Rotación
del personal, incidencia en los procesos internos de la dirección distrital del
ministerio de desarrollo humano, Salinas
Roy Alejandro Mora Oyola[*]
Roxana Del Carmen Alvarez Acosta *
ABSTRACT
Effective
human capital management is essential for the uninterrupted operational
efficiency of public entities. The phenomenon of staff turnover directly
affects an organization’s productivity and the uninterrupted continuity of its
management functions. The public sector is particularly impacted by this
phenomenon, as high levels of employee turnover create challenges for
organizational integration, effective knowledge retention, and the achievement
of strategic goals. This paper seeks to analyze the impact of employee turnover
on the internal operations of the Salinas District Office of the Ministry of
Housing and Urban Development (MDH). The author employed a
descriptive-correlational approach within a non-experimental framework and a
mixed-methods design. From a total population of 350 public servants, a
representative sample of 184 was derived using the statistical sampling formula
for finite populations. The main data collection techniques used were
structured questionnaires, semi-structured interviews, and document analysis.
The analysis showed that staff turnover negatively impacts operational
continuity, increases the workload, and hinders the transfer of institutional
knowledge. Additionally, contractual instability, organizational climate, and a
lack of upward career mobility were identified as factors contributing to job
mobility. It has been established that the stability of human talent is a
critical element for enhancing institutional sustainability, the efficiency of
internal processes, and operational effectiveness.
Keywords:
staff turnover, internal processes, human talent,
institutional efficiency, organizational climate.
RESUMEN
La gestión efectiva del capital
humano es fundamental para la eficacia operativa ininterrumpida de las
entidades públicas. El fenómeno de la rotación de personal afecta directamente
la productividad de una organización y la continuidad ininterrumpida de sus
funciones de gestión. El sector público se ve particularmente impactado por
este fenómeno, ya que altos niveles de rotación de empleados generan desafíos
para la integración organizacional, la retención efectiva del conocimiento y el
logro de metas estratégicas. Este documento busca analizar el impacto de la
rotación de empleados en el funcionamiento interno de la Dirección Distrital de
MDH Salinas. El autor utilizó un enfoque descriptivo correlacional dentro de un
marco no experimental y un enfoque de métodos mixtos. De la población total de
350 servidores públicos, se derivó una muestra representativa de 184 mediante
la fórmula de muestreo estadístico para poblaciones finitas. Las principales
técnicas de recolección de datos empleadas fueron cuestionarios estructurados,
entrevistas semiestructuradas y análisis documental. El análisis mostró que la
rotación de personal impacta negativamente en la continuidad operativa, aumenta
la carga de trabajo y dificulta la transferencia del conocimiento institucional.
Además, se identificaron la inestabilidad contractual, el clima organizacional
y la falta de movilidad profesional ascendente como factores de movilidad
laboral. Se ha establecido que la estabilidad del talento humano es un elemento
crítico para potenciar la sostenibilidad institucional, la eficiencia de los procesos
internos y la efectividad operativa.
Palabras clave: rotación del personal, procesos
internos, talento humano, eficiencia institucional, clima organizacional.
INTRODUCTION
Human talent management is vital to the proper
functioning of public institutions, as employee performance determines
operational continuity, the quality of services provided, and the degree to
which the institution’s objectives are met. In this regard, employee turnover
is a persistent problem in modern organizations, particularly in the public
sector, where job stability affects the sustainability of administrative and
technical processes. Numerous studies indicate that high turnover reduces
productivity, increases operating costs, and hinders the accumulation of
organizational memory
In Latin America, public sector organizations face
structural challenges in human talent management, such as difficulty retaining
staff, constant administrative changes, and a lack of organizational planning.
These conditions create disruptions in the execution of activities and diminish
the institutional capacity to respond adequately to social needs. Recent
studies indicate that employee turnover in the public sector negatively affects
the stability of work teams, increases the fragmentation of work processes, and
reduces the quality of services provided to citizens
Staff turnover involves the continuous entry and exit
of employees within an organization, which can result from resignations,
restructuring, layoffs, or lateral transfers. Although a certain degree of
turnover can help revitalize an organization , high levels of turnover can
result in the loss of organizational memory, challenges in knowledge transfer,
and difficulties in executing strategic initiatives. Furthermore, due to their
reliance on standardized administrative procedures, public sector organizations
tend to be more susceptible to turnover, as their processes involve compliance
with regulations and public policies
In this context, internal processes are a key
component for optimizing an organization and its ability to deliver services.
These processes encompass the administrative, operational, and coordination
functions necessary for fulfilling technical and social roles. Organizations
that suffer from high employee turnover face challenges related to onboarding
new staff, redistributing roles, and a loss of continuity in organizational
procedures. As a result, delays occur, along with an increased workload for staff
and a decline in the quality of administrative services
In Ecuador, high turnover rates among public sector
employees are attributed to persistent changes in management, as well as
deficiencies in talent retention systems. Public institutions need employees
who possess the necessary experience and technical knowledge, as such
experience is essential for the uninterrupted functioning of internal systems
and the effective fulfillment of the institution’s mandates. However,
insufficient job security, a lack of motivation, and the absence of mechanisms
for organizational development continue to create conditions for high turnover
rates that hinder institutional performance and the delivery of quality
services to citizens
Like other institutions, the MDH Salinas District
Office is affected by the reality of staff turnover, as it can disrupt
administrative processes, interdepartmental coordination, and the continuous
execution of operational tasks. Constant employee turnover limits the formation
of cohesive technical teams and hinders the efficient adaptation of new staff
to the institution’s operational framework. Furthermore, staff turnover can
negatively affect the organizational climate, the distribution of work, and the
timely execution of tasks related to the delivery and administration of social
programs
From an organizational perspective, analyzing staff
turnover is essential for identifying certain aspects of administrative
management, the state of the work environment, and the functional effectiveness
of institutional processes. Understanding this phenomenon is crucial for
designing strategies aimed at improving job stability and optimizing human
resources management. The most recent research indicates that turnover and
operational efficiency in public institutions can be positively influenced by
ongoing training, an improved organizational climate, and the establishment of
workplace recognition mechanisms
The objective of this research is to analyze the
impact of staff turnover on the internal processes of the Salinas District MDH
Office, considering the organizational effects resulting from workforce
mobility within the institution. This research seeks to determine the effect of
human talent variability on the administrative management of processes, the
uninterrupted execution of processes, and the institution’s overall
performance. Finally, this study provides relevant information to support the
improvement of human talent management strategies in public organizations that
provide social development and social services.
Employee turnover is an organizational metric related
to the stability and movement of staff within an organization. This phenomenon
is linked to work-related, management, and incentive factors that affect the
balance of human talent. In the public sector, high turnover can result in the
loss of technical expertise, disruptions to operational continuity, and reduced
institutional efficiency, particularly when retention and organizational
strengthening measures are insufficient
Worker mobility has economic and administrative
repercussions due to the need to recruit, train, and onboard new employees.
Furthermore, frequent layoffs prevent the formation of stable work teams and
reduce effective coordination among different units. Studies have shown that
companies experiencing high employee turnover find it more difficult to
maintain high quality and continuity in the performance of strategic activities
This term describes the administrative, technical, and
operational processes that support an organization’s functioning. These
processes contribute to organizational cohesion, functional alignment, and
precision in service delivery. In public organizations, the effectiveness of
internal processes depends on workforce stability, the appropriate distribution
of tasks, and the uninterrupted flow of organizational processes
Changes in internal structures can lead to
administrative delays, excessive workloads, and a reduced organizational
capacity to meet the public’s needs. When staff turnover is high, organizations
face challenges in adapting to new personnel and the loss of transferred
technical skills. This scenario affects workflow and limits the timely
execution of organizational tasks
Organizational climate refers to employees’
perceptions of working conditions, the flow of communication within the
institution, and relationships among employees. A positive workplace climate
increases employees’ commitment to the institution, motivates them, and helps
reduce turnover rates. Conversely, a negative workplace climate can lead to
demotivation, intergroup conflicts, and a decline in the organization’s
productivity
The retention of talent in public institutions is
often influenced by job stability. Employees are more satisfied when they
perceive opportunities for professional growth, and that satisfaction makes
them more likely to remain with the institution. Research shows that
organizations that implement policies for workplace recognition and employee
well-being experience lower turnover and higher productivity
Human talent management involves the planning,
teaching, and reinforcement of personnel strategies within an organization.
Well-executed human talent management in public institutions contributes to
improved institutional performance, strengthens staff competencies, and ensures
the continuity of administrative processes. Training and evaluation programs
create stability within the organization and help reduce employee turnover
Furthermore, strategies for employee retention and
motivation increase the level of commitment to the institution and boost the
organization’s efficiency and productivity. In the case of public institutions,
there should be policies that promote staff well-being, because retaining
qualified personnel ensures the uninterrupted flow of internal processes and
improves the services offered to the public. Therefore, intentional human
capital management becomes a vital factor in ensuring the institution’s efficiency
and sustainability
MATERIALS AND METHODS
The study
analyzed the effects of employee turnover on the internal operations of the MDH
Salinas District Office using a comparative approach with a
descriptive-correlational scope. The quantitative part of the study focused on
the levels of impact related to job stability, organizational climate,
operational continuity, and institutional efficiency. On the other hand, the
qualitative component facilitated the interpretation of employees’ perspectives
and experiences regarding job mobility and its implications for the
organization.
The research
employed a non-experimental, cross-sectional design, as the variables were
assessed without intervention or intentional manipulation by the researcher.
Similarly, data were collected during a single time period, which allowed for
an analysis of the relationships between staff turnover and the functioning of
the institution’s administrative and operational processes.
The research
was conducted at the Salinas District Office of the Ministry of Human
Development (MDH), one of the public entities that implements social programs
and services for priority and vulnerable groups and populations in the Province
of Santa Elena. The study population consisted of 350 employees in
administrative, technical, and operational positions related to institutional
management, social services, and the implementation of public projects.
To calculate
the sample size, the statistical formula for finite populations was used,
considering a 95% confidence level and a 5% margin of error. This yielded a
representative sample of 184 employees, which allowed the researcher to obtain
reliable and relevant data related to the variables of interest. The
participant selection process was biased toward data related to occupational
safety, institutional continuity, operational workload, and the organization’s
overall performance.
Table 1. Distribution
of the study population and sample
|
Institutional
area |
Population
(N) |
Sample (n) |
Participation
(%) |
|
Administrative
area |
92 |
48 |
26.1 |
|
Technical
area |
138 |
72 |
39.1 |
|
Operations |
87 |
46 |
25.0 |
|
Human
Resources and Planning |
33 |
18 |
9.8 |
|
Total |
350 |
183.4 |
100% |
Source: Author
Compiled by: Author
Data collection methods included structured surveys,
semi-structured interviews, and document analysis. The survey used a
Likert-scale questionnaire designed to assess staff turnover and the influence
of the institution’s internal processes. In addition, the interviews provided
insights and experiences from administrative and technical staff regarding the
organizational impacts resulting from job mobility.
The document review provided an overview of
institutional reports, administrative documents, and policies regarding human
talent management and organizational operations. Quantitative data were
processed in Microsoft Excel and SPSS, using frequencies, percentages, and
graphical tools to interpret the statistical results. Furthermore, qualitative
data were analyzed descriptively and comparatively, which served to enrich and
consolidate the findings from the two methodological phases.
RESULTS
Institutional
Perception of the Impact of Staff Turnover on Internal Processes
Surveys
conducted among employees of the MDH Salinas District Office revealed
dimensions related to job stability, organizational effectiveness, operational
continuity, and institutional efficiency. The quantitative data show that
employee turnover directly affects internal processes, particularly with regard
to administrative coordination, the management of organizational knowledge, and
the achievement of the institution’s objectives.
Figure1
. Overall results on institutional acceptance
Source:
Surveys conducted
The
indicators that received the highest levels of acceptance indicate that a
significant proportion of staff members hold a positive view of the
organizational climate, sense of belonging, and prospects for professional
development within the institution. Employees continue to demonstrate loyalty
to the institution despite the difficulty of job mobility. This situation
reflects organizational unity and functional flexibility in some of the
administrative and technical divisions.
However, the
positive results continue to reveal substantial institutional inconsistencies.
Although there is a sense of identification with the institution and relative
job stability, there is evident uncertainty regarding operational continuity,
workload, and knowledge transfer. This pattern of behavior shows that
organizational commitment intensifies alongside operational stress and
administrative fatigue.
The extent
to which the institution relies on the institutional memory of long-tenured
staff is reflected in the high percentages of problems associated with
decision-making, goal monitoring, and the evaluation of project impacts on the
institution. Therefore, high staff turnover poses a considerable threat to
technical continuity, coordination among units, and operational sustainability,
especially with regard to social services and the implementation of public
service programs.
Figure2
. Overall results showing a neutral perception of staff turnover and internal
processes
Source:
Surveys conducted
Neutral
responses indicate a lower statistical ranking compared to responses indicating
agreement or disagreement. However, neutral responses hold a certain degree of
analytical merit within the study. The data indicate that some respondents
perceive the impact of staff turnover to be moderate, specifically regarding
user satisfaction, salary perceptions, and institutional continuity. This trend
illustrates differences in perception across divisions and operational levels
of the organization.
The
existence of neutral criteria also provides a basis for situational
interpretations of institutional ambiguity regarding how staff turnover affects
specific administrative processes. This may involve variations in the
operational workload, work experience, and the number of staff involved in
fundamental institutional management processes. Therefore, this perceptual
variability demonstrates that organizational effects are not uniformly
distributed across all areas of the institutions.
Figure3
. Overall results of institutional disagreement
regarding staff turnover and internal processes
Source:
Surveys conducted
The mentions
of disagreement highlight the main problems related to employee turnover at the
MDH Salinas District Office, such as dissatisfaction with salary and increasing
workloads, as well as challenges related to knowledge transfer and oversight of
institutional objectives. The findings indicate that constant employee turnover
is detrimental to the organization’s overall efficiency and the institution’s
operational consistency.
The
significant negative perception regarding salary suggests potential
demotivation and burnout in some areas of the institution. Similarly, the
results regarding operational overload indicate that continuous staff turnover
leads to role reassignments and the assumption of additional duties during the
recruitment and onboarding phases for new staff. This situation leads to a
temporary increase in work pressure and a decrease in the institution’s
operational capacity.
Information
was gathered through interviews with administrative and technical staff at the
Salinas District Office of the MDH regarding perceptions of workplace safety,
organizational effectiveness, operational continuity, and institutional
management. Staff turnover is an organizational concern that is directly
impacting internal processes, primarily in terms of administrative integration,
project continuity, and the efficiency of the institution’s operations.
Interviewees
highlighted contractual instability, a lack of career development
opportunities, and high workloads as the main causes of high staff turnover.
Furthermore, frequent staff changes have been generating feelings of job
insecurity, worsening the organizational climate, and hindering the formation
of stable teams of professionals. In some administrative and technical units,
this situation has increased operational burnout and reduced organizational
commitment.
With regard
to internal processes, staff turnover affects project implementation, creates
obstacles to coordination, and reduces continuity within the organization. The
onboarding and training of new employees lead to a short-term decline in the
organization’s productivity. Furthermore, these areas are most significantly
affected by the lack of programs in social services, citizen participation, and
records management.
Challenges
in capturing qualitative data are associated with the departure of senior
staff, which significantly impacts knowledge retention and the organization’s
institutional memory. Participants noted that insufficient documentation of
procedures increases operational risks and disrupts the continuity of
institutional operations. Such conditions create administrative bottlenecks,
operational errors, and gaps in the monitoring of the organization’s
objectives.
Similarly,
constant changes within an organization lead to disruptions in internal
communication and interdepartmental coordination, as demonstrated by the survey
results. Ongoing recruitment hinders the development of strong working
relationships and increases the operational burden on senior employees. For
this reason, interviewees emphasize the importance of a stable workforce for
improving organizational efficiency and sustainability.
Table 2. Impact
of staff turnover on internal institutional processes
|
Factors
Associated with Staff Turnover |
Internal
processes affected |
Level of
impact |
Frequency of
mention |
|
Contractual instability |
Institutional operational continuity |
High |
Very common |
|
Work overload |
Administrative and technical performance |
High |
Very common |
|
Departure of experienced
staff |
Knowledge transfer |
High |
Very frequent |
|
Frequent staff turnover |
Internal communication |
Medium-High |
Recurring |
|
Lengthy adaptation
processes |
Institutional productivity |
Medium-High |
Recurring |
|
Inadequate work
environment |
Institutional retention |
High |
Very Recurrent |
|
Lack of retention strategies |
Tracking of operational goals |
High |
Very frequent |
|
Weak institutional
coordination |
Interdepartmental management |
Medium-High |
Recurring |
|
Limited ongoing training |
Operational efficiency |
Medium |
Moderate |
|
Loss of institutional
memory |
Continuity of projects and services |
High |
Very frequent |
Source:
Interviews conducted
Prepared by:
Author
Staff
turnover goes beyond the administrative sphere of labor mobility and becomes a
structural factor that threatens the operational sustainability and
institutional resilience of the MDH Salinas District Office. Reliance on the
organizational memory embodied in veteran staff creates systemic weaknesses
during continuous cycles of staff turnover and recruitment.
Similarly,
the combination of contractual instability, operational overload, and a
deteriorating organizational climate creates an institutionally problematic
situation that simultaneously affects productivity, coordination across
different levels of the organization, and the social continuity of the service
provided. Therefore, qualitative assessments lead us to conclude that
strengthening retention strategies, knowledge management, and employee
well-being is a priority for the organization to achieve efficiency and
sustainable internal processes.
Figure4
. Aggregate data for multivariate graphical
representation
Source:
Interviews conducted
Prepared by:
Author
Discussion of Results
The research
indicates that employee turnover has a detrimental effect on operational
processes within the MDH Salinas District Office. Turnover impacts operational
continuity, knowledge transfer, coordination among various departments, and the
tracking of objectives within the institution. The results confirm that the
constant turnover of human resources is a structural barrier to organizational
effectiveness and institutional sustainability, particularly in public
organizations dedicated to social and civic service
The findings
are consistent with Chiavenato
The results
of this study can be compared to social research studies conducted in Latin
America within institutions experiencing high rates of employee turnover, which
hinder cohesion among technical teams, create operational pressure, lead to a
lack of professional recognition, and result in deficits in organizational
well-being. At the Salinas District Office of the MDH, staff turnover led to
emotional exhaustion and prevented the development of sustainable
organizational structures—a phenomenon that directly impacts productivity and
the quality of public service
The data
obtained are central to the research conducted by Longo and Iacoviello (2022).
These studies highlight the challenge of retaining human resources in public
institutions and cite limited budgets, rigid administrative structures, and
restrictions in recognition/reward systems. However, the study identified
consequences stemming from staff turnover, as some employees still report a
sense of belonging and commitment to the institution. This situation
demonstrates the presence of organizational cohesion and operational fatigue—a
phenomenon that remains under-explored in contemporary studies on public
administration and employee retention
Furthermore,
the qualitative results showed that the loss of staff with job stability has a
significant impact on institutional knowledge management. The lack of formal
mechanisms for onboarding, documenting, and transferring knowledge increases
operational errors, delays project implementation, and reduces the continuity
of services aimed at at-risk populations. Therefore, the loss of cognitive
capital is one of the main structural damages associated with staff turnover in
public and social organizations
Some of the
study’s challenges stem from its cross-sectional design and the fact that it
analyzed a single public institution, which limits the generalizability of the
findings. Furthermore, the interview data may reflect certain biases related to
the interviewees’ personal histories. However, the use of surveys and
interviews strengthened the reliability of the interpretation and shed light on
the complex impact of staff turnover on the institution’s internal functioning
The research
suggests developing methods for retention, contractual continuity, workplace
well-being, and knowledge management. Emphasis is placed on strengthening
ongoing operational continuity within an institution. This research offers
insights based on empirical evidence in an unexplored area of employee
turnover, organizational resilience, and sustainable internal processes in
public social care organizations. The study contributes to the theory of
strategic human resource management in fragile organizational environments
CONCLUSIONS
Staff
turnover affects the internal processes of the Salinas District MDH Office, as
it disrupts operational continuity, institutional coordination, and the timely
execution of administrative and technical activities. The results indicate that
staff turnover hinders operations, increases the workload, and reduces the
institution’s ability to maintain stability in organizational processes.
Staff
turnover at the institution is primarily due to contractual instability,
inadequate career prospects, and an organizational climate that is detrimental
to functionality. Situations such as these lead to a demotivated and exhausted
workforce and create an organization shrouded in ambiguity. Consequently, this
hinders the retention of key staff and the establishment of sustainable
technical teams, especially in the areas of social programs and citizen
services.
The absence
of formal systems for documentation, staff orientation, and knowledge
management contributes to the loss of institutional knowledge and memory. High
turnover among experienced staff results in a loss of operational knowledge,
increases operational risks, disrupts the continuity of institutional efforts,
and reduces administrative effectiveness—particularly in goal management,
inter-institutional collaboration, and the delivery of social services.
The
stability of the workforce is a fundamental element of institutional
sustainability and the optimization of processes at the MDH Salinas Territorial
Directorate. Therefore, the implementation of strategies focused on staff
retention, psychosocial well-being, organizational training, and institutional
knowledge management will help reduce the adverse effects of staff turnover and
enhance the institution’s operational effectiveness.
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* B.Eng.,
Escuela Superior Politécnica del Litoral, Guayaquil, Ecuador,
bravo@espol.edu.ec, https://orcid.org/0009-0004-8192-245X
* Architect, Quevedo State Technical University,
kbravoc5@uteq.edu.ec, https://orcid.org/0000-0003-3253-187X
* Ph.D., Quevedo State Technical University,
Ccoello@uteq.edu.ec, https://orcid.org/0000-0002-6251-9233