La gestión del talento humano como herramienta para la gestión de las organizaciones
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La gestión del talento humano como herramienta para la gestión de las organizaciones
.

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Objetivo. Determinar la importancia de la gestión del talento humano comoherramienta para la gestión de las organizaciones. Metodología. Se realizó un metaanálisis enla base de datos Scopus, con el propósito de identificar la relación existente entre satisfacciónlaboral y gestión de los recursos humanos y gestión organizacional y gestión de los recursoshumanos puesto que estos criterios se han vinculado con la gestión organizacional y deltalento humano en investigaciones previas. Resultados. La gestión del talento humanoes la base para la óptima gestión de procesos administrativos debido a que cuando seimpulsan estrategias enfocadas en fortalecer las relaciones con los colaboradores, el climaorganizacional y el desarrollo de habilidades se... Ver más

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Revista Perspectiva Empresarial

2389-8186

2389-8194

López Gómez, Luisa Fernanda

Hernández Quiroga, María Camila

CEIPA BUSINESS SCHOOL

10.16967/23898186.879

11

2025-04-01

59

69

Colombia

satisfação no trabalho

produtividade

gestão

gestão de pessoal

productividad.

satisfacción en el trabajo

gestión

gestión del personal

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Revista Perspectiva Empresarial - 2025

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spelling La gestión del talento humano como herramienta para la gestión de las organizaciones
Keng, T.C., Nor, N.N.A.M. and Ching, Y.K. (2018). Turnover intention and job satisfaction among quantity surveyors. International Journal of Technology, 9(8), 1551-1560. https://doi.org/10.14716/ijtech.v9i8.2760
Parida, S. et al. (2021). Green office buildings and sustainability: Does green human resource management elicit green behaviors? Journal of Cleaner Production, 329, 129764. https://doi.org/10.1016/j.jclepro.2021.129764
Page, M.J. et al. (2022). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. Revista Panamericana de Salud Pública, 46, e112.
Paais, M. and Pattiruhu, J.R. (2020). Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance. Journal of Asian Finance, Economics and Business, 7(8), 577- 588. https://doi.org/10.13106/jafeb.2020.vol7.no8.577
Moro, S., Ramos, R.F. and Rita, P. (2021). What drives job satisfaction in IT companies? International Journal of Productivity and Performance Management, 70(2), 391-407. https://doi.org/10.1108/IJPPM-03-2019-0124
Moher, D. et al. (2010). Preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. International Journal of Surgery, 8(5), 336-341. https://doi.org/10.1016/j.ijsu.2010.02.007
Marzuki, P.F., Permadi, H. and Sunaryo, I. (2012). Factors affecting job satisfaction of workers in Indonesian construction companies. Journal of Civil Engineering and Management, 18(3), 299-309. https://doi.org/10.3846/13923730.2012.698889
Maneesatitya, M. and Fongsuwan, W. (2014). Structural equation model of variables affecting turnover intentions on Bangkok's information technology career professionals. Research Journal of Business Management, 8(4), 453-463. https://doi.org/10.3923/rjbm.2014.453.463
Luu, T.M.N. et al. (2022). The Impact of Internal Marketing on Employee Satisfaction in the Vietnamese Telecommunication Industry. Contemporary Economics, 16(4), 424-442. https://doi.org/10.5709/ce.1897-9254.492
Li, Y. et al. (2021). How Internal Marketing Drives Employees' Internal Relationship Quality of Service Organizations Between Mainland China and Taiwan: The Moderating Roles of Internal Relationship Investment and Leader-Member Exchange. Frontiers in Psychology, 12, 794492. https://doi.org/10.3389/fpsyg.2021.794492
Lepojevic, V., Dordjevic, B. and Ivanovic-Djukic, M. (2018). Mediating effects of career stages on job-related characteristics-Job satisfaction relationship. Engineering Economics, 29(2), 215- 225. https://doi.org/10.5755/j01.ee.29.2.18637
Jordan, G. et al. (2017). Psychological empowerment, job satisfaction and organizational commitment among lecturers in higher education: Comparison of six CEE countries. Organizacija, 50(1), 17-32. https://doi.org/10.1515/orga-2017-0004
Pérez-Campdesuñer, R. et al. (2018). Exploring neural networks in the analysis of variables that affect the employee turnover in the organization. International Journal of Engineering Business Management, 10. https://doi.org/10.1177/1847979018772738
Jiménez, L.M.O. et al. (2023). Perspectivas de la gestión del talento humano en el sector público de Perú. Revista de Ciencias Sociales, 29(1), 277-288.
Jawaad, M. et al. (2019). Human resource practices and organizational commitment: The mediating role of job satisfaction in emerging economy. Cogent Business and Management, 6(1), 1-22. https://doi.org/10.1080/23311975.2019.1608668
Jaskeviciute, V. et al. (2021). The relationship between employee well-being and organizational trust in the context of sustainable human resource management. Problems and Perspectives in Management, 19(2), 118-131. https://doi.org/10.21511/ppm.19(2).2021.10
Janovac, T. et al. (2021). The influence of employee motivation factors on job satisfaction in mining companies. Polish Journal of Management Studies, 23(1), 224-238. https://doi.org/10.17512/pjms.2021.23.1.14
Hausknecht, J.P., Rodda, J. and Howard, M.J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269- 288. https://doi.org/10.1002/hrm.20279
Hajizadeh, H., Makvandi, F. and Amirnejad, G. (2022). The effective coaching factors in operational managers of Persian gulf petrochemical company in motivation of human resources. International Journal of Engineering Business Management, 14. https://doi.org/10.1177/18479790211037222
Ferrer, J.M.B. y Garrido, J.A.M. (2014). Impacto de la conciliación laboral y familiar en el desempeño organizativo. Intangible Capital, 10(3), 448-466.
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satisfação no trabalho
text/html
application/pdf
Artículo de revista
Núm. 1 , Año 2024 : enero - junio
1
11
produtividade
gestão
Revista Perspectiva Empresarial
gestão de pessoal
productividad.
satisfacción en el trabajo
gestión
gestión del personal
López Gómez, Luisa Fernanda
Hernández Quiroga, María Camila
Objetivo. Determinar la importancia de la gestión del talento humano comoherramienta para la gestión de las organizaciones. Metodología. Se realizó un metaanálisis enla base de datos Scopus, con el propósito de identificar la relación existente entre satisfacciónlaboral y gestión de los recursos humanos y gestión organizacional y gestión de los recursoshumanos puesto que estos criterios se han vinculado con la gestión organizacional y deltalento humano en investigaciones previas. Resultados. La gestión del talento humanoes la base para la óptima gestión de procesos administrativos debido a que cuando seimpulsan estrategias enfocadas en fortalecer las relaciones con los colaboradores, el climaorganizacional y el desarrollo de habilidades se influye de manera positiva en el desempeñolaboral y la productividad. Conclusión. El éxito de una empresa depende en gran medida delnivel de satisfacción de sus empleados con respecto al entorno organizacional.
Sabaneta: Fundación Universitaria Ceipa, 2014-
Publication
Alzate, I. et al. (2022). Meta-analysis of organizational and supply chain dynamic capabilities: A theoretical-conceptual relationship. Problems and Perspectives in Management, 20(3), 335-349. https://doi.org/10.21511/ppm.20(3).2022.27
https://creativecommons.org/licenses/by-nc-sa/4.0
Bonilla, J. (2010). La calidad de los sistemas de gestión de recursos humanos en función de la tenencia o no de la certificación ISO 9001:2000. Algunas evidencias/indicadores asociadas. Estudios Gerenciales, 26(115), 39-64. https://doi.org/10.1016/S0123-5923(10)70111-X
Berkup, S.B. (2014). Working with generations X and Y in generation Z period: Management of different generations in business life. Mediterranean Journal of Social Sciences, 5(19), 218-229. https://doi.org/10.5901/mjss.2014.v5n19p218
Benn, S., Teo, S.T. and Martin, A. (2015). Employee participation and engagement in working for the environment. Personnel Review, 44(4), 492-510. https://doi.org/10.1108/PR-10-2013-0179
Aydin, B. and Ceylan, A. (2008). The employee satisfaction in metalworking manufacturing: How do organizational culture and organizational learning capacity jointly affect it? Journal of Industrial Engineering and Management, 1(2), 143- 168. https://doi.org/10.3926/jiem.2008.v1n2.p143-168
Almeida, S. et al. (2019). Retaining health carers: the role of personal and organisation job resources. Journal of Organizational Effectiveness, 6(2), 98- 113. https://doi.org/10.1108/JOEPP-06-2018-0036
Boon, C. et al. (2018). Integrating strategic human capital and strategic human resource management. International Journal of Human Resource Management, 29(1), 34-67. https://doi.org/10.1080/09585192.2017.1380063
Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-CompartirIgual 4.0.
Revista Perspectiva Empresarial - 2025
Español
Boselie, P. and van der Wiele, T. (2002). Employee perceptions of HRM and TQM, and the effects on satisfaction and intention to leave. Managing Service Quality: An International Journal, 12(3), 165-172. https://doi.org/10.1108/09604520210429231
Bui, H.T.M., Liu, G. and Footner, S. (2016). Perceptions of HR practices on job motivation and work-life balance: Mixed drives and outcomes in a laborintensive sector. International Journal of Manpower, 37(6), 1004-1023. https://doi.org/10.1108/IJM-12-2015-0214
https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/879
Mirar. Determinar a importância da gestão de talentos humanos como ferramenta para a gestão das organizações. Metodologia. Uma meta-análise foi realizada em base de dados Scopus, com o objetivo de identificar a relação entre satisfação gestão de mão de obra e recursos humanos e gestão organizacional e gestão de recursos humano, uma vez que esses critérios têm sido vinculados a questões organizacionais e talento humano em pesquisas anteriores. Resultados. Gestão de talentos humanos é a base para a gestão ideal dos processos administrativos porque quando promover estratégias focadas no fortalecimento do relacionamento com os colaboradores, o clima o desenvolvimento organizacional e de habilidades influencia positivamente o desempenho trabalho e produtividade. Conclusão. O sucesso de uma empresa depende em grande parte da nível de satisfação de seus colaboradores com relação ao ambiente organizacional.
Journal article
Personnel Management
Human talent management as a tool for organizational management
Management
Objective. To assess the significance of human talent management as a toolfor organizational management. Methodology. A meta-analysis was conducted usingthe Scopus database to identify the relationship between job satisfaction and humanresource management, as well as between organizational management and human resourcemanagement, given that these factors have been associated with organizational and talentmanagement in previous research. Results. Effective talent management serves as thefoundation for optimizing administrative processes. Job performance and productivity arepositively influenced by implementing strategies that strengthen employee relations, fostera positive organizational climate, and promote skills development. Conclusion. A company’ssuccess largely depends on the level of employee satisfaction with the organizationalenvironment.
Productivity
Job Satisfaction
https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/download/879/1211
2389-8186
https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/download/879/1201
2389-8194
69
59
2025-04-01T00:00:00Z
2025-04-01
https://doi.org/10.16967/23898186.879
10.16967/23898186.879
2025-04-01T00:00:00Z
institution CEIPA BUSINESS SCHOOL
thumbnail https://nuevo.metarevistas.org/CEIPABUSINESSSCHOOL/logo.png
country_str Colombia
collection Revista Perspectiva Empresarial
title La gestión del talento humano como herramienta para la gestión de las organizaciones
spellingShingle La gestión del talento humano como herramienta para la gestión de las organizaciones
López Gómez, Luisa Fernanda
Hernández Quiroga, María Camila
satisfação no trabalho
produtividade
gestão
gestão de pessoal
productividad.
satisfacción en el trabajo
gestión
gestión del personal
Personnel Management
Management
Productivity
Job Satisfaction
title_short La gestión del talento humano como herramienta para la gestión de las organizaciones
title_full La gestión del talento humano como herramienta para la gestión de las organizaciones
title_fullStr La gestión del talento humano como herramienta para la gestión de las organizaciones
title_full_unstemmed La gestión del talento humano como herramienta para la gestión de las organizaciones
title_sort la gestión del talento humano como herramienta para la gestión de las organizaciones
title_eng Human talent management as a tool for organizational management
description Objetivo. Determinar la importancia de la gestión del talento humano comoherramienta para la gestión de las organizaciones. Metodología. Se realizó un metaanálisis enla base de datos Scopus, con el propósito de identificar la relación existente entre satisfacciónlaboral y gestión de los recursos humanos y gestión organizacional y gestión de los recursoshumanos puesto que estos criterios se han vinculado con la gestión organizacional y deltalento humano en investigaciones previas. Resultados. La gestión del talento humanoes la base para la óptima gestión de procesos administrativos debido a que cuando seimpulsan estrategias enfocadas en fortalecer las relaciones con los colaboradores, el climaorganizacional y el desarrollo de habilidades se influye de manera positiva en el desempeñolaboral y la productividad. Conclusión. El éxito de una empresa depende en gran medida delnivel de satisfacción de sus empleados con respecto al entorno organizacional.
description_eng Objective. To assess the significance of human talent management as a toolfor organizational management. Methodology. A meta-analysis was conducted usingthe Scopus database to identify the relationship between job satisfaction and humanresource management, as well as between organizational management and human resourcemanagement, given that these factors have been associated with organizational and talentmanagement in previous research. Results. Effective talent management serves as thefoundation for optimizing administrative processes. Job performance and productivity arepositively influenced by implementing strategies that strengthen employee relations, fostera positive organizational climate, and promote skills development. Conclusion. A company’ssuccess largely depends on the level of employee satisfaction with the organizationalenvironment.
author López Gómez, Luisa Fernanda
Hernández Quiroga, María Camila
author_facet López Gómez, Luisa Fernanda
Hernández Quiroga, María Camila
topicspa_str_mv satisfação no trabalho
produtividade
gestão
gestão de pessoal
productividad.
satisfacción en el trabajo
gestión
gestión del personal
topic satisfação no trabalho
produtividade
gestão
gestão de pessoal
productividad.
satisfacción en el trabajo
gestión
gestión del personal
Personnel Management
Management
Productivity
Job Satisfaction
topic_facet satisfação no trabalho
produtividade
gestão
gestão de pessoal
productividad.
satisfacción en el trabajo
gestión
gestión del personal
Personnel Management
Management
Productivity
Job Satisfaction
citationvolume 11
citationissue 1
citationedition Núm. 1 , Año 2024 : enero - junio
publisher Sabaneta: Fundación Universitaria Ceipa, 2014-
ispartofjournal Revista Perspectiva Empresarial
source https://revistas.ceipa.edu.co/index.php/perspectiva-empresarial/article/view/879
language Español
format Article
rights http://purl.org/coar/access_right/c_abf2
info:eu-repo/semantics/openAccess
https://creativecommons.org/licenses/by-nc-sa/4.0
Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial-CompartirIgual 4.0.
Revista Perspectiva Empresarial - 2025
references Keng, T.C., Nor, N.N.A.M. and Ching, Y.K. (2018). Turnover intention and job satisfaction among quantity surveyors. International Journal of Technology, 9(8), 1551-1560. https://doi.org/10.14716/ijtech.v9i8.2760
Parida, S. et al. (2021). Green office buildings and sustainability: Does green human resource management elicit green behaviors? Journal of Cleaner Production, 329, 129764. https://doi.org/10.1016/j.jclepro.2021.129764
Page, M.J. et al. (2022). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. Revista Panamericana de Salud Pública, 46, e112.
Paais, M. and Pattiruhu, J.R. (2020). Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance. Journal of Asian Finance, Economics and Business, 7(8), 577- 588. https://doi.org/10.13106/jafeb.2020.vol7.no8.577
Moro, S., Ramos, R.F. and Rita, P. (2021). What drives job satisfaction in IT companies? International Journal of Productivity and Performance Management, 70(2), 391-407. https://doi.org/10.1108/IJPPM-03-2019-0124
Moher, D. et al. (2010). Preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. International Journal of Surgery, 8(5), 336-341. https://doi.org/10.1016/j.ijsu.2010.02.007
Marzuki, P.F., Permadi, H. and Sunaryo, I. (2012). Factors affecting job satisfaction of workers in Indonesian construction companies. Journal of Civil Engineering and Management, 18(3), 299-309. https://doi.org/10.3846/13923730.2012.698889
Maneesatitya, M. and Fongsuwan, W. (2014). Structural equation model of variables affecting turnover intentions on Bangkok's information technology career professionals. Research Journal of Business Management, 8(4), 453-463. https://doi.org/10.3923/rjbm.2014.453.463
Luu, T.M.N. et al. (2022). The Impact of Internal Marketing on Employee Satisfaction in the Vietnamese Telecommunication Industry. Contemporary Economics, 16(4), 424-442. https://doi.org/10.5709/ce.1897-9254.492
Li, Y. et al. (2021). How Internal Marketing Drives Employees' Internal Relationship Quality of Service Organizations Between Mainland China and Taiwan: The Moderating Roles of Internal Relationship Investment and Leader-Member Exchange. Frontiers in Psychology, 12, 794492. https://doi.org/10.3389/fpsyg.2021.794492
Lepojevic, V., Dordjevic, B. and Ivanovic-Djukic, M. (2018). Mediating effects of career stages on job-related characteristics-Job satisfaction relationship. Engineering Economics, 29(2), 215- 225. https://doi.org/10.5755/j01.ee.29.2.18637
Jordan, G. et al. (2017). Psychological empowerment, job satisfaction and organizational commitment among lecturers in higher education: Comparison of six CEE countries. Organizacija, 50(1), 17-32. https://doi.org/10.1515/orga-2017-0004
Pérez-Campdesuñer, R. et al. (2018). Exploring neural networks in the analysis of variables that affect the employee turnover in the organization. International Journal of Engineering Business Management, 10. https://doi.org/10.1177/1847979018772738
Jiménez, L.M.O. et al. (2023). Perspectivas de la gestión del talento humano en el sector público de Perú. Revista de Ciencias Sociales, 29(1), 277-288.
Jawaad, M. et al. (2019). Human resource practices and organizational commitment: The mediating role of job satisfaction in emerging economy. Cogent Business and Management, 6(1), 1-22. https://doi.org/10.1080/23311975.2019.1608668
Jaskeviciute, V. et al. (2021). The relationship between employee well-being and organizational trust in the context of sustainable human resource management. Problems and Perspectives in Management, 19(2), 118-131. https://doi.org/10.21511/ppm.19(2).2021.10
Janovac, T. et al. (2021). The influence of employee motivation factors on job satisfaction in mining companies. Polish Journal of Management Studies, 23(1), 224-238. https://doi.org/10.17512/pjms.2021.23.1.14
Hausknecht, J.P., Rodda, J. and Howard, M.J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269- 288. https://doi.org/10.1002/hrm.20279
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