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Artículo publicado en octubre de 2004.A partir de las aportaciones teóricas de varios autores se formuló un modelo de ecuaciones estructurales para determinar si las Prácticas Organizacionales influyen positivamente en el Compromiso hacia la Organización y si su influencia es mayor en empresas con sistemas de calidad. Se encuestaron 357 operarios seleccionados por conveniencia de empresas medianas manufactureras (4 con ISO-9000 y 4 sin certificación), con un cuestionario que mide las variables: Apoyo Organizacional Percibido, Justicia, Participación, Compromiso hacia la Organización, Oportunidades, Compromiso de la Gerencia con la Calidad e Intención de Cambiar de Empleo. La investigación se llevó a cabo en San Luis Potosí, una ciudad de tamaño mediano en el centro de México. Los resultados apoyan un modelo de dos componentes del Compromiso hacia la Organización (Afectivo y de Continuación, en el cual la vinculación más intensa de los trabajadores con la empresa es del primero); en dicho modelo el Apoyo Organizacional Percibido ejerció la mayor influencia sobre el primer tipo de Compromiso, en segundo lugar apareció el Compromiso de la Gerencia con la Calidad. En forma contraria a lo esperado, las percepciones de Justicia tienen un escaso efecto directo sobre el Compromiso Afectivo. En tanto, las Oportunidades mostraron la mayor ponderación en cuanto al Compromiso de Continuación. El Compromiso Afectivo denotó, como era esperado, una relación negativa con la Intención de Cambiar de Empleo. En general, la influencia de las Prácticas de Calidad percibidas fue mayor en empresas con dicho sistema pero las diferencias no resultaron significativas. Se discuten las implicaciones de los resultados para las empresas.AbstractBuilding on theories from several authors, a Structural Equation Model was designed in order to see if Organizational Practices influence Organizational Commitment and if such Practices show a higher weight in firms with quality systems. Data were gathered from a convenience sample of 357 workers from medium size factories in San Luis Potosí, a city located in central Mexico. Four plants had the ISO-900 certification and four have not initiated any cuality effort. A questionnaire was administered, including the following variables: Perceived Organizational Support, Justice, Participation, Commitment towards the firm, Oportunities, Management Commitment towards Quality, and Intention to leave. Results support a two component model of Organizational Commitment towards these companies (Affective and Continuing; the first showing a higher weight). Perceived Organizational Support exhibited the greatest influence on Commitment towards the Company, followed by the Management Commitment toward Quality. Contrary to expectations, Justice showed a very slight association with Commitment. Opportunities revealed a path towards Continuance Commitment. As expected, Affective Commitment displayed a negative relationship with Intention to Leave. In general, perception about Quality Practices was higher in firms with certification but differences were not significant. Implications for companies are discussed.
Building on theories from several authors, a Structural Equation Model was designed in order to see if Organizational Practices influence Organizational Commitment and if such Practices show a higher weight in firms with quality systems. Data were gathered from a convenience sample of 357 workers from medium size factories in San Luis Potosí, a city located in central Mexico. Four plants had the ISO-900 certification and four have not initiated any cuality effort. A questionnaire was administered, including the following variables: Perceived Organizational Support, Justice, Participation, Commitment towards the firm, Oportunities, Management Commitment towards Quality, and Intention to leave. Results support a two component model of Organizational Commitment towards these companies (Affective and Continuing; the first showing a higher weight). Perceived Organizational Support exhibited the greatest influence on Commitment towards the Company, followed by the Management Commitment toward Quality. Contrary to expectations, Justice showed a very slight association with Commitment. Opportunities revealed a path towards Continuance Commitment. As expected, Affective Commitment displayed a negative relationship with Intention to Leave. In general, perception about Quality Practices was higher in firms with certification but differences were not significant. Implications for companies are discussed.
