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Tesis Martínez García Nadia.Pdf INSTITUTO POLITÉCNICO NACIONAL Escuela Superior de Comercio y Administración Unidad Santo Tomás Sección de Estudios de Posgrado e Investigación “Estrategias para disminuir la rotación de personal contratado a través de una empresa de tercerización de recursos humanos en el sector farmacéutico” Para obtener el grado de Maestría en Ciencias en Administración de Negocios PRESENTA: NADIA MARELI MARTÍNEZ GARCÍA DIRECTOR: DRA. SUSANA ASELA GARDUÑO ROMÁN México D.F. Marzo 2014 MAN I MAN INSTITUTO POLITÉCNICO NACIONAL SECRETARÍA DE INVESTIGACIÓN Y POSGRADO CARTA CESIÓN DE DERECHOS En la Ciudad de México D.F. el día 23 del mes de abril del año 2014, la que suscribe Nadia Mareli Martínez García alumna del Programa de Maestría en Ciencias en Administración de Negocios con número de registro A110654, adscrito a la Escuela Superior de Comercio y Administración Unidad Santo Tomás, manifiesta que es autora intelectual del presente trabajo de Tesis bajo la dirección de la Dra. Susana Asela Garduño Román y cede los derechos del trabajo intitulado “Estrategias para disminuir la rotación de personal contratado a través de una empresa de tercerización de recursos humanos en el sector farmacéutico”, al Instituto Politécnico Nacional para su difusión, con fines académicos y de investigación. Los usuarios de la información no deben reproducir el contenido textual, gráficas o datos del trabajo sin el permiso expreso del autor y/o director del trabajo. Este puede ser obtenido escribiendo a la siguiente dirección [email protected]. Si el permiso se otorga, el usuario deberá dar el agradecimiento correspondiente y citar la fuente del mismo. Nadia Mareli Martínez García Nombre y firma II MAN RESUMEN La rotación de personal impacta a las organizaciones, la economía y el mercado, por lo cual en esta tesis se aborda el tema enfocado al personal contratado vía una empresa de tercerización de recursos humanos para GlaxoSmithKline México. En este caso, la rotación incide económicamente en la empresa, ya que invierte recursos durante los procesos de reclutamiento, selección, contratación, capacitación, adiestramiento y abandono del personal. Con el propósito de dilucidar las condiciones en las que tiene lugar el tema se establecieron los objetivos de la investigación para identificar los factores de rotación de ese personal y se estableció el sustento teórico. Para esto se tomó información de Charles et al. /2004), Granada y Smolje (2000), Zepeda (2011), Puchol (1994), y Chiavenato (1998). La estrategia metodológica diseñada fue mixta, ya que combinó un análisis documental con la aplicación de un cuestionario. La primera estrategia se empleó para analizar los resultados de las encuestas de salida del personal que dejó la empresa y fueron proporcionadas por ADECCO. El cuestionario se aplicó al personal en condición de tercerización que todavía laboraba en GlaxoSmithKline México para tener la oportunidad de identificar las respuestas de ambos instrumentos. Los resultados mostraron que el factor principal que se identificó en la rotación del personal contratado vía una empresa de tercerización de recursos humanos fue la incertidumbre de este personal ya que no estaba contratado en forma directa. Derivado de esto se incluyeron recomendaciones enfocadas a la capacitación, los incentivos y el desarrollo de un sentido de pertenencia para incrementar la confianza y seguridad del personal y disminuir su necesidad de búsqueda de oportunidades en otras organizaciones. Se espera que con esto, la empresa tenga la oportunidad de llevar a la práctica algunas recomendaciones y evite el abandono del personal, para que tenga la oportunidad de generar ahorros. III MAN ABSTRACT Staff turnover impacts organizations, their economy and the market, therefore in this thesis the issue focused on staff hired via a human resources outsourcing company is addressed. In this case, the rotation affects economically the company, since it invests resources during the process of recruitment, selection, hiring, training, and abandonment of the staff. In order to clarify the conditions in which the theme has place several objectives of research were settled to identify those factors that derived in the staff drop out. With this in mind a theoretical support was established based on information from Charles et al. (2004), Granada and Smolje (2000), Zepeda (2011), Puchol (1994) and Chiavenato (1998). The methodological strategy designed for this research was mixed, as it combined a documentary analysis with the application of a questionnaire. The first strategy was used to analyze the results of exit polls of staff who left the company which were provided by ADECCO. The questionnaire was applied to staff on condition of outsourcing which still labored in GlaxoSmithKline Mexico in order to have the opportunity to identifying answers from both instruments. The results showed that the main factor causing rotation of personnel hired via a human resources outsourcing company was the uncertainty. This staff was not secured of its post because it was not hired directly by GlaxoSmithKline Mexico. Derived from this some recommendations were included that focuse on training, incentives and the development of a sense of belonging in order to increase the staff confidence and security and reduce their need to seek opportunities in other organizations. From here It is expected that the company could have the opportunity to put into practice some recommendations and to avoid the staff abandonment. IV MAN ÍNDICE RESUMEN ........................................................................................................................................ III ABSTRACT ...................................................................................................................................... IV ÍNDICE DE TABLAS, GRÁFICAS Y FIGURAS ......................................................................... VII SIGLAS Y ABREVIATURAS .......................................................................................................... IX GLOSARIO ........................................................................................................................................ X INTRODUCCIÓN .............................................................................................................................. 1 CAPÍTULO 1: MARCO CONTEXTUAL ........................................................................................ 6 1.1 La industria Farmacéutica a nivel mundial .................................................................... 6 1.2 La Industria farmacéutica en México ........................................................................... 12 1.3 GlaxoSmithKline .............................................................................................................. 23 1.3.1 Misión ........................................................................................................................... 23 1.3.2 Propósito estratégico ................................................................................................. 23 1.3.4 Diagnóstico Organizacional ...................................................................................... 41 CAPÍTULO: 2 MARCO TEÓRICO ............................................................................................... 44 2.1 Outsourcing o tercerización de recursos humanos ................................................... 44 2.2 Beneficios del Outsourcing ............................................................................................ 45 2.3 Principales riesgos al contratar el servicio de Outsourcing ...................................... 46 2.4 Problemas del Outsourcing ........................................................................................... 47 2.5 Rotación de Personal ..................................................................................................... 48 2.6 Factores que originan la rotación de personal en las empresas ............................. 50 2.7 Diagnóstico de las causas de Rotación de Personal ................................................ 57 2.8 La rotación de personal cuesta ..................................................................................... 58 2.9 Tasa de rotación de nuevos empleados ..................................................................... 64 2.10 Separaciones .................................................................................................................. 66 2.11 Estrategias para la reducir la rotación de personal en las organizaciones ........... 67 CAPÍTULO 3: ESTRATEGIA METODOLÓGICA DE LA INVESTIGACIÓN ................... 74 3.1 Situación problemática ................................................................................................... 74 3.2 Enunciado del problema ................................................................................................ 79 3.3 Objetivo General ............................................................................................................. 79 3.4 Pregunta General ............................................................................................................ 79 V MAN 3.5 Objetivos Específicos ..................................................................................................... 79 3.6 Preguntas específicas. ................................................................................................... 80 3.7 Justificación .....................................................................................................................
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