Perfil de formación profesional como variable asociada al desempeño individual en ventas
No hay miniatura disponible
Fecha
2026-06-01
Autores
Título de la revista
ISSN de la revista
Título del volumen
Editor
Universidad Tecnológica Centroamericana UNITEC
Resumen
El estudio caracterizó el perfil de formación profesional y el desempeño individual en ventas del personal comercial de Water Technologies Honduras (octubre 2025 – marzo 2026), mediante un análisis comparativo entre perfiles técnicos y comerciales, con el fin de orientar las decisiones de reclutamiento, selección y desarrollo de la fuerza de ventas. Se sustentó en la Teoría del Capital Humano de Becker (1964) y en la Teoría del Ajuste Persona-Puesto de Edwards (1991) y Kristof-Brown et al. (2005), bajo un enfoque mixto, con diseño de triangulación concurrente, basado en un estudio de caso aplicado. La población prevista estuvo conformada por 17 colaboradores comerciales y 4 decisores institucionales de Water Technologies Honduras. Se aplicó inclusión total al personal comercial, con una tasa de respuesta del 100%, y se obtuvieron entrevistas completas de 2 de los 4 decisores previstos, situación reconocida como una limitación del estudio. Los resultados mostraron una composición formativa heterogénea (29% técnico, 35% comercial y 35% mixto), un desempeño concentrado en niveles medios y un 100% que requería formación adicional. Las habilidades de cierre y la gestión de relaciones presentaron la mayor divergencia, y la experiencia comercial previa fue el factor de mayor peso; el 47% ingresó sin experiencia y el 67% atribuyó la rotación al desajuste formación-puesto. Con base en estos hallazgos se formuló una propuesta para un lineamiento estratégico de selección y desarrollo del talento comercial, articulado en cinco componentes.
This study analyzed the relationship between professional training profile and individual sales performance among the commercial staff of Water Technologies Honduras (October 2025– March 2026), to inform the recruitment, selection, and development decisions of the sales force. It was grounded in Becker's Human Capital Theory (1964) and the Person-Job Fit Theory of Edwards (1991) and Kristof-Brown et al. (2005), under a mixed-methods approach with a concurrent triangulation design, based on an applied case study. The planned population comprised 17 commercial employees and four institutional decision-makers. A full-inclusion strategy was applied to the commercial staff, achieving a 100% response rate, while complete interviews were obtained from two of the four decision-makers, a limitation acknowledged in the study. Data were collected through a self-perception questionnaire and interviews. The results revealed a heterogeneous training composition (29% technical, 35% commercial, and 35% mixed), performance concentrated at intermediate levels, and 100% of staff reporting a need for additional training. Closing skills and customer-relationship management showed the greatest divergence, while prior commercial experience emerged as the most influential factor; 47% had joined without experience and 67% attributed turnover to the training-job mismatch. Based on these findings, the proposal was formulated for a strategic guideline for the selection and development of commercial talent, structured around five components.
This study analyzed the relationship between professional training profile and individual sales performance among the commercial staff of Water Technologies Honduras (October 2025– March 2026), to inform the recruitment, selection, and development decisions of the sales force. It was grounded in Becker's Human Capital Theory (1964) and the Person-Job Fit Theory of Edwards (1991) and Kristof-Brown et al. (2005), under a mixed-methods approach with a concurrent triangulation design, based on an applied case study. The planned population comprised 17 commercial employees and four institutional decision-makers. A full-inclusion strategy was applied to the commercial staff, achieving a 100% response rate, while complete interviews were obtained from two of the four decision-makers, a limitation acknowledged in the study. Data were collected through a self-perception questionnaire and interviews. The results revealed a heterogeneous training composition (29% technical, 35% commercial, and 35% mixed), performance concentrated at intermediate levels, and 100% of staff reporting a need for additional training. Closing skills and customer-relationship management showed the greatest divergence, while prior commercial experience emerged as the most influential factor; 47% had joined without experience and 67% attributed turnover to the training-job mismatch. Based on these findings, the proposal was formulated for a strategic guideline for the selection and development of commercial talent, structured around five components.
Palabras clave
Ajuste persona-puesto, Desempeño en ventas, Gestión del talento humano, Perfil de formación profesional, Reclutamiento y selección