CUAP) contienen 3 ítems de evaluación.
Validación del instrumento
Para la validación del instrumento se tomó en consideración la herramienta del Alfa de
Cambridge que permite medir la fiabilidad de las encuestas a través que la consistencia
interna de los ítems conforme a los factores de intervención con una medida de escala donde
se evidencia la formación estructural y el modelo adecuado para la investigación (Gonzalo
& Ortiz, 2014).
Tabla 2
Ficha de fiabilidad Alfa de Cronbach
Factores
Alfa de Cronbach
N° de elementos
Restricciones situacionales generales
,816
3
Apoyo del supervisor
,891
3
Capacitación/Oportunidad de Usar Habilidades
,787
2
Importancia del trabajo o tarea
,816
2
Cohesión de Unidad/Apoyo de Pares
,790
2
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 990
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1/6Sy0AfQ/xU/Z1sfG/ieXWbLWxpEk+WnT7F5/mOerZ8xcflQBxv/DI3/U7f+Un/AO3UAH/D
I3/U7f8AlJ/+3UAOH7JTjp45Yf8AcK/+3UAL/wAMlyf9Dy3/AIK//t9AB/wyU/8A0PLf+Cr/
AO3UAN/4ZG/6nb/yk/8A26gBP+GRv+p2/wDKT/8AbqAD/hkb/qdv/KT/APbqAD/hkb/qdv8A
yk//AG6gA/4ZG/6nb/yk/wD26gA/4ZG/6nb/AMpP/wBuoAP+GRv+p2/8pP8A9uoAP+GRv+p2
/wDKT/8AbqAD/hkb/qdv/KT/APbqAHJ+yS6fc8cMv00rH/tagAf9klnOX8cFj6nSs/8AtagB
F/ZIK/d8bkZ9NK/+3UAJ/wAMjf8AU7f+Un/7dQAf8Mjf9Tt/5Sf/ALdQAf8ADI3/AFO3/lJ/
+3UAH/DI3/U7f+Un/wC3UAH/AAyN/wBTt/5Sf/t1AB/wyN/1O3/lJ/8At1AB/wAMjf8AU7f+
Un/7dQAf8Mjf9Tt/5Sf/ALdQB6h8I/gjo3w/lhvZbhdU1iB3aK88jySgZSpG3c3ZiOtAH//Z
Total
,855
12
Fuente: Elaboración propia
De acuerdo con el alfa de Cronbach dio a conocer que los factores de intervención tienen una
fiabilidad de la siguiente manera: Restricciones situacionales generales 3 ítems de evaluación
un alfa de Cronbach de 0,816, seguido de Apoyo del supervisor 3 ítems de evaluación 0,891,
Capacitación/Oportunidad de Usar Habilidades 2 ítems de evaluación 0,787, Importancia del
trabajo o tarea 2 ítems de evaluación 0,816 y Cohesión de Unidad/Apoyo de Pares 2 ítems
de evaluación 0,790. En total el cuestionario tuvo un alfa de Cronbach de 0,870 con 12 ítems
de evaluación.
Resultados
La sección de resultados en primer lugar presentó el perfil del encuestado, seguido del
análisis factorial exploratorio que permitió analizar la correlación de las variables y los
factores de intervención en la investigación a través de la prueba KMO y de Bartlett, la matriz
de factores de varianzas explicadas, la figura de sedimentación y principalmente la matriz de
componentes rotados para posteriormente el análisis de las hipótesis planteadas en la
investigación. Por otro lado, se utilizó la herramienta del software SPSS que permite realizar
análisis estadísticos y comprobar posibles soluciones de acuerdo con los resultados obtenidos
por parte de los encuestados.
Perfil del encuestado
El desarrollo del perfil del encuestado se tomó los siguientes parámetros en consideración el
sexo masculino tuvo una frecuencia de 157 encuestados 78,5%, seguido del sexo femenino
43 encuestados 21,5%. el rango de edades menos de 25 obtuvo 6 encuestados 3%, de 26 a 35
años tuvo una frecuencia de 31 encuestados 15,5%, seguido de 31 a 35 años 62 encuestados
31%, de 36 a 40 años 43 encuestados 21,5% y más de 41 años 58 encuestados 29%. el nivel
educativo bachiller tuvo una frecuencia de 64 encuestados 32%, seguido de tecnólogo 82
encuestados 41%, superior 46 encuestados 23% y posgrado 8 encuestados 4%.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 991
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AO3UAN/4ZG/6nb/yk/8A26gBP+GRv+p2/wDKT/8AbqAD/hkb/qdv/KT/APbqAD/hkb/qdv8A
yk//AG6gA/4ZG/6nb/yk/wD26gA/4ZG/6nb/AMpP/wBuoAP+GRv+p2/8pP8A9uoAP+GRv+p2
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F/ZIK/d8bkZ9NK/+3UAJ/wAMjf8AU7f+Un/7dQAf8Mjf9Tt/5Sf/ALdQAf8ADI3/AFO3/lJ/
+3UAH/DI3/U7f+Un/wC3UAH/AAyN/wBTt/5Sf/t1AB/wyN/1O3/lJ/8At1AB/wAMjf8AU7f+
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Tabla 3
Perfil del encuestado
Frecuencia
Porcentaje
Sexo
Femenino
43
21,5
Masculino
157
78,5
Edad
Menos de 25
6
3,0
26 a 35
31
15,5
31 a 35
62
31,0
36 a 40
43
21,5
Más de 41
58
29,0
Nivel Educativo
Bachiller
64
32,0
Tecnólogo
82
41,0
Superior
46
23,0
Posgrado
8
4,0
Fuente: Elaboración propia
Análisis factorial exploratorio
El Análisis Factorial Exploratorio (AFE) es un método estadístico que explora a precisión las
dimensiones, constructos o variables latentes de las variables observadas, es decir, las que
observa y mide el investigador. Dicho método posee 3 subíndices: a) coeficiente KMO y
prueba de esfericidad de Bartlett, b) matriz de varianzas explicadas, y c) matriz de
componentes rotados.
a) Prueba KMO y de Bartlett
La prueba KMO y de Bartlett dio a conocer una medida de adecuación muestral del 80%
conforme a los factores de intervención de la encuesta, Restricciones situacionales generales,
Apoyo del supervisor, Capacitación/Oportunidad de Usar Habilidades, Importancia del
trabajo o tarea y Cohesión de Unidad/Apoyo de Pares. Con un nivel de significancia de (p=
0,000) lo que demuestra continuidad y consistencia de la encuesta para la investigación (ver
tabla 4).
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 992
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Tabla 4
Prueba KMO y de Bartlett
Medida de adecuación muestral de Kaiser-Meyer-Olkin.
,809
Prueba de esfericidad de Bartlett
Chi-cuadrado aproximado
931,924
gl
66
Sig.
,000
Fuente: Elaboración propia
b) Matriz de varianzas totales explicadas
La matriz de varianzas totales explicadas dio a conocer la percepción de tres factores
principales en la investigación: Restricciones situacionales generales, Apoyo del supervisor
y Capacitación/Oportunidad de Usar Habilidades en un 66%. Dado que es importante dar a
conocer que no existió percepción de Importancia del trabajo o tarea y Cohesión de
Unidad/Apoyo de Pares por parte de los encuestados (ver tabla 5).
Tabla 5
Matriz de varianzas totales explicadas
Componente
Suma de las saturaciones al cuadrado de la
rotación
Total
% de la
varianza
%
acumulado
Restricciones situacionales generales
3,026
25,215
25,215
Apoyo del supervisor
2,643
22,026
47,241
Capacitación/Oportunidad de Usar Habilidades
2,256
18,804
66,045
Fuente: Elaboración propia
c) Matriz de componentes rotados
De acuerdo con la tabla 6 que estableció los componentes rotados explicó que los 3
principales
componentes
en
la
investigación:
restricciones
situacionales
generales,
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 993
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AO3UAN/4ZG/6nb/yk/8A26gBP+GRv+p2/wDKT/8AbqAD/hkb/qdv/KT/APbqAD/hkb/qdv8A
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/wDKT/8AbqAD/hkb/qdv/KT/APbqAHJ+yS6fc8cMv00rH/tagAf9klnOX8cFj6nSs/8AtagB
F/ZIK/d8bkZ9NK/+3UAJ/wAMjf8AU7f+Un/7dQAf8Mjf9Tt/5Sf/ALdQAf8ADI3/AFO3/lJ/
+3UAH/DI3/U7f+Un/wC3UAH/AAyN/wBTt/5Sf/t1AB/wyN/1O3/lJ/8At1AB/wAMjf8AU7f+
Un/7dQAf8Mjf9Tt/5Sf/ALdQB6h8I/gjo3w/lhvZbhdU1iB3aK88jySgZSpG3c3ZiOtAH//Z
capacitación/oportunidad de usar habilidades y apoyo del supervisor en un rango de 0,6 a
0,8. sin embargo existen factores necesarios qué deben ser mejorados cómo el factor de
componentes te restricciones situacionales generales con la pregunta 4 (ADS1) con un valor
de 0,252 donde es importante considerar que los miembros de la unidad orgánica deban hacer
frente a sus problemas en la vida militar o del trabajo y que el jefe inmediato o supervisor los
trate de ayudar.
El componente de apoyo del supervisor con la pregunta 7 (COH1) reveló un valor de 0,195
el cual es importante que se le asigne un trabajo en el cual está capacitado conforme a su
formación individual avanzada. con la pregunta 9 (COH3) dio un valor de 0,259 dónde es
importante considerar la asignación de un trabajo que no esté fuera de su especialidad
ocupacional militar.
El componente de capacitación/oportunidad de usar habilidades con la pregunta 15 (CUA3)
detalló un valor de 0,548 el cual revelaron que no pueden confiar en su grupo de trabajo para
que los ayude durante sus momentos difíciles. Por otro lado, es importante recalcar que los
factores no percibidos por parte de los encuestados como importancia del trabajo o tarea y la
cohesión de unidad/ apoyo de pares deben ser mejoradas para el clima y la satisfacción
laboral Del personal militar de la Brigada de infantería número 1 El Oro.
Tabla 6
Matriz de componentes rotados
Ítem
Componente
Restricciones
situacionales
generales
Capacitación/Oportunidad
de Usar Habilidades
Apoyo del
supervisor
RSG1
,709
-,082
,201
RSG2
,871
,143
,069
RSG3
,769
,220
-,041
ADS1
,252
,222
,499
ADS2
,133
-,062
,858
ADS3
,006
,203
,870
COH1
,701
,351
,195
COH3
,660
,332
,259
ITT1
,162
,785
,214
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 994
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Un/7dQAf8Mjf9Tt/5Sf/ALdQB6h8I/gjo3w/lhvZbhdU1iB3aK88jySgZSpG3c3ZiOtAH//Z
ITT3
,091
,857
-,114
CUA1
,254
,768
,263
CUA3
,255
,548
,484
Fuente: Elaboración propia
Discusión
La tabla 7 explicó el marco de comprobación de hipótesis a través del coeficiente Rho de
Spearman que ha medido el grado de correlación entre 2 variables cuantitativas, lo que se
caracteriza como un método estadístico no paramétrico. Para ello es importante tomar en
consideración parámetros que contienen el peso de correlación donde demuestra que a partir
de cero es una correlación nula, de 0,001 a 0,0019 es una correlación positiva muy baja, de
0,2 a 0,39 es una correlación positiva baja, de 0,4 a 0,69 es una correlación positiva moderada,
de 0,7 a 0,89 es una correlación positiva alta, de 0,9 a 0,99 es una correlación positiva muy
alta y finalmente 1 es una correlación positiva perfecta y grande (Paredes et al., 2021).
Conforme a la hipótesis 1 obtuvo un valor Rho de Spearman de 0,759 y un valor (p=0,000)
respecto al clima laboral afectará positivamente en el desempeño del personal militar de la
brigada de infantería n°1 El Oro.
El clima laboral y su impacto positivo en la empresa, no
cabe duda de que un buen clima laboral es muy importante (Hsieh & Tsai, 2019). Por ello,
Penconek et al., (2021) mencionaron que cuando se habla de promover un clima laboral
óptimo
en
una
organización,
es
necesario
considerar
únicamente
los
beneficios
de
implementar actividades, desde la propia gestión hasta el ámbito de los recursos humanos,
que directa o indirectamente afectan a la empresa como su operación. empleados.
Un mal ambiente de trabajo puede afectar la productividad, esto es evidente en los socios
comerciales que tienen problemas para cumplir con las tareas y los plazos (Griffith, 2019).
Asimismo, un ambiente de trabajo sin confianza puede generar una falta de compromiso de
los empleados, lo que puede generar desinterés e incluso resignación, lo que no es bueno para
la empresa (Alessandro et al., 2021). Por otro lado, White et al., (2022) recalcaron que crear
un ambiente de trabajo saludable promueve el desarrollo profesional de personas y equipos.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 995
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AO3UAN/4ZG/6nb/yk/8A26gBP+GRv+p2/wDKT/8AbqAD/hkb/qdv/KT/APbqAD/hkb/qdv8A
yk//AG6gA/4ZG/6nb/yk/wD26gA/4ZG/6nb/AMpP/wBuoAP+GRv+p2/8pP8A9uoAP+GRv+p2
/wDKT/8AbqAD/hkb/qdv/KT/APbqAHJ+yS6fc8cMv00rH/tagAf9klnOX8cFj6nSs/8AtagB
F/ZIK/d8bkZ9NK/+3UAJ/wAMjf8AU7f+Un/7dQAf8Mjf9Tt/5Sf/ALdQAf8ADI3/AFO3/lJ/
+3UAH/DI3/U7f+Un/wC3UAH/AAyN/wBTt/5Sf/t1AB/wyN/1O3/lJ/8At1AB/wAMjf8AU7f+
Un/7dQAf8Mjf9Tt/5Sf/ALdQB6h8I/gjo3w/lhvZbhdU1iB3aK88jySgZSpG3c3ZiOtAH//Z
Ayuda a fomentar la innovación y la creatividad, reduce el estrés y tiene un efecto beneficioso
sobre la salud de los empleados de la organización. Finalmente, reduce la rotación laboral.
De acuerdo con la hipótesis dos reveló un valor Rho de Spearman de 0,588 y un valor
(p=0,000) en el clima laboral afectará positivamente a la satisfacción del personal militar de
la Brigada de infantería número 1 El Oro. El ambiente incide en la calidad de vida
profesional, especialmente en la motivación y el apoyo de la dirección (Haroon & Qahtani,
2020). El compromiso mejora la motivación intrínseca y la percepción de las necesidades.
Las calificaciones de apoyo de la gerencia mejoran cuando la cohesión y el trabajo en equipo
son efectivos (Wallenius et al., 2020). Para Varas et al., (2019) el clima organizacional y la
satisfacción laboral son variables relacionadas con el bienestar de los empleados y por ende
afectan su desempeño. El clima y la satisfacción pueden evaluarse objetivamente para utilizar
los datos como una medida objetiva de la calidad de vida laboral.
Tabla 7
Rho de Spearman prueba de hipótesis
Hipótesis
Rho de
Spearman
Valor
P
Grado de
Correlación
Decisión
H1. El clima laboral
desempeño
del personal
0,759
0,000
Positiva alta
Soportada
H2.
El
clima
laboral
la
satisfacción del personal
0,588
0,000
Positiva moderada
Soportada
Fuente: Elaboración propia.
Conclusiones
Mediante la revisión literaria el clima laboral puede afectar significativamente el desempeño
de los empleados porque tiene un gran impacto en la motivación, actitud y satisfacción de
los empleados a nivel individual. Por otro lado, la calidad del ambiente laboral está
relacionada con las habilidades sociales y gerenciales de los directivos de la empresa.
Además, las características de la actitud de los gerentes hacia los empleados y los tipos de
actividades realizadas en la empresa también juegan un papel.
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 996
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Con el análisis factorial exploratorio dio a conocer los 3 principales componentes en la
investigación:
restricciones
situacionales
generales,
capacitación/oportunidad
de
usar
habilidades y apoyo del supervisor. Sin embargo, existen factores necesarios qué deben ser
mejorados como los problemas en la vida militar laboral (0,252), asignación del trabajo al
que está capacitado (0,195), trabajo que no esté fuera de su especialidad ocupacional militar
(0,259) y confianza en el grupo de trabajo (0,548).
Por lo tanto, el ambiente laboral es un factor que afecta en el liderazgo y compañerismo entre
el personal militar de la Brigada de infantería motorizada número 1 el Oro de forma flexible
y adaptable. La idea es que los empleados estén satisfechos con su trabajo y las tareas que
realizan. No basta con tener una buena formación y herramientas de trabajo, lo principal es
que se sientan motivados, y satisfechos con su trabajo, entorno, compañeros y jefe.
Referencias bibliográficas
Acurio Armas, J. A., Álvarez Gómez, L. K., Manosalvas Gómez, L. R., & Amores Burbano,
J. E. (2020). Modelo de gestión del talento humano para la empresa Contigo S.A. del
Cantón Valencia, Ecuador. Revista Universidad y Sociedad, 12(4), 93–100.
Alessandro,
Addimando,
Dagdukee,
&
Veronese.
(2021).
Psychological
distress,
job
satisfaction and work engagement: a cross-sectional mediation study with a sample of
Palestinian
teachers.
Educational
Studies,
47(3),
275–291.
https://doi.org/10.1080/03055698.2019.1701990
Alnuaimi, K., Ali, R., & Al-Younis, N. (2020). Job satisfaction, work environment and intent
to
stay
of
Jordanian
midwives.
International
Nursing
Review,
67(3),
403–410.
https://doi.org/10.1111/inr.12605
Ariana, R. (2016). Civilianizing the armed forces? Peacekeeping, a traditional mission for
the military. February 2020, 1–23.
Auxiliadora, M., & Delgado, A. (2022). Análisis de la descentralización de la competencia
de tránsito, transporte terrestre y seguridad vial y la calidad del servicio en el gobierno
autónomo
descentralizado
de
Santo
Domingo.
Ciencia
Latina
Revista
Científica
Multidisciplinar, 5(1), 759–781. https://doi.org/10.37811/cl_rcm.v6i3.2257
Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 997
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979-1000
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Journal Scientific
MQRInvestigar 998
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Vol.7 No.2 (2023): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 999
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Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.7.2.2023.
979-1000
Vol.7-N° 2, 2023, pp. 979-1000
Journal Scientific
MQRInvestigar 1000
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Conflicto de intereses:
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