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*Víctor Daniel Gil Vera. Department of Psychology, NBA research group. Universidad Católica Luis Amigó. victor.gilve@amigo.edu.co
Indian Journal of Science and Technology, Vol 12(42), DOI: 10.17485/ijst/2019/v12i42/146964, November 2019
ISSN (Print) : 0974-6846
ISSN (Online) : 0974-5645
Development of an Emotional Salary Model: a Case
of Application
Victor Daniel Gil Vera1,*, Juan Diego Betancur A.1, Luis Fernando Quintero1,
Isabel Cristina Puerta Lópera1, Catalina Quintero López1 and Javier Sebastían Ruíz Santacruz2
1Department of Psychology, Medellín, Colombia; victor.gilve@amigo.edu.co,
juan.betancurri@amigo.edu.co, luis.quinterora@amigo.edu.co,
vice.investigaciones@amigo.edu.co, catalina.quinterolo@amigo.edu.co
2Department of Demography, Barcelona, Spain; sruiz@ced.uab.cat
Abstract
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
Likert
Findings: The
of an emotional salary as organisational policy is not relevant, since they do not have empirical evidence to measure the
Application/improvements:
1. Introduction
Global changes, social, economic, and political, and
intense competition in the global market, have forced
organisations to face myriad internal and external
situations that challenge their eciency and protability
both nationally and globally. To compete in the
competitive global market companies need to have a
solid organisational structure, competitive products
and services, innovative technology, and a skilled
human resource pool. At the same time, companies
that want to be productive and competitive should seek
the consolidation of a committed work team with high
capacity to adapt to the changes, to be proactive, and to
establish a relationship between the company and the
family. To achieve this relationship, companies require a
stronger connection between the company management
and the workforce in order to develop and implement
strategies that strengthen work, increase productivity and
protability, and augment all-round organisational and
employee welfare. e emotional salary is a non-economic
compensation that complements monetary salaries,
where the needs of the partners to be able to cope with
the demands of the company is given priority.1 Among
elements considered to be constituents of the concept of
emotional salary are exibility in work schedule, time
for training, teleworking, sharing and enjoying spaces to
spend quality time with one’s family, and so on.
To understand the construct of emotional salary, you
must articulate the theories of administration, modern
management, and human talent. An explanatory and
non-experimental design that was not manipulated by
variables was used in the present study which ndings
are presented in this article. A stratied sample of 175
Keywords: Emotion, Human, Management, Organisations, Salary
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
2
medium-sized enterprises in the productive sector of
Medellin city was used for the analysis. e analysis
section presents some limitations, including the lack of
condence on the part of employers to accept this type of
proposal, as most of them are focused only on nancial
results and do not have any schemes or programmes that
aim to provide the ‘emotional’ nurturing, which is much
needed for the satisfaction of the workforce; in the absence
of such initiatives that focus on employees’ mental health
and emotional well-being, employees eventually get
bogged down and burn out if the emotional aspects or
needs of their persona aren’t nurtured. For example, in
a typical work scenario populated by millennials, what
counts as important for them over and above monetary
salary that they receive includes labour exibility, style of
dress, and constant rotation in their jobs; these are aspects
that also aect the consolidation of a work team.
e objective of this article is to dene how
companies can establish an emotional salary model to
allow collaborators the enjoyment of their occupational
activities and their family life. is article is divided into six
parts. e rst part presents a thematic contextualisation;
the second part, the problem, justication, research
questions, and objectives; the third part, the state of the
art and the epistemological fundamentals; the fourth
part, the development of the methodology; the h part,
research results; and the sixth part, conclusions.
2. Strategic Management of
Human Talent
In the human talent concept, the role of human
management areas of leaders involves the construction of
a new approach that makes it possible to have relevance
within companies, and to lead processes close to the
collaborators, observing the human beings in a holistic
manner.2
Within the variables considered for assessing the
strategic management area, human talent is a crucial
dierentiating and competitive factor within companies,
the context of a comprehensive management, and the
dierence in management perceptions about the general
business strategy of the company and their strategic
approach to utilising the human talent. Analysing this
perceptual dierence that comes to the fore because
of the ‘human glance’ works well for analysing and
understanding and developing ways that companies can
implement to improve and strengthen the human factor
and develop appropriate labour conditions; conditions
that ensure the hygiene and safety of all at the workplace
and strengthen both the organisations’ business and the
work environment.3
In addition, within the business activities, one of the
organisation’s tasks, whatever their economic sector
and size, is to consider the human talent. is allows to
develop and consolidate a structure of the company that
can help the company compete better in the markets and
achieve results that are positive and contribute to the
consolidation and business growth of the organisation.
Some factors to consider within the human talent
management processes that this area required to full
include the following: the needs of the company, dening
the required resource, inviting appropriate personnel
with the right prole to ll in the vacant position, ensure
the chosen sta member has all the required skills for
putting out the best performance in the new position; in
other words, it is about giving due credence to all these
needs and act on them consistently; company must keep
looking for collaborators in an ongoing manner who can
contribute for the company to grow at an accelerated rate
and keep pace with the competition by nurturing and
retaining its best talents.4
Also, strategic management of human talent must
be an essential part of, and conceived from, the goals
of the organisational strategic plan, in order to get the
best collaborators who can help the company achieve its
business objectives. e human talent area should change
its internal look, that is to say, it should stop being a mere
operational aspect of the company and become a more
strategic and tactical area of the organisation.5
2.1. Humanised Management
e humanised management process as explained by
some scholars6 is that when the human talent acts as a
generator of a competitive process, which contributes
to the construction of a company, it ensures company’s
survival in the market and yield results that allow the
organisation to tackle the challenges of the environment
as well as the demands of the market; to achieve all of
this, organisation needs only a few collaborators who
are motivated to perform well and carry out and achieve
organisational activities and goals in a timely manner.
Today’s organisations see their partners as executors of
the activities characteristic of the work assigned to them;
that indicates a situation where such partners are only
concerned about receiving a salary, forgetting as a result
Indian Journal of Science and Technology 3
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
what truly motivates them and enhances, or helps them
realise, their true potential and gain recognition and
appreciation, which are just as important as the salary they
earn; likewise, you lose sight of the concept that companies
must work collaboratively to achieve organisational
objectives and initiate steps that strengthen and build
a management that is focused on the ‘human’ element
and talent within the organisation and psychological
and material well-being of the collaborators’ family
environment.7
e humanised management must consider the
fundamental aspects to be able to consolidate the dignity
of work and the ways and attitude and the spirit with which
work is required to be performed—including traits such
as partners’ enthusiasm and motivation; organisational
identity, ethics, and work culture; and partners’ values,
permanence, and relevance—and respond to what the
company expects of the employee to become the input
to a humanised management, which in turn creates a
stable state or work environment where employees feel
motivated to perform better for the company as well as
lead their personal lives in a more healthy, emotionally
fullling, and positive domestic environment.8
2.2. Loyalty of Collaborators
e need to retain the collaborators is as important
as the loyalty of the external customers or buyers. e
onus of promoting loyalty of the sta starts from the
top management, and it is the responsibility of the
management of human talent; in this sense, it must be
ensured that there exists an internal policy that ensures
that the partners feel and believe they are an important
part of the company9; in addition, plans should be
designed that communicate the strategies, objectives,
goals, organisational culture, and mission and vision of
the company; empower the internal customer to identify
the organisation as an ally and that they are as important
as of the company’s external customers, competition, and
other stakeholders; and promote, establish relationships
between the company and the personnel that positively
inuence and enhance the quality of personal life
of the workforce as well as the company’s business
competitiveness.
e laboral quality is related to factors such as
retaining their best-performing partners and providing
value to them. us, businesses should look for partners
to have stability, and to achieve this, you need to establish
a space of sta training and development.10 In this way,
partners can be evaluated and have delity at the time of
the decision to withdraw. Equally, it is required on the
part of the partners to perform their best for the company,
which is entitled to feel pride and satisfaction about their
performance; the company’s work must enjoy an equal
status with the interpersonal relationships that are based
on respect and the work dignity.
If a collaborator is satised, motivated, and has interest
in remaining in the organisation, it is an important
factor in gaining and retaining customers; collaborators’
interaction with customers reects their mood, whether
pleasant or not; thus, the work of the management is to
motivate their partners and ensure they act committed to
reect this motivation in the quality of service provided
to the client, which results in a successful organisation,
a happy workforce, and a satised client.11 Modern and
competitive organisations develop plans to achieve
on-time permanence in time, and this needs the company
to be ecient; to do this, company may establish indicators
that measure the actions of each partner; in this way, the
attention of the employee must be within the tactical plan
of the organisation to be able to identify which are the
aspects of the performance that require and need partners
and identify factors that will bring in positive changes and
retain the best talent.12
2.3. Human Capital
e human capital is seen as an asset for the organisation
and must be considered not only as an individual strength
but also as the collective strength of a group of people in
pursuit of organisational objectives; the company thus
analyses prole factors such as age, expertise, and skills
already acquired and need to be developed. To consider
the nancial cost of these collaborators, company
needs to additionally weigh in a set of characteristics
that dene the productive life of a contributor, such as
age, retirement, job changes, diseases, and academic
preparation, analysing in a comprehensive and precise
manner what it needs to full its objectives.13
One of the exponents representative of human capital
was,14 who believed that the processes of global change,
presented in the life and work of a collaborator, impact
the purpose of the company, from quality to knowledge
management to innovation; this means it is not about just
analysing company plans using the numerical measure of
the cost of employees, but analysing their contribution
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
4
from the point of its growth trajectory, academic
preparation, and experience to nd ways to contribute to
incremental productivity and develop competitive human
capital that is responsive to the needs of the environment
and the company.
e evolution of a country can be measured by its
capacity for innovation and knowledge of their citizens.14
Similarly, for companies also, it is their human capital that
distinguishes them from another company. at is why it
is important to appreciate that knowledge is an important
asset for the company, which is accomplished with
training, preparation, and support at the workplace.14
e processes of human talent should strengthen the
relationship within the company; further, it should
be of concern to seek a human orientation based on a
measurement of employee performance that focus on
results; thus, organisations must constantly prepare, train,
and strengthen their collaborators, in aspects of respect,
education, interpersonal relationships, teamwork, and
change management; if the management does this
consistently and achieve repetitive measurements, it can
obtain very favourable results for the organisation.15
2.4. Skills in the Labor Market
To dene the current competencies necessary to
perform the work activity, it is important to analyse
the requirements of the labour market of today, that
is, the skills and competences required to function in a
particular role or position within the company. en we
can nd authors that expose the concept of competition in
the labour market. e labour competence characterises
the work environment and behaviour and indicates the
level of successful performance on the job.16–18 Labor
competence is determined by aspects such as decision-
making responsibilities, ability of service, employees’
attitude in the face of complex situations, academic
preparation, and career with the partner contributing
to the achievement of the objectives of the company.19
Actions aimed at labour competencies establish and
dene what the company wants from the contributor,
from the point of view of the competitive performance
on the job. Labor competence is a way to measure the
behaviour of the collaborator with respect to dierent
situations that arise in the day-to-day functioning, level of
empowerment and strengthening of relationships in the
work team and their relationships with their superiors.20
On the other hand, in labour relations in the light of
the concept of method based on employee behaviour or
skills,21 it is the individual who can provide the answer
whether the needs of the company can be met; each
person has specic features, such as physical features;
values, skills, and attitudes; desire for professional growth;
training in the management of knowledge; and skills for
the development of the activities of the organisation.
e skills that must be developed in the organisation
are focused on social aspects, such as the relationship with
co-workers as well as with citizens and being consistent
in their relationship with the workplace and the society.
Another skill that is highlighted is with respect to the
procedure, which is a method that is explained and
written to comply with the working activities without
aecting the other processes. Finally, the participatory
skills make the partners perceive they are important to
the organisation; this is done by involving them more in
work activities and business integration processes. us,
labour skills are key to companies’ success and enable
companies respond eectively to the needs of the market,
society, interest groups, and competitors.22
In addition, organisations, regardless of size, must be
open to change, adapt to trends that exist in the market,
and in particular trends in what works in scouting and
retaining the best of human talent. With respect to
human talent that businesses require, organisations
should nurture and train their personnel to sharpen their
interpersonal skills, leadership qualities, and decision-
making and negotiation skills; these are the skills that
contributors must develop specic to the company
objectives; each job denes what specic skills are
required for the performance of the work with results.23
2.5. Emotional Salary
Globalisation of economy has brought about changes in
work processes, generating massive layos, and leading to
a decrease of continuity in work tenure in organisations
and poor-quality labour conditions.24 How should these
conditions be improved, given the changes in the policies
of human talent? From this perspective, the concept of
emotional salary, in the quest to improve interpersonal
relationships, and strengthen the productivity and
competitiveness of the organisations, is needed to be
followed to tackle today’s competitive global market.
e emotional wage is associated with non-monetary
remuneration, which manages to motivate the employee
to perform with greater productivity. Loyalty to the
organisation is also determined by conditions prevailing
in relation to aspects such as employment, interpersonal
Indian Journal of Science and Technology 5
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
relationships between peers, positive organisational
climate, and satisfaction with the activity developed.25
e management of emotional wage contributes to an
organisation’s competitiveness, which is based on the
motivation of the collaborators and valuing partners
looking for a humane and balanced labour activity
between family and work¹. It is important to recognise that
labour activity is not only to produce and generate prots
in the company but also identify components inherent
in the human beings, such as emotions, psychological
health, self-realisation, and personal objectives.
e emotional wage pertains to all those non-monetary
reasons for which people work and thus a key element
for people to feel at ease, committed, and well-aligned
in their respective jobs.26 Salary is an intangible that
complements the economic wage, which a collaborator
receives in consideration of their labour activity. It is
implicit in the concept of basic needs which has a direct
impact on individual well-being and on performance and
productivity.27
e emotional salary is any form of compensation,
remuneration, non-monetary consideration, which an
employee receives in exchange for their labour input.28
is non-monetary consideration involves considering
contributor-specic factors, such as family, hobbies,
and emotional and physical state, related to aspects of
individual requests for extra labour and considering that
each employee is an individual with dierent needs.29
ese individual needs also have a relationship with
emotional intelligence, which shows how to act and reect
on the way to we react to situations reexively, making
our emotions support our behaviour; in addition, it
collaborators to take cogent view of their professional and
personal decisions.30 At this point, one can conclude that
salary is a factor that contributes to the company for its
construction of a positive organisational climate reecting
the vision and plan of life of each collaborator within the
company; if they are going in the same direction, both
parties manage to complement each other in their quest
to achieve goals that each of the actors proposes.31
2.6. Laboral Satisfaction
Laboral satisfaction is a globalising concept that refers to
the attitudes of people towards various aspects of work.32
e laboral satisfaction, motivation, and organisational
climate make business development an articulated and
structured process that seeks to identify factors that
can have a positive impact on collaborators, which in
turn is reected in the organisation.33 e contributor
must reect upon company motivation and satisfaction
to full tasks assigned to them eciently and by means
of a positive attitude contribute to developing a positive
climate and satisfaction at the time of interacting with
other collaborators. A positive organisation aims for a
few partners’ satisfaction; policies must be created that
stimulate a harmonious development and articulate the
attitudes, behaviours, and spirit of team work, thereby
ensuring that the company is contributing to a better
living of its employees. Within this attitude of each
individual exists the cognitive part, that is to say, the way
an employee sees, feels, and experiences their work and
their actions within the company.34
3. Methodology
e research focused on the logic of an analytical empirical
paradigm according to the object of study proposed and
the nature of the approach to the problem. Explanatory
research was carried out—not experimental, cross-
sectional, and deductive.35 e sample was composed
of 175 companies in the commercial sector that have
between 51 and 200 employees, who were actively earning
between US$1’346.968 and US$8’081.813 and were
located in the city of Medellín. e sample design was
stratied probabilistic, the sample had a 95% reliability
and a maximum error of estimate of 7.0%. e hypotheses
were:
H1. (Research hypotheses): e strategic, motivational,
human, and value creation dimensions explain the
construction of an emotional salary model consistent
with the logic of the strategic management of human
talent, humanised management, and modern enterprise.
H0. (Null hypotheses): e strategic, motivational,
human, and value creation dimensions do not explain
the construction of an emotional salary model consistent
with the logic of the strategic management of human
talent, humanised management, and modern business.
Considering a nite population, the size of the sample
was determined using the following formula:
3.1. Variables and Dimensions
e instrument structure is composed of a set of items
presented in the form of statements with a Likert scale
(1-5) shown in Table 1:
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
6
3.1.1. Strategic Dimension
e study focuses on identifying how by using strategic
planning items can be set that help design the model of
emotional salary. It contributes in a wide range, from
the direction of the organisation to the construction
of a healthy and motivated company and includes the
following items: organisational culture, leadership and
management support, exible organisational structure,
resources and organisational capacities, style of leadership
and direction of management, management of human
talent, working conditions, and organisational climate.
3.1.2. Motivational Dimension
e contributors are the strategic asset of the organisation,
which is why they must remain motivated to respond
satisfactorily to the organisation’s external environment
and customer requirements. It is the motivation to work,
together with other elements that make a contributor to
perceive that it is important for the company, includes
the following items: working conditions, labour surveys,
self-improvement, personal growth, professional growth,
remuneration policy, scale of acknowledgments, labour
exibility, and laboral happiness.
3.1.3. Human Dimension
Determined by the conditions that allow you to achieve the
results and generate a competitive advantage, departing
from the team of collaborators, it includes the following
items: self-realisation, opportunity of promotion, training
opportunities, commitment to organisation, personal
attitude, loyalty to co-workers, family time, respect for
diversity, and healthy living.
3.1.4. Creation of Value Dimension
e management of the value relates to the design and
implementation of a strategy that integrates the business
processes to better utilise available resources (capital)
in such a way that results generated (measured not
only in nancial performance but also in satisfaction of
customers, employees, and the community in general)
are higher than expected by investors and includes the
following items: economic bonuses, allowances and
bonuses, retention plan for best collaborators, budget for
training, recognition, management by objectives to retain
customers through actions of collaborators, planning of
health policies, and compensation to partners according
to results and creation of value.
4. Results
e following are the results found aer the application
of the test dened for the construction of a model of
emotional salary. In the rst place, we proceeded to
validation by experts, in order to design a test to measure
and collect information that is relevant and appropriate.
e expert panel was comprised of eleven teachers,
researchers, and professionals with experience in research
projects in dierent disciplines, which contributed to
the interdisciplinarity of the study; the objective was to
determine whether the proposed items have a relationship
with the design of the model of emotional salary; we
reviewed 47 items, which are valued by means of a Likert
scale, where 1 = strongly agree, 2 = agree, 3 = somewhat
agree, 4 = disagree, and 5 = strongly disagree; the main
purpose of the validation of the instrument was that it
complied with the criteria of reliability, objectivity, and
validity for later application.
Once the instrument was validated, the experts
proceeded with the purication of the test, which resulted
in the reduction of number of items from 47 to 34
items, and their subsequent application; the application
of test was carried out in companies according to the
characterisation of the sample proposal, which in this
case were 176 companies that belong to the segment
of medium-sized enterprises according to number of
employees and assets and all were located geographically
in the city of Medellín. Subsequent to the application of
the test, and in the consolidation of the responses on the
part of each one of the units of study, we proceeded to
complete the database with all the information and then
commenced data processing using SPPS soware, version
24 and generated dierent statistical details. e following
explains in a general way about each of the explanatory
Table 1. Likert scale
Statement Level
Totally agree 5
Agree 4
Partially of agreement 3
In disagreement 2
Strongly disagree 1
e following is a description of each dimension and the proposed items.
Indian Journal of Science and Technology 7
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
indexes, and then in a detailed manner, the tables, gures,
and tables presented here explain the study’s ndings.
e rst part of the analysis of the results is made up of
the characterisation of each of the dimensions proposed,
that is, strategic dimension, human management,
motivational factors, and value creation; for this, we
dened a matrix that allowed us to prove the equivalence
between the scores and the standard scores obtained in
the validation process. e second analysis was carried
out on the basis of the scales of each of the dimensions,
as well as the strategic dimension, and it presented a
standard score in a range of 1 to 5, and for the human
dimension the standard score was for a range of 1 to 3.33;
the dimension of value creation is dened with a standard
score in the range of 3.86 to 1, and for the motivational
dimension the standard score for symptoms absent was
in the range of 1 to 4.
e reliability of the test was developed from an analysis
of statistical reliability through the Cronbach’s alpha; this
was applied to the number of items in general, then based
on the results obtained in the analysis of reliability, it was
determined that it is clear that the instrument with which
it is evaluating the sample is appropriate to that eect,
taking into account the statistical signicance that was
arrived at: 0.941. en we proceeded to use Cronbach’s
alpha to determine the internal consistency of the items;
we correlated each of the items that were used in the test
and again applied the Cronbach’s alpha.
e following analysis shows the variance between
factors; it is noted these are mutually exclusive, as their
signicance is less than 0.00, and in relation to the overall
scale of measurement, the Cronbach’s alpha statistic was
0.854. In addition, a factor analysis was performed to
determine the number and the nature of the group of
constructs that are underlying as a set of independent
variables that aect the dependent variable; for this
purpose, we used the statistical value of Kaiser-Meyer-
Olkin (KMO) and Bartlett’s Chi-square test; the null
hypothesis revealed that the correlation matrix was not
dierent from the identity matrix, and the alternative
hypothesis showed that the correlation matrix diered
signicantly from the identity matrix.
en we analysed the explained variance, with the cloud
of points adjusted to a perfect sphere, and this statistic was
greater than 0.65; it can be said that the factorial analysis
procedure applied is optimal in this case. Also, the results
are analysed on the basis of the factor loading obtained
for each component aer rotation. For the rst component
items were grouped that determined the motivational load
from the management; the second group of items refer to
the strategic factors of the organisation; the third group
of items refer to the human component, factors such as
personal growth within companies; and the fourth and
last refer to the composition of the items concerning the
dimension of value creation in the enterprise or on the job.
en, the results are determined with respect to the
characterisation of each dimension, the questions that
are involved in the strategic dimension are focused on
processes of addressing, and all answers are mostly of
people who responded armatively (1 and 2), representing
about 92% of the answers, with a slight dispersion
between answers. e results of the human dimension are
focused on processes of opportunities for advancement
of collaborators, where all the answers were mostly from
people who responded armatively (1 and 2), representing
about 92% of answers, but with a slight deviation between
the responses obtained. As to the questions that involved
the dimension of value creation, which are focused on
business situations and relationship with the client, most
of the respondents answered armatively (1 and 2), about
90%, and there was minimum dispersion between the
responses obtained. About the motivational dimension,
it was noted that the questions involving this dimension
extracted armative answers mostly (1 and 2), about 85%,
and there was greater dispersion among the answers.
Finally, the last two analyses are the Kappa index, which
relates the agreement that the observers exhibited, beyond
the due chance, with the potential agreement, which was
also beyond the random. e process of development
of the index calculated the dierence between the
proportion, according to what has been observed, and
the proportion of agreement expected by chance.36 At
the same time, symmetric measures that measure the
statistical methods for the evaluation of the consistency
and reproducibility are dependent on the characteristics
of the phenomenon to study and should be subject to a
rigorous methodology and be specic. Our selection
depended on the variable type to be measured and the
parameters we wanted to evaluate. Table 2 presents the
characterisation of the dimensions or components:
en, there was an array of equivalence between the
scores and the standard scores obtained in the validation
process for each of the variables and the global scale,
showing the values with which it will be possible to
compare the scores with populations similar to the
study. Typical scores used for the standardisation of the
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Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
8
instrument are 1 and 2, which correspond to the ranges
of standard scores obtained in relation to each of the
deviations of the variables evaluated.
For the studied population is that the strategic
dimension, presents a standard score in a range of 1 to 5,
and for the human presents a standard score in a range of
1 to 3.33; the creation of value is set with a standard score
in a range of 1 to 3.86; and for the motivational presents a
standard score for symptoms absent in a range of 1 to 4.
e target population, under a normal curve is dened as
a structure of approximate values for the factors or each
of the components that are dened on the basis of the
following measures. Table 3, presents the main descriptive
statistics:
On the other hand, it uses the method of internal
consistency based on the Cronbach’s alpha test
(1951), which allows us to estimate the reliability of a
measurement instrument through a set of items, based on
the quantication of the correlation that exists between
the items that comprise it. e measure of the reliability
using Cronbach’s alpha assumes that the items (measured
on a Likert-type scale) measure the same construct and
are highly correlated.
4.1. Analysis of Reliability Results
For the analysis of reliability of the test, we used the
Cronbach’s alpha statistic, which was applied to the
number of items in general and, in addition, the
number of elements. Based on the results obtained in
the analysis of reliability, it is clear that the instrument
used for evaluating the sample was appropriate, taking
into account the statistical signicance at 0.941. Table 4
presents the Cronbach’s alpha.
To determine the consistency of items their correlation
of each of the elements was studied and the Cronbach’s
alpha coecient was again applied to the study results.
Table 5 presents the Cronbach’s alpha statistic for items
deleted:
If you look at every one of the items above, it is evident
that there is no greater dierence between each score of
the construct and that the values obtained are signicant
statistically. However, taking into account the analysis of
variance between the factors, it is noted that based on the
instrument applied the factors were mutually exclusive,
as the signicance was less than 0.00; and in relation to
the overall scale of measurement, the Cronbach’s alpha
was 0.854, which indicates a level of reliability for each
one of the variables and the global scale, establishing
a high level of condence for the measurement of an
emotional wage model in similar populations; the values
in each of the dimensions are: strategic dimension, with
an alpha of 0.830; human dimension, with an alpha of
0.779; the creation of value, with a rating of 0.774; and
the motivational speaker, with an alpha of 0.789. Table 6
presents the variance analysis:
e independence between the items is intervened by
the prior verication of the assumptions to assess how big
can be the estimation bias, since they are calculated by the
eect of the correlation between the errors of the alpha.
At the same time, contrast is generated on the assumption
that there is a multiplicative interaction between the
Table 2. Characterisation
Strategic Human
Creation
of value Motivational
Average 1.4590 1.3371 1.3839 1.5499
Mode 1.00 1.00 1.00 1.00
Standard
deviation .48990 .40104 .47489 .53693
Range 3.56 2.33 2.86 3.00
Mín 1.00 1.00 1.00 1.00
Máx 4.56 3.33 3.86 4.00
Sum 256.78 235.33 243.57 272.78
Percentiles
25 1.0000 1.0000 1.0000 1.0000
50 1.3333 1.2222 1.2857 1.4444
75 1.7778 1.5556 1.5714 1.8889
Table 3. Baremos for the components
Average Standard
deviation Mín Máx
Strategic 1.4590 .48990 1.00 4.56
Human 1.3371 .40104 1.00 3.33
Creation of
value 1.3839 .47489 1.00 3.86
Motivational 1.5499 .53693 1.00 4.00
Table 4. Statistical reliability
Cronbach’s alpha Number of elements
.941 34
Indian Journal of Science and Technology 9
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
Table 5. Cronbach’s alpha statistic
Average Variance Total correlation
of items Cronbach’s alpha
P1 Style of organisational culture 47.28 168.102 .452 .940
P2 Leadership and management support 47.35 168.961 .459 .940
P3 Flexible organisational structure 47.16 166.287 .530 .940
P4 Organisational resources and capacities 47.26 165.734 .613 .939
P5 Style of leadership and management 47.32 166.895 .538 .939
P6 Management of the area of human talent 47.34 166.750 .533 .939
P7 Working conditions 47.38 167.687 .496 .940
P8 Organisational climate 47.45 166.329 .610 .939
P9 Working conditions 47.53 169.987 .511 .940
P10 Self-improvement 47.34 167.698 .527 .940
P11 Labor surveys 47.41 167.729 .567 .939
P12 Professional growth 47.53 169.176 .573 .939
P13 Personal growth 47.53 168.970 .603 .939
P14 Remuneration policy 47.34 166.910 .544 .939
P15 Scale of acknowledgments 47.30 165.318 .620 .939
P16 Labor exibility 47.34 167.106 .520 .940
P17 Labor happiness 47.48 166.834 .604 .939
P18 Self-realisation 47.47 167.919 .610 .939
P19 Opportunity of promotion 47.44 166.877 .591 .939
P20 Training opportunities 47.50 169.154 .546 .939
P21 Commitment to the organisation 47.38 168.763 .497 .940
P22 Personal attitude 47.53 168.925 .567 .939
P23 Policy of loyalty to the collaborators 47.28 165.370 .609 .939
P24 Time for the family 47.58 170.542 .459 .940
P25 Respect for diversity 47.44 167.265 .567 .939
P26 Healthy living 47.38 165.174 .649 .938
P27 Bonicaciones económicas 47.14 162.496 .613 .939
P28 Compensation and bonuses 47.16 163.144 .604 .939
P29 Retention plan of best collaborators 47.30 166.497 .553 .939
P30 Budget for training 47.45 169.369 .494 .940
P31 Recognition by objectives 47.40 166.321 .592 .939
P32 Management to retain customers through
the actions of the collaborators 47.15 165.658 .531 .940
P33 Plan of health policies 47.18 166.683 .508 .940
P34 Compensation to the partners according
to the results with the creation of value 47.31 166.568 .506 .940
elements; the responses of each treatment group are the
sum of the overall average coupled to a random eect that
is associated with the general response. In this way, and
taking into account the value of statistical signicance,
it can be concluded that the elements set approve the
hypothesis that eects are not additive. In addition, a factor
analysis was performed to determine the number and the
nature of the group of constructs that are underlying as
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
10
a set of independent variables that aect the dependent
variable. Table 7 presents the sphericity results:
Taking as a basis the statistical value of KMO and
Bartlett, which is based on the Chi-square test, the null
hypothesis says that the correlation matrix is not going to
dierentiate it from the identity matrix, and the alternative
hypothesis says that the correlation matrix will dier
signicantly from the identity matrix; the cloud of points
is adjusted to a perfect sphere, and this statistic, higher
than 0.65, can show that the factorial analysis procedure
applied was optimal in this case. Table 8 presents the
explained variance:
Continuing with the process is a varimax rotation;
this method maximises the variance of factors. On the
other hand, the proportion of variability of each variable
explained by the factors or is the sum of the weights
factor to the square in each row and each column of the
matrix where rotated factorial loads will be high with
some variables, and low with others, which facilitated
the interpretation. Table 9 presents the factor loading
obtained for each component aer rotation:
From the factor loading obtained for the interpretation
of each component, it was observed that for the rst of
them are grouped items that determine the motivational
load from the management; the second group of items
refer to the strategic factors from the organisation; the
third, for its part, brings together items that refer to the
human component, such as factors for personal growth
within organisations; and the fourth and last refer to
the composition of items concerning the dimension of
value creation in the enterprise or on the job. e values
that determine whether the variables are distributed
or not normally endorse the alternative hypothesis—
that variables do not come from a normal distribution.
So it is appropriate to establish a non-parametric
analysis to interpret the results. However, for each of
the dimensions, the ratings obtained, according to the
characterisation of the answers, were the following.
Table 10 presents the characterisation of the strategic
dimension:
It is noted that the questions in this dimension are
focused on processes of addressing, and all answers
are routed, the vast majority of people who respond
positively (1 and 2), representing about a 92%, with a
slight dispersion among the answers. Table 11, presents
the characterisation of the human dimension:
According to the above results, the questions of this
dimension are focused on processes of development
opportunities of employees, where all the answers are
routed, and the vast majority of people =responded
positively (1 and 2, representing about a 92%); there was
a slight deviation between the responses obtained. Table
12 presents the characterisation of the value creation
dimension:
e questions involving this dimension correspond
to processes of loyalty in the business eld, and the
vast majority of people responded positively (1 and 2,
representing about a 94%); there was a slight dispersion
among the answers. Table 13 presents the characterisation
of the motivational dimension:
On the other hand, it is noted that the questions
involving this dimension are focused mostly on people
who responded armatively (1 and 2, representing about
Table 6. Variance results
Squares sum Gl Mean square F Sig.
Inter-subject 136.787 175 .782
Intra-subject
Between Elements 6.325 4 1.581 13.851 .000
Remainder
Non-additivity 1.054a 1 1.054 9.339 .002
Balance 78.859 699 .113
Tota l 79.913 700 .114
Tota l 86.238 704 .122
Tota l 223.025 879 .254
Global average = 1.4347
Table 7. KMO statistic
Kaiser-Meyer-Olkin .874
Bartlett Sphericity Test
Aprox Chi-cuadrado 3526.743
Gl 561
Sig. 0.000
Indian Journal of Science and Technology 11
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Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
a 85%); there was a dispersion between the answers. In
accordance with the sample size, the condence level,
and the margin of error referred to, it is considered that
the ndings of the study are discriminating, with respect
to the references found for the middle; moreover, taking
into account the results, we suggest using experts to
conduct follow-up investigations among the study
population. Table 14 presents the Mann–Whitney U
Test results:
It can be concluded that the dierences by group of
statistical measurements at dierent times of the survey
were not statistically signicant enough to determine
Table 8. Variance analysis
Com-
ponent
Initial eigenvalues Sums of removal of loads to the
square
Amounts of rotation of loads to the
square
Tota l % variance % accumu-
lated To tal % variance % accumu-
lated To tal % variance % accumu-
lated
1 11.832 34.800 34.800 11.832 34.800 34.800 4.755 13.984 13.984
2 2.736 8.046 42.846 2.736 8.046 42.846 4.722 13.889 27.873
3 2.078 6.112 48.959 2.078 6.112 48.959 4.649 13.672 41.545
4 1.620 4.764 53.723 1.620 4.764 53.723 4.140 12.178 53.723
5 1.353 3.979 57.702
6 1.252 3.681 61.383
7 1.142 3.359 64.742
8 1.067 3.137 67.880
9 .977 2.874 70.754
10 .839 2.467 73.221
11 .763 2.243 75.463
12 .712 2.096 77.559
13 .665 1.957 79.516
14 .604 1.775 81.291
15 .583 1.715 83.006
16 .550 1.618 84.623
17 .516 1.519 86.142
18 .491 1.443 87.585
19 .449 1.319 88.905
20 .422 1.240 90.145
21 .401 1.180 91.325
22 .341 1.002 92.326
23 .336 .987 93.314
24 .298 .876 94.190
25 .284 .834 95.024
26 .266 .782 95.806
27 .258 .759 96.565
28 .237 .697 97.261
29 .211 .621 97.882
30 .199 .586 98.469
31 .175 .514 98.982
32 .150 .443 99.425
33 .119 .349 99.774
34 .077 .226 100.000
Extraction method: analysis of main components.
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
12
Table 9. Factor loading
Motivational Strategic Human Creation of value
P28 Compensation and bonuses .732
P27 Economic bonuses .712
P34 Compensation to the partners according to
the results and the creation of value .707
P29 Retention plan of best collaborators .654
P15 Scale of acknowledgments .624
P32 Management to retain customers through
the actions of collaborators .591
P33 Plan of health policies .582
P31 Recognition by objectives .515
P14 Remuneration policy .491
P5 Style of leadership and management .755
P2 Leadership and management support .750
P1 Style of organisational culture .732
P8 Organisational climate .724
P7 Working conditions .702
P4 Organisational resources and capacities .696
P6 Management of the area of human talent .617
P3 Flexible organisational structure .567
P9 Working conditions .378
P22 Personal attitude .703
P13 Personal growth .684
P12 Professional growth .674
P18 Self-realisation .618
P21 Commitment to the organisation .616
P20 Training opportunities .609
P10 Self-improvement .576
P30 Budget for training .525
P19 Opportunity of promotion .428
P25 Respect for diversity .680
P11 Labor surveys .642
P24 Time for the family .627
P26 Healthy living .617
P23 Policy of loyalty to the collaborators .596
P17 Labor happiness .574
P16 Labor exibility .564
Indian Journal of Science and Technology 13
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
Table 10. Characterisation SD
Recount % Number of
columns
P1 Style of
organisational
culture
1 102 57.95%
2 62 35.23%
3 9 5.11%
4 1 0.57%
5 2 1.14%
Tota l 176 100.00%
P2 Leadership and
management support
1 109 61.93%
2 57 32.39%
3 9 5.11%
5 1 0.57%
Tota l 176 100.00%
P3 Flexible
organisational
structure
1 89 50.57%
2 65 36.93%
3 20 11.36%
4 1 0.57%
5 1 0.57%
Tota l 176 100.00%
P4 Organisational
resources and
capacities
1 96 54.55%
2 67 38.07%
3 11 6.25%
4 1 0.57%
5 1 0.57%
Tota l 176 100.00%
P5 Style of leadership
and management
1 110 62.50%
2 50 28.41%
3 15 8.52%
5 1 0.57%
Tota l 176 100.00%
P6 Management of
the area of human
talent
1 113 64.20%
2 47 26.70%
3 14 7.95%
4 1 0.57%
5 1 0.57%
Tota l 176 100.00%
P7 Working
conditions
1 116 65.91%
2 50 28.41%
3 6 3.41%
4 3 1.70%
5 1 0.57%
Tota l 176 100.00%
P8 Organisational
climate
1 129 73.30%
2 36 20.45%
3 9 5.11%
4 1 0.57%
5 1 0.57%
Tota l 176 100.00%
P9 Working
conditions
1 135 76.70%
2 35 19.89%
3 6 3.41%
Tota l 176 100.00%
Strategic
Average 1.46
Standard deviation 0.49
Table 11. Characterisation HD
Recount % Number
of columns
P10 Self-improvement
1 109 61.93%
2 53 30.11%
3 13 7.39%
4 1 0.57%
Tota l 176 100.00%
P12 Professional growth
1 134 76.14%
2 38 21.59%
3 3 1.70%
4 1 0.57%
Tota l 176 100.00%
P13 Personal growth
1 133 75.57%
2 40 22.73%
3 2 1.14%
4 1 0.57%
Tota l 176 100.00%
P18 Self-realisation
1 124 70.45%
2 46 26.14%
3 5 2.84%
4 1 0.57%
Tota l 176 100.00%
P19 Opportunity of
promotion
1 126 71.59%
2 40 22.73%
3 7 3.98%
4 3 1.70%
Tota l 176 100.00%
P20 Training opportunities
1 130 73.86%
2 39 22.16%
3 7 3.98%
Tota l 176 100.00%
P21 Commitment to the
organisation
1 114 64.77%
2 50 28.41%
3 12 6.82%
Tota l 176 100.00%
P22 Personal attitude
1 136 77.27%
2 34 19.32%
3 5 2.84%
4 1 0.57%
Tota l 176 100.00%
P30 Budget for training
1 123 69.89%
2 44 25.00%
3 9 5.11%
Tota l 176 100.00%
Human
Average 1.34
Standard deviation 0.40
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
14
Table 12. Characterisation VCD
Recount % Number of
columns
P11 Labor surveys
1 118 67.05%
2 48 27.27%
3 9 5.11%
4 1 0.57%
Tota l 176 100.00%
P16 Labor exibility
1 114 64.77%
2 46 26.14%
3 13 7.39%
4 3 1.70%
Tota l 176 100.00%
P17 Labor happiness
1 132 75.00%
2 36 20.45%
3 4 2.27%
4 4 2.27%
Tota l 176 100.00%
P23 Policy for loyalty
to the collaborators
1 106 60.23%
2 51 28.98%
3 17 9.66%
4 2 1.14%
Tota l 176 100.00%
P24 Time for the
family
1 144 81.82%
2 27 15.34%
3 3 1.70%
4 2 1.14%
Tota l 176 100.00%
P25 Respect for
diversity
1 126 71.59%
2 40 22.73%
3 7 3.98%
4 3 1.70%
Tota l 176 100.00%
P26 Healthy living
1 118 67.05%
2 46 26.14%
3 8 4.55%
4 4 2.27%
Tota l 176 100.00%
Creation of value
Average 1.38
Standard deviation 0.47
Table 13. Characterisation MD
Recount % N
columns
P14 Remuneration policy
1 113 64.20%
2 45 25.57%
3 17 9.66%
4 1 0.57%
Tota l 176 100.00%
P15 Scale of
acknowledgments
1 108 61.36%
2 48 27.27%
3 19 10.80%
4 1 0.57%
Tota l 176 100.00%
P27 Economic bonuses
1 95 53.98%
2 55 31.25%
3 19 10.80%
4 4 2.27%
5 3 1.70%
Tota l 176 100.00%
P28 Compensation and
bonuses
1 99 56.25%
2 49 27.84%
3 23 13.07%
4 3 1.70%
5 2 1.14%
Tota l 176 100.00%
P29 Retention plan of
best collaborators
1 109 61.93%
2 47 26.70%
3 19 10.80%
4 1 0.57%
Tota l 176 100.00%
P31 Recognition by
objectives
1 123 69.89%
2 36 20.45%
3 16 9.09%
4 1 0.57%
Tota l 176 100.00%
P32 Management to
retain customers through
the actions of the
collaborators
1 91 51.70%
2 59 33.52%
3 23 13.07%
4 2 1.14%
5 1 0.57%
Tota l 176 100.00%
P33 Plan of health
policies
1 94 53.41%
2 55 31.25%
3 26 14.77%
4 1 0.57%
Tota l 176 100.00%
P34 Compensation to the
partners according to the
results with the creation
of value
1 113 64.20%
2 43 24.43%
3 17 9.66%
4 2 1.14%
5 1 0.57%
Tota l 176 100.00%
Motivational
Average 1.55
Standard deviation 0.54
Indian Journal of Science and Technology 15
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
the need for subsequent analysis in the development of
the items.
4.2. Analysis of the Results of Concordance
An analysis assesses the consistency of responses
within a group of evaluators and between them, and,
Table 14. Mann–Whitney U Test to measures dier-
ences in median
Mann–
Whitney
U Test
W-Wi l-
coxon Z
Sig.
asymp-
totic
(bilat-
eral)
P1 Style of
organisational
culture
1248.500 13183.500 −2.28 .022
P2 Leadership
and management
support
1604.000 1857.000 –.47 .637
P3 Flexible
organisational
structure
1684.500 13619.500 –.04 .963
P4 Organisational
resources and
capacities
1547.500 1800.500 –.74 .459
P5 Style of
leadership and
management
1560.500 1813.500 –.69 .485
P6 Management
of the area of
human talent
1518.500 13453.500 –.92 .353
P7 Working
conditions 1564.500 1817.500 –.69 .486
P8 Organisational
climate 1528.500 13463.500 –.95 .338
P9 Working
conditions 1668.000 1921.000 –.15 .874
P10
Self-improvement 1669.000 13604.000 –.13 .896
P11 Labor surveys 1585.000 13520.000 –.59 .554
P12 Professional
growth 1318.000 1571.000 −2.27 .023
P13 Personal
growth 1648.000 13583.000 –.27 .783
P14
Remuneration
policy
1585.000 1838.000 –.57 .565
P15 Scale of
acknowledgments 1673.000 13608.000 –.10 .913
P16 Labor
exibility 1681.500 1934.500 –.06 .947
P17 Labor
happiness 1650.000 1903.000 –.26 .794
P18
Self-realisation 1560.500 13495.500 –.75 .453
P19 Opportunity
of promotion 1393.000 1646.000 −1.70 .088
P20 Training
opportunities 1526.000 1779.000 –.98 .326
P21 Commitment
to the
organisation
1586.000 1839.000 –.57 .565
P22 Personal
attitude 1424.000 1677.000 −1.65 .098
P23 Policy of
loyalty to the
collaborators
1507.500 1760.500 –.95 .337
P24 Time for the
family 1631.000 1884.000 –.42 .674
P25 Respect for
diversity 1421.500 1674.500 −1.54 .122
P26 Healthy living 1602.000 1855.000 –.49 .618
P27 Economic
bonuses 1477.000 1730.000 −1.07 .281
P28
Compensation
and bonuses
1657.000 13592.000 –.18 .853
P29 Retention
plan of best
collaborators
1585.000 13520.000 –.56 .571
P30 Budget for
training 1692.500 13627.500 –.00 .993
P31 Recognition
by objectives 1534.500 1787.500 –.88 .376
P32 Management
to retain
customers
through the
actions of the
collaborators
1603.500 1856.500 –.44 .655
P33 Plan of health
policies 1354.000 1607.000 −1.68 .092
P34
Compensation
to the partners
according to the
results with the
creation of value
1529.000 1782.000 –.87 .384
Development of an Emotional Salary Model: a Case of Application
Indian Journal of Science and TechnologyVol 12 (42) | November 2019 | www.indjst.org
16
if appropriate, compares the responses with the values
“pattern” or “reference” (also known as “standard values”).
e analysis uses the ratings or ratings of the attributes.37
In this sense, the Kappa index is traditionally used; it is
an instrument designed by Cohen that adjusts the eect
of chance in the proportion of the observed agreement
and represents the maximum possible agreement or
concordance, not due to chance.38 e Kappa index
related to the agreement that exhibits the observers,
beyond the due to chance, with the potential agreement,
also beyond the chance. e process of development
of the index is to calculate the dierence between the
proportion, according to what has been observed, and
the proportion, according to what was expected by
chance. e numerator of the Kappa coecient expresses
the proportion of the observed as less than expected,
while the denominator is the dierence between total
agreement and the expected proportion by chance. In
conclusion, the Kappa corrects the agreement only by
chance, as is the proportion of the agreement noted
that exceeds the proportion by chance. If this value is
equal to 1, we would be faced with a situation in which
the concordance is perfect (100% of total agreement or
agreement), and, therefore, the proportion by chance
is zero; when the value is 0, there is total disagreement
and then the expected proportion by chance is equal to
the observed proportion. Table 15 presents the results of
symmetric measures for each Kappa:
According to the results obtained in each of the
associated answers to the experts consulted, the
concordance is almost perfect, is between moderate
and good.39 Statistical methods for the evaluation of
the consistency and reproducibility are dependent on
the characteristics of the phenomenon to be studied
and should be subject to a rigorous methodology. Your
selection depends on the type of variable to be measured
and the parameters that you want to evaluate.
5. Conclusions
From the empirical analysis, we found that for companies
that are proposing that a strategic management of
human talent it is necessary to achieve productivity and
competitiveness in the sector of the economy that the
company has stronger sales, bigger market share, and
is looking to increase clients, who are valued and well-
attended; this is achieved with satised employees in the
emotional and labour dimensions.
In the statistical analysis of predictive explanatory type,
it was found that the instrument was validated by experts;
the responses of the test by employers and the results
that were found in each of the statistical indices analysed
allow to conclude that the model of emotional salary
should be considered by the companies of any size or type
of organisation, thus allowing to nd the relationship
between satisfaction, employment, and productivity; it is
a way to nd healthy companies in both the internal and
external environments.
e signicant results, which give validity to the test
and to the relationship of the dimensions and items,
showed a Cronbach’s alpha of 0.0941. at indicates an
excellent result of all items identied, and a signicance
value big enough for this type of analysis. At the same
time, the measure of Kaiser Permanente, Mayer and
Olkin (KMO), by means of the Chi-square test, was able
to demonstrate a superior outcome of 0.65, which states
that the factorial analysis applied is optimal in this case.
Dening an emotional wage policy in organisations
allows to reduce levels of job dissatisfaction, rotation
of sta, and medical disabilities caused by stress,
tiredness, or by carrying out prolonged, time-consuming
activities by the implementing partners; this implies
that there are situations of dissatisfaction, frustration,
and lack of interest in the work. With regard to the
science, companies now have a model that may provide,
according to their needs, an instrument for continuous
improvement and a model that contributes to the logic
of the humanised management, stressing that it was the
Table 15. Symmetric measures
Kappa Va lue
Asymptotic
standard
errora
Approxi-
mate Tb
Approxi-
mate
signicance
E 1 1.000 0.000 6.856 0.000
E 2 1.000 0.000 6.856 0.000
E 3 0.946 0.054 6.492 0.000
E 4 0.946 0.054 6.492 0.000
E 5 0.554 0.139 4.241 0.000
E 6 0.888 0.077 6.129 0.000
E 7 0.888 0.077 6.129 0.000
E 8 0.475 0.144 3.825 0.000
E 9 0.475 0.144 3.825 0.000
E 10 0.578 0.138 4.154 0.000
aNot assuming the null hypothesis
bUsing the asymptotic standard error based on the null hypothesis
Indian Journal of Science and Technology 17
Vol 12 (42) | November 2019 | www.indjst.org
Victor Daniel Gil Vera, Juan Diego Betancur A., Luis Fernando Quintero, Isabel Cristina Puerta Lópera,
Catalina Quintero López and Javier Sebastían Ruíz Santacruz
result of the empirical evidence and construction, and is a
phenomenon that has not been studied in depth.
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