University of Ciego de Ávila Máximo Gómez Báez
|
ISSN: 2309-8333
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RNPS: 2411
|13(1) |2025|
This is an Open Access article under the license CC BY-NC-SA 4.0 (https://creativecommons.org/licenses/by-nc-sa/4.0/)
Estrategia y Gestión Universitaria EGU
Scientific and technological
research article
How to cite this article:
Rivera Gómez,
C.,
& Cortez Otero, R. (2025). The
organizational climate related to quality
management at the National Polytechnic
University.
Estrategia y Gestión
Universitaria
, 13(1), e8480.
https://doi.org/
10.5281/zenodo.14743387
Received: 07/02/2024
Accepted: 26/01/2025
Published: 31/01/2025
Corresponding author:
crivera@unp.edu.ni
Conflict of interest:
The authors declare
that they have no conflict of interest that
may have influenced the results obtained
or the proposed interpretations
.
The organizational climate related
to quality management at the
National Polytechnic University
El clima organizacional relacionado a la
gestión de la calidad en la Universidad
Nacional Politécnica
O clima organizacional relacionado à
gestão da qualidade na Universidade
Politécnica Nacional
Abstract
Introduction: a satisfactory work environment fosters
employee well-being and performance, which is crucial for the
National Polytechnic University in fulfilling its mission.
Objective: to analyze the current organizational climate of
the University from the perspective of administrative and
academic staff in relation to achieving institutional
objectives. Method: the study employed a quantitative, non-
experimental, cross-sectional exploratory approach. Data was
obtained from a sample of 326 individuals, selected through
simple random sampling, with a confidence level of 97%, a
margin of error of 3%, and a Cronbach's Alpha coefficient of
0.931. Results: regarding organizational climate factors, the
staff is observed to be satisfied in their positions, possessing
the necessary knowledge for their development, with clear
responsibilities for their functions, which contributes to
communicating precise and adequate information to users.
Conclusion: respondents consider the organizational climate
to be positive across all campuses and express their
commitment to institutional objectives in a work environment
of respect and collaboration. Regarding strategies for
continuous improvement, workers propose actions related to
remuneration, training, and recognition.
Keywords: perception, organizational climate, improvement,
satisfaction, quality
Resumen
Introducción: un clima laboral satisfactorio permite bienestar
y rendimiento del personal, lo que es relevante para la
Universidad Nacional Politécnica en el cumplimiento de su
misión. Objetivo: analizar el clima organizacional actual de la
Universidad desde la perspectiva de los trabajadores
administrativos y académicos con relación al logro de los
objetivos institucionales.
Carlos Rivera Gómez
1
Universidad Nacional Politécnica
https://orcid.org/0009-0003-6017-8900
crivera@unp.edu.ni
Nicaragua
Rosa Cortez Otero
3
Universidad Nacional Politécnica
https://orcid.org/0009-0006-1718-8953
rcortez@unp.edu.ni
Nicaragua
Estrategia y Gestión Universitaria
|
ISSN
: 2309-8333
|
RNPS:
2411
13(1) | January-June |2025|
| Carlos Rivera Gómez | Rosa Cortez Otero |
Método:
tuvo un enfoque cuantitativo, de tipo no experimental y corte
transversal exploratorio. Se obtuvo la información a partir de una muestra de
326, los cuales fueron seleccionados de forma aleatoria simple, con un nivel de
confianza del 97%, un margen de error del 3%, y un coeficiente de Alfa de
Cronbach 0.931.
Resultados:
relacionado con los factores del clima
organizacional, se observa al personal satisfecho en su puesto de trabajo, al
poseer los conocimientos necesarios para desarrollarse, con claras
responsabilidades de sus funciones, lo que contribuye a comunicar información
precisa y adecuada a los usuarios.
Conclusión:
los encuestados consideran el
clima organizacional como positivo en todos los recintos, y expresan su
compromiso con los objetivos institucionales en un ambiente de trabajo, respeto
y colaboración. En cuanto a las estrategias para la mejora continua, los
trabajadores proponen acciones relacionadas con remuneración, capacitación y
reconocimiento.
Palabras clave:
percepción, clima organizacional, mejora, satisfacción, calidad
Resumo
Introdução: um ambiente de trabalho satisfatório promove o bem-estar e o
desempenho dos funcionários, o que é crucial para a Universidade Nacional
Politécnica no cumprimento de sua missão. Objetivo: analisar o clima
organizacional atual da Universidade a partir da perspectiva dos funcionários
administrativos e acadêmicos em relação ao alcance dos objetivos institucionais.
Método: o estudo utilizou uma abordagem quantitativa, não experimental e
exploratória transversal. Os dados foram obtidos de uma amostra de 326
indivíduos, selecionados por amostragem aleatória simples, com um nível de
confiança de 97%, uma margem de erro de 3% e um coeficiente Alfa de Cronbach
de 0.931. Resultados: em relação aos fatores do clima organizacional, observa-se
que os funcionários estão satisfeitos em suas posições, possuindo os conhecimentos
necessários para seu desenvolvimento, com responsabilidades claras de suas
funções, o que contribui para comunicar informações precisas e adequadas aos
usuários. Conclusão: os respondentes consideram o clima organizacional positivo
em todos os campi e expressam seu compromisso com os objetivos institucionais
em um ambiente de trabalho de respeito e colaboração. Em relação às estratégias
para a melhoria contínua, os trabalhadores propõem ações relacionadas à
remuneração, capacitação e reconhecimento.
Palavras-chave:
percepção, clima organizacional, melhoria, satisfação, qualidade
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Introduction
The National Polytechnic University (UNP) of Nicaragua was established by
Decree Law No. 1109, published in the Official Gazette on February 8, 2022, as the
legal successor without interruption of the now-defunct “Polytechnic University of
Nicaragua” (UPOLI), possessing legal personality and functional autonomy.
Currently, the University has an organizational structure distributed across four
levels: University Council, Rectory, Support Level, Substantive Level, and three
Regional University Campuses (Boaco, Estelí, and Rivas), whose operations are
regulated by institutional norms aligned with the national regulatory framework of
the higher education system.
Due to its recent establishment, there is significant interest in understanding
the current state of the organizational climate, identifying how it affects employee
performance, with the aim of managing quality in all processes so that the
continuous improvement model encompasses all actions of the institution. Analyzing
the organizational climate (OC) is relevant for higher education institutions, as it
reflects employees' perceptions of the work environment.
According to Chiavenato (2011) and Gómez Miranda (2023), the
organizational climate is directly related to the motivation of the personnel within
the institution. Therefore, an appropriate work climate not only attracts but also
continuously motivates human talent, thereby ensuring that the results and
positioning of the entity are more robust, effective, and sustainable over time.
In the organizational world, change is a constant necessity that must ensure
the quality of the services provided or produced. Nowadays, discussing quality
implies being in line with the highest standards of productivity, resource utilization,
and management, particularly focusing on the user within the organization, as noted
by Luna (2018), Jiménez-Pitre et al. (2023) when indicating that humanity has
observed the nuances of its services since its inception and manages their
improvement with the aim of continuously exceeding expectations, achieving
superior quality in both the service and its processes.
Among the concepts of quality, one can refer to the definition provided by
ISO 9000:2005, which defines quality as the degree to which a set of inherent
characteristics of a good or service meets requirements. This definition is expanded
upon by Luna González (2018), who describes quality as the “fulfillment of customer
requirements, whether internal or external,” wherein customer, adapted to the
educational context, will refer to internal and external users. According to both
definitions, quality encompasses characteristics defined by the subject “customer
or user” in organizations, which it must satisfy.
Similarly, the concept of quality management is defined by the National
Assessment and Accreditation Council (CNEA, 2019) as:
A set of interrelated activities aimed at the continuous improvement
of the substantive functions of the institution, program, or degree,
through the processes of planning, execution, verification, and
improvement, utilizing available resources optimally to meet the
priorities of its mission and identity, as well as to contribute to the
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satisfaction of the needs and expectations of society (p. 40).
Building on these definitions of quality and its management, it is proposed
that the institution must respond to both internal users (institution personnel) and
external users (students, suppliers, and other stakeholders), meeting and exceeding
their expectations not only in delivering the final service but also in their experience
during the provision of that service. This means considering the processes involved
in delivering the service required by the user. This aligns with the ISO 9001:2015
approach, which promotes the adoption of process management to coordinate the
quality management system, as well as the principle of participation of individuals
across the institution. A well-cohesive, involved, and committed staff, with clear
objectives in developing their functions and processes, will contribute to achieving
better results in delivering the final service to the external user, positively
referencing the university. In this regard, Gonzales et al. (2018) and Cardeño Portela
et al. (2023) emphasized the importance of implementing integration actions that
promote the participation of workers and authorities in decision-making processes
that benefit the institution and enhance the motivation and self-esteem of both
management and employees, fostering a development free from doubt and distrust.
The management of cultural change and transformation to achieve
improvements in performance and benefits for key stakeholder groups will lead to
the necessary competitiveness in the changing and aggressive environment of global
reality. The lack of implementation of quality management systems would
jeopardize the continuity and existence of the university. In this sense, it is highly
intertwined that institutional results are linked to user satisfaction, both internal
and external; the satisfaction of internal users will largely condition that of external
users. An institution will have more competitive advantages to the extent that the
commitment and motivation of its collaborators contribute to continuous
improvement. Therefore, this research aims to analyze the current organizational
climate of the National Polytechnic University from the perspective of the
administrative and academic staff concerning the achievement of institutional
objectives.
Materials and methods
This research was conducted using a quantitative approach that is non-
experimental and cross-sectional exploratory, as it allows for measuring the
perceptions of respondents in a single data collection period limited to the year
2023. It is specified that the study encompasses all four campuses of the UNP:
Managua Central Campus and the Regional University Campuses of Boaco, Estelí, and
Rivas.
Information was collected using a survey technique, with the instrument
consisting of three sections: the first section included demographic data categorizing
the respondents; the second section comprised 30 statements related to
organizational climate factors, including Collaboration, Communication, Conflict
Management, Working Conditions, Professional Development, Training, Leadership
of Immediate Supervisors, User Orientation, Job Satisfaction, and General Aspects.
These statements were evaluated using a Likert scale ranging from 5 to 1 point,
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where: 5 (Always), 4 (Almost Always), 3 (Sometimes), 2 (Almost Never), and 1
(Never). The third section incorporated an open-ended question related to strategies
for improving the work climate. This survey allowed for the collection of primary
information from the respondents, while secondary information was obtained
through a document analysis of various studies and theoretical references.
The validation of the instrument was conducted by consulting five experts,
including three specialists in Human Talent Management and two specialists in
Evaluation and Quality. The Cronbach's Alpha was applied to assess the reliability of
the instrument, achieving a value of 0.931, indicating high consistency. For the
application of the instrument, official data from the Human Talent Division as of
September 2023 were considered, which indicated the existence of 434 employees.
A sample of 326 employees was determined, calculated with a confidence level of
97% and a margin of error of 3%, according to the following formula:
Where N: Population, Z: Confidence Level, e: Margin of Error, p: Proportion
of individuals in the population with the required characteristics for the study, and
q: Proportion of individuals without these characteristics, i.e.,1-p.
The application of the formula yielded the following results:
Table 1
Sample calculation
N.C PROB.
Z p q Error(e)
N Numerator Denominator n
97 0.985 2.17 0.5
0.5
0.03 434 510.958 1.56702306 326
Source: Author’s own elaboration.
As a method for data collection, Google Forms was utilized to administer the
instrument, and data analysis was processed in SPSS version 2018 and Excel to assess
the perceptions of workers regarding the organizational climate of the National
Polytechnic University.
Results and discussion
According to the processing of the data collected through the survey, the
Central Campus (Managua) accounted for 89% of the respondents, while the Regional
University Campuses (Boaco, Rivas, and Estelí) accounted for 3%, 5%, and 3%,
respectively, corresponding to the total number of workers at each campus (see
Figure 1). This level of participation aligns with the total universe of 434 workers,
which breaks down to 385 (89%) from the Central Campus, 14 (3%) from Boaco, 14
(3%) from Estelí, and 21 (5%) from Rivas.
=
2
2
(
− 1
)
+
2
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Figure 1
Campus Affiliation
Source: Author’s own elaboration.
Regarding the categories of the respondents, 77% were administrative staff
and 23% were teaching staff, directly related to the type of contracts prevailing in
the institution. Additionally, the age range of most respondents was between 41 and
50 years (37%), followed by those aged 51 and older (27%).
Collaboration
According to Pilligua and Arteaga (2019), collaboration is a factor that allows
for the evaluation of the degree of maturity, respect, and camaraderie among staff,
which directly affects the quality of human relationships within the entity.
Additionally, González and Manzanares (2020) note that the collaboration of
members, heads, and responsible parties in departments and instances contributes
to the proper development of functions and institutional activities. Likewise, Lucas
and Ureta (2019) assert that institutions should focus on creating appropriate work
environments for employees to enhance their productivity levels.
In this sense, the results for this factor are favorable for the development of
interpersonal relationships, positively impacting staff performance and directly
contributing to the achievement of the University’s objectives. Despite these overall
results, it is observed that in the Estelí RUC, there is a need to implement actions
that strengthen collaboration among staff and promote a harmonious, kind, and
respectful work environment.
Regarding this factor, it was observed that the majority of respondents (90%)
reported having the collaboration of their colleagues in the execution of tasks
specific to their positions. Specifically, it was noted that in the Estelí RUC, unlike
the others, there were lower results for the collaboration factor in the “Always” and
“Almost Always” categories (64%).
With respect to collaboration with individuals from other areas, the majority
of respondents (77%) indicated that they “Always” or “Almost Always” receive
collaboration, which is positive for the institution; however, the evaluation from
Estelí RUC indicated a lower proportion of collaboration among areas (55%).
Central
Campus
89%
Boaco RUC
3%
Estelí RUC
3%
Rivas RUC
5%
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For this same factor, the majority of respondents (84%) stated that there is
“Always” or “Almost Always” a cordial and respectful work environment; notably,
Boaco RUC reported 100% in this regard. In contrast, Estelí RUC presented negative
results in the “Sometimes,” “Almost Never,” and “Never” categories (64%).
Communication
Communication is an essential element in organizations and daily life; it is
considered a critical management skill (Bozas Gomez et al., 2021, p. 189).
Therefore, it is vital for coordinating the strategic processes of the institution,
integrating various elements to achieve the efficiency and effectiveness of the
university in reaching its objectives. According to Laines et al. (2021), 85% of a
person's success depends on nine skills and abilities, such as communication,
teamwork, and critical or analytical thinking, while only 15% of this success is
attributed to knowledge and experience. Communicative skills allow individuals to
send and receive ideas, opinions, or even emotional states in an assertive and
respectful manner.
In reference to the communication factor, the vast majority of respondents
(90%) indicated that internal communications "Always" or "Almost Always" provide
useful information. This is viewed as a strategy that keeps employees informed about
institutional management; similarly, 86% considered it a permanent activity. This
pattern holds true for the Regional University Campuses as well. Villacorta-Méndez
et al. (2023) acknowledge the importance of this practice when noting the
effectiveness of transmitting ideas assertively, aiming to achieve synergy among
collaborators to facilitate team discussions and the proper transmission of work
plans.
Maintaining constant communication at all levels, among management,
faculty, and administrative staff, establishes relationships and unifies criteria that
benefit the institution in achieving its objectives. In this regard, based on staff
perception, institutional communication is positive, as the information provided is
useful and relevant; it is also considered a permanent activity. Therefore, this
element would positively impact the achievement of the institutional mission and
vision.
According to Díaz-Muñoz & Vásquez Pérez (2022), institutions that do not
coordinate effective internal organizational communication struggle to achieve their
objectives and are described as inert, lacking interaction and effective coordination
(p. 30). Ensuring the flow of information contributes to the synchronized functioning
of institutional systems, providing stability and balance through feedback.
Communication holds strategic value, as it promotes efficient institutional
management, fosters a culture of identity and loyalty, and contributes to improving
the organizational climate.
According to ISO 21001:2018, one of the purposes of internal and external
communication is to convey relevant, accurate, and timely information to
stakeholders, consistent with the organization's mission, vision, strategy, and
policies.
Conflict Management
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Institutions often face difficulties in adapting to alterations in their
environments due to economic, political, and cultural changes. Rapid and
unexpected changes frequently lead to resistance and potentially generate conflicts
inherent to human nature and the professional environment itself. Mirabal (2021)
infers that conflict among the personnel within organizations is an inevitable
process, making it necessary to devise appropriate strategies to eliminate or manage
these conflicts effectively. Such strategies can maintain the flow of processes,
achieve optimal agreements within institutions, and contribute to strengthening
relationships and fostering healthy coexistence, thereby creating a more positive
work atmosphere. This approach can help transcend personal positions in favor of
institutional interests.
According to ISO 10003:2018, conflict resolution aids in correction by
facilitating, advising, or determining the elements that caused complaints,
dissatisfaction, or deterioration in the code of conduct. It can also facilitate
continuous improvement in the quality of processes and products based on feedback
from users, complainants, and other stakeholders.
Moreover, Morán (2020) argues that work-related stress and mental and
physical exhaustion contribute to the emergence of conflicts within an organization,
adversely affecting work performance, damaging labor relations, and limiting the
ability to achieve organizational goals.
The management of conflict can yield constructive or destructive results,
depending on how the leader chooses to handle the situation. It is also important to
establish harmonious working groups that engage in long-term interactions to
achieve common objectives, allowing for defined, useful, and effective actions that
consider everyone's efforts while avoiding individualism in the workplace. In this
regard, the majority of respondents (89%) rated their ability to manage problems
with coworkers as "Always" or "Almost always."
Based on the perceptions of the workers and the aforementioned authors,
conflict management is handled appropriately within the institution, thereby
generating a positive organizational climate that strengthens relationships and
fosters a healthy environment for coexistence. Interaction within work teams is
conducive to achieving optimal results that align with institutional strategies, while
also facilitating continuous improvement in the quality of educational services.
Working Conditions
According to Macías and Vanga (2021), organizational climate is directly
proportional to the conditions of the workplaces, as the comfort and ergonomic
conditions under which activities are performed will determine their success.
Additionally, it is of great importance for outcomes that workers have the necessary
tools and supplies for the development of their work.
Furthermore, the ISO 45001:2018 standard states that workers are one of the
main assets of an entity; therefore, ensuring both their safety and well-being will
provide valuable benefits to the institution. Thus, the best possible working
conditions and environment must be offered so that workers feel comfortable, as
this will directly influence their happiness and indirectly result in numerous benefits
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for the university, such as increased productivity, motivation, greater engagement
in their roles, reduced stress and absenteeism, lower turnover, and improved
workplace relationships, as they are in an environment that meets their comfort and
ergonomic expectations.
Regarding labor obligations and conditions, Quezada Castro et al. (2021)
indicate that a teacher must deliver a specific subject in a classroom and record the
students' grades either physically or digitally. In contrast, the university's obligation
is to provide the physical space and technological tools that enable the teacher to
fulfill their duties within the university setting without neglecting the legal
requirements for providing a pleasant, safe, and conducive teaching environment.
As previously described, the optimal conditions provided in the institution's facilities
favor the work climate, as comfort and convenience are factors that contribute to
productivity.
Concerning working conditions, the Regional University Campuses (RUC)
indicated that “Sometimes” (45%) they have the necessary materials and resources
to perform their work, unlike the Central Campus, which rated this positively. In
terms of conditions such as space, noise, temperature, and lighting, the results are
divided among the campuses; two (Central Campus and Boaco RUC) considered that
the environmental conditions “Always” or “Almost always” allow them to perform
their work normally (71%), unlike the Estelí and Rivas campuses, which rated these
conditions lower (54% and 53%, respectively).
Despite the positive perception of the Central Campus regarding the
availability of necessary materials and resources for work, it is important for the
institution to analyze the allocation of these resources to the RUCs given their low
ratings. The lack of resources can impact the responses to the services required by
students and diminish educational quality from the perspective of administrative and
academic management. Similarly, it is recommended to review the working
conditions to ensure normal job performance at the Estelí and Rivas RUCs, which
slightly differ from the Central Campus and Boaco RUC, as this may negatively
influence the organizational climate over time.
Career Development
Career development is one of the personal and professional objectives of
employees within the institution, which simultaneously enriches the organization
through increased productivity and knowledge development. The organizational
climate will be strengthened to the extent that there are growth opportunities
within the organization, and a generational succession plan based on acquired
knowledge, experiences, and capabilities is established, as noted by Núñez et al.
(2012), cited by Marecos et al. (2022).
According to ISO 21001:2018, knowledge must be updated to align with
scientific and technological advancements, as well as the changes that arise within
the entity. Therefore, academic and administrative staff should develop their
careers within the institution, taking into account experience, training, and
expertise to achieve competencies and growth in a changing environment.
Regarding career development, the majority (90%) of respondents
considered that performance evaluation criteria are adequate. In relation to job
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performance, 81% rated the opportunity for professional development at the
university as “Always” or “Almost always.” Additionally, 87% indicated that their
supervisor clearly informs them about their job functions and responsibilities.
In conclusion, this factor is viewed very positively, as staff consider the
performance evaluation criteria adequate and, based on the results, have high
expectations for professional development at the university while being informed
about their job functions and responsibilities. This outcome has a favorable impact
on the organizational climate, as it suggests that employees are developing with
clearly defined objectives that are aligned with institutional goals.
Training
Moreira (2016, cited by León et al., 2018) asserts that the training of human
resources at the educational level allows for the identification of relational needs
and the application of strategies to improve performance. According to ISO
27001:2022, professional development, educational continuity, or training is
essential, as the benefits include new job opportunities, professional recognition,
better income, and opportunities for advancement and growth, all of which
contribute to organizational development.
In this regard, ISO 9001:2015 states that if the organization's management is
willing to invest time and resources in employee training, employees will develop a
stronger sense of identity with the organization, feel valued, enhance their skills,
and maximize the institution's benefits, thereby driving it toward success.
Regarding the training factor, 58% of respondents indicated on the scale of
“Always” and “Almost always” that the institution updates its knowledge. In relation
to professional development plans, 65% reported that these are adequate to their
needs, while specifically, Estelí RUC rated it as “Sometimes” at 55%, indicating a
cause for concern in this area.
The updating of knowledge and its alignment with training needs is viewed
positively; however, it is advisable to conduct an analysis at Estelí RUC, where
doubts arise concerning the adequacy of the plans in relation to their training needs,
encouraging development in line with performance evaluation results.
Immediate Supervisor Leadership
According to Rojas, Martínez No et al. (2020), leadership is essential for
motivating employees to commit to achieving organizational objectives and
contributes to the healthy development of an effective work climate that fosters
harmony, positivity, and enthusiasm within the entity. In this regard, ISO 9001:2015
states that leaders within an organization must establish and maintain a work
environment in which employees feel comfortable. Only then will they be motivated
to achieve the proposed objectives. An organization is only as good as the vision and
competence of its leadership.
The data obtained indicate positive results in the leadership factor, as the
vast majority believe that immediate supervisors manage their staff positively,
fostering an atmosphere of tolerance and respect that encourages goal achievement
in a pleasant work environment.
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In the immediate supervisor leadership factor, it is identified that most
respondents (71%) reported that their supervisor congratulates them when they
perform well. Furthermore, 83% indicated that their immediate superior is
concerned with maintaining a good team climate, which is supported by 80% who
stated that their supervisor is receptive to suggestions for improving work processes.
Given the importance of this element, it is noted that in the Estelí RUC, 18% of
respondents expressed that there is a lack of active listening from their supervisor.
Regarding personal well-being, 82% expressed, on the scale of “Always” and
“Almost always” that their supervisor cares about their personal well-being, and 81%
reported that their immediate superior treats them fairly while avoiding favoritism.
Concerning the development of their functions, 87% indicated that they feel
empowered to take initiatives.
User Orientation
According to Espinoza Juarez (2022), there is a close link between
organizational climate and user orientation, with the latter influenced by the quality
and accessibility of services. By understanding and meeting user needs, the
institution can achieve better performance in its outcomes. Effective user
orientation is established through facilitating service delivery, addressing questions
and user needs, and providing guarantees for the services offered, which will
enhance user trust in the institution. This process is supported by personnel
committed to the organization and managed within a positive work environment.
ISO 21001:2018 states that the focus on students and other beneficiaries
involves satisfying user needs, including their expectations, as success is achieved
when an institution attracts and retains the trust of these individuals and other
stakeholders upon whom it depends. Each interaction with a user presents an
opportunity to create more value for them. Understanding the current and future
needs of students or other beneficiaries ensures the continuous success of the
organization. Additionally, Prieto and Tarazona (2019) indicate that greater
production and efforts should be centered on satisfying both external and internal
users to achieve their loyalty; however, internal users are often overlooked.
Consequently, when upper management fails to prioritize the improvement of
internal processes, it negatively affects them, as internal users may not recognize
that they are providing a service to their colleagues, which can impact work
efficiency.
In this regard, 82% of respondents indicated, on a scale of “Always” and
“Almost always,” that the work processes and procedures at the university guide
them in responding to both internal and external users. This aligns with the 95% who
expressed that they provide adequate attention to those who consult them.
The results reflect good user service, indicating that there is a strong
command of the processes developed at the university to guide students and other
interested parties on the procedures to follow, thereby generating trust in the
institution. Furthermore, the commitment of the staff to provide adequate attention
to all users is evident.
Job Satisfaction
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Job satisfaction, productivity, nonattendance, and employee turnover are
integral components of organizational behavior. In this context, one of the quality
pioneers, Juran (1990), asserts that employees at various levels of the organization
speak a unique language, and when one is motivated, it can incentivize others. In
this regard, the ISO 9001:2015 standard specifies that employees who receive
training or education within their organization feel competent, productive, and
consequently, more satisfied. Similarly, Vargas Vega et al. (2018) emphasize the
importance of prioritizing job satisfaction to ensure that employees feel fulfilled,
valued, and recognized for their contributions, as this represents a variable that
directly impacts productivity.
To enhance job satisfaction, support was drawn from quality pioneers such
as Deming, who advocates for the removal of barriers that prevent staff from feeling
pride in their work, and Juran, who highlights the significance of recognizing
outstanding teams. Crosby's approach encourages personnel to communicate
obstacles they face in achieving their improvement goals to management.
Regarding their roles, 95% of respondents indicated, on a scale of “Always”
and “Almost Always,” that they are clear about their tasks and responsibilities.
Additionally, 97% expressed that they possess the necessary knowledge to perform
their functions, and 94% affirmed that their work presents challenges and
opportunities for further improvement. A majority, 74%, reported that their work is
recognized and valued. Furthermore, 71% noted effective stress management in
their environment, which aligns with the 83% who indicated that they rarely
experience anger, according to the scales of “Sometimes,” “Almost Never,” and
“Never.”
The results suggest that there is job satisfaction, as employees confirm they
have the necessary knowledge to carry out assigned functions and that their efforts
are recognized. This creates expectations that improved performance leads to
greater economic, social, and psychological rewards.
General Aspects
98% of respondents stated that they are “Always” or “Almost always”
oriented towards fulfilling the mission and achieving the institutional vision. 93%
expressed satisfaction with their work at the university, and 97% indicated that they
have the opportunity to do their best every day at work.
The previous results reflect a high level of commitment to the strategic
management of the institution, as respondents possess the necessary knowledge to
achieve institutional goals. In this regard, organizational climate and strategic
management contribute to the institution's leadership and staff directing their
efforts and knowledge towards developing the mission and achieving the institutional
vision. Additionally, this allows the university to define its priorities and a set of
parameters for nearly all relevant administrative decisions.
Strategic Actions
Regarding the variable of strategies to improve the organizational climate,
it is observed that 25% of respondents suggested actions related to compensation,
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which includes salary increases or adjustments, activation of economic benefits, and
other monetary recognitions. 21% referred to staff training, followed by 14% who
expressed the need for recognition and appreciation for their work, either verbally
or in writing. 11% proposed actions related to improving communication, 7%
suggested enhancing physical workspaces, and 5% indicated the need for recreational
activities, among other suggestions.
Conclusions
During the period covered by the research, 83% of the employees at the
National Polytechnic University perceived a positive organizational climate, both at
the Central Campus and in the Regional University Campuses (RUC). This indicates
that the strategic guidelines set by the administration are effective in managing the
university's organizational climate, reflecting a high level of commitment and a good
relationship between the university's leadership and its human resources.
Regarding strengths, it is evident that employees feel committed to the
institutional objectives, contributing to the achievement of the mission and vision in
a work environment characterized by respect and collaboration. It is important to
highlight that knowledge of processes and procedures, as essential elements for user
orientation, enhances their confidence in the institution, leading to better
institutional projection. In terms of opportunities for improvement, resources should
be allocated to strengthen the training factor in employees' areas of competence, in
order to enhance their capabilities for institutional success. Additionally, there is a
need to improve working conditions in the RUCs. Conversely, at the Estelí RUC, it is
necessary to implement actions that strengthen collaboration among staff and
improve working conditions.
With regard to strategies that contribute to improving the organizational
climate at UNP, it is proposed to consider actions that address aspects related to
compensation, such as implementing a salary scale, incentives, bonuses, or other
economic benefits; training staff through a professional development plan; and
recognizing and valuing the work performed by labor groups, either verbally or in
writing. For example, selecting outstanding employees of the year based on
performance evaluations, accompanied by respective diplomas or certificates, or
other forms of recognition.
It is recommended to implement actions in the RUCs aimed at improving
physical workspaces and providing strategies for the development of successful
interpersonal communication. These could include cultural and recreational
activities, as well as sports competitions involving all members of the institution,
with the goal of fostering teamwork, solidarity, socialization, and a culture of peace.
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| Carlos Rivera Gómez | Rosa Cortez Otero |
About the main author
Carlos Rivera Gómez:
graduated from the Master's Degree in Quality Assessment and
Accreditation in Higher Education, from the National Polytechnic
University;
Graduate in Banking and Finance, from the Polytechnic University of Nicaragua
–
UPOLI, Postgraduate in Internal Control and Corporate Fraud (UPOLI).
Declaration of author responsibility
Carlos Rivera Gómez
1:
Conceptualization, Data Curation, Formal Analysis,
Research, Methodology, Resources, Software, Supervision, Validation/Verification,
Visualization, Writing/original draft, and Writing, review and editing
.
Rosa Cortez Otero
2: Research,
Methodology, Software, Supervision,
Validation/Verification, Writing/original draft and Writing, review and editing.
Financing:
This research was carried out using our own resources.
