Plan de adaptación al cambio para personal operativo del grupo 1- Finca San Luis
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Date
2025-11-07
Journal Title
Journal ISSN
Volume Title
Publisher
Universidad Tecnológica Centroamericana UNITEC
Abstract
El presente estudio tuvo como objetivo proponer un plan estratégico de adaptación al cambio para el grupo 1 de jornaleros de la finca San Luis, con el fin de mejorar su capacidad de respuesta ante las modificaciones operativas en el área de producción agrícola. La investigación se desarrolló bajo un enfoque mixto, con un diseño no experimental de tipo descriptivo-analítico. Para la recolección de datos, se aplicaron encuestas a una muestra de 108 trabajadores y entrevistas a tres directivos. Los principales hallazgos reflejaron una coexistencia de actitudes favorables y resistentes al cambio: el 76% valoró positivamente las capacitaciones y el 71.3% afirmó sentirse apoyado por sus superiores; sin embargo, el 44.5% manifestó dificultades para adaptarse a las nuevas formas de trabajo, y se evidenciaron debilidades en la comunicación y la participación en la toma de decisiones. A partir de estos resultados, se diseñó un plan de intervención estructurado en cinco ejes: liderazgo transformacional, capacitación continua, comunicación asertiva, acompañamiento administrativo y gestión de la resistencia. Se concluyó que la adaptación al cambio no fue homogénea y que su éxito dependió de la atención al componente emocional, la claridad en la comunicación y el fortalecimiento del liderazgo. Se recomendó institucionalizar espacios permanentes de diálogo, formación técnica y seguimiento estructurado que permitan consolidar una cultura organizacional abierta al aprendizaje, con el fin de mejorar la eficiencia operativa, el compromiso del personal y la sostenibilidad de la finca en un entorno agrícola altamente competitivo.
This study aimed to propose a strategic adaptation plan for Group 1 of field workers at Finca San Luis, in order to improve their responsiveness to operational changes in the agricultural production area. The research was conducted using a mixed-method approach with a non- experimental, descriptive-analytical design. Data were collected through surveys administered to a sample of 108 workers and interviews with three members of the management team. The main findings revealed a coexistence of favorable and resistant attitudes toward change: 76% of participants positively valued the training received, and 71.3% reported feeling supported by their supervisors. However, 44.5% expressed difficulties adapting to new work methods, and weaknesses were identified in communication processes and participation in decision-making. Based on these results, an intervention plan was designed around five strategic pillars: transformational leadership, continuous training, assertive communication, administrative support, and resistance management. The study concluded that adaptation to change was not homogeneous and that its success depended on addressing emotional aspects, ensuring clear communication, and strengthening leadership. It was recommended to institutionalize regular spaces for dialogue, technical training, and structured monitoring to foster an organizational culture open to learning. This would contribute to improving operational efficiency, enhancing worker engagement, and reinforcing the sustainability of the farm in a highly competitive agricultural environment.
This study aimed to propose a strategic adaptation plan for Group 1 of field workers at Finca San Luis, in order to improve their responsiveness to operational changes in the agricultural production area. The research was conducted using a mixed-method approach with a non- experimental, descriptive-analytical design. Data were collected through surveys administered to a sample of 108 workers and interviews with three members of the management team. The main findings revealed a coexistence of favorable and resistant attitudes toward change: 76% of participants positively valued the training received, and 71.3% reported feeling supported by their supervisors. However, 44.5% expressed difficulties adapting to new work methods, and weaknesses were identified in communication processes and participation in decision-making. Based on these results, an intervention plan was designed around five strategic pillars: transformational leadership, continuous training, assertive communication, administrative support, and resistance management. The study concluded that adaptation to change was not homogeneous and that its success depended on addressing emotional aspects, ensuring clear communication, and strengthening leadership. It was recommended to institutionalize regular spaces for dialogue, technical training, and structured monitoring to foster an organizational culture open to learning. This would contribute to improving operational efficiency, enhancing worker engagement, and reinforcing the sustainability of the farm in a highly competitive agricultural environment.
Keywords
Adaptación, Capacitación, Comunicación interna, Gestión del cambio, Resistencia al cambio