Indian Journal of Science and Technology
DOI: 10.17485/ijst/2019/v12i42/146964
Year: 2019, Volume: 12, Issue: 42, Pages: 1-18
Original Article
Victor Daniel Gil Vera1,*, Juan Diego Betancur A.1, Luis Fernando Quintero1, Isabel Cristina Puerta Lópera1, Catalina Quintero López1 and Javier Sebastían Ruíz Santacruz2
1 Department of Psychology, Medellín, Colombia; [email protected] , [email protected] , [email protected] , [email protected] , [email protected]
2 Department of Demography, Barcelona, Spain; [email protected]
Objectives: To determine the dimensions that explain the construction of an emotional salary model that is articulated through the logic of the strategic management of human talent in organisations based in Medellín city. Methods/statistical analysis: This study presents a quantitative approach, a stratified sampling method with an explanatory design that is transversal and non-experimental. The instrument for gathering information was a Likert-scale test questionnaire which was applied to 175 medium-sized companies of Medellín city that have between 51 and 200 workers. Findings: The entrepreneurs think that the salary that they pay is what makes a worker feel satisfied, so that even the implementation of an emotional salary as organisational policy is not relevant, since they do not have empirical evidence to measure the relationship between emotion and salary in the context of considering salary increase that aims at increasing productivity. Application/improvements: An emotional salary model that is adapted to the needs of the companies allows to measure the productivity of the organisation; the general perception is that a healthy company help its personnel strike a balance between work and family.
Keywords: Emotion, Human, Management, Organisations, Salary
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