Happiness management e intención de rotar: diferencias sectoriales en los efectos de mediación del estrés
DOI:
https://doi.org/10.17561/ree.n2.2025.9542Keywords:
happiness management , estrés laboral, intención de rotar, teoría JD-R, análisis multigrupoAbstract
La retención del talento y la reducción del estrés laboral son desafíos fundamentales en la
gestión organizacional actual. Este estudio analiza el efecto del Happiness Management
sobre la intención de rotación, considerando el estrés laboral como variable mediadora y
comparando empleados del sector público y privado. Basado en la teoría de demandas y
recursos laborales (JD-R), se utilizó un diseño cuantitativo, no experimental y transversal.
Se recolectaron datos mediante un cuestionario en línea aplicado a 414 empleados en
México, y se analizaron con modelado de ecuaciones estructurales basado en covarianza
(CB-SEM) y análisis multigrupo (MGA). Los resultados muestran que el Happiness
Management reduce significativamente la intención de rotación, tanto directa como
indirectamente, al disminuir el estrés laboral. Este efecto es más fuerte en el sector privado,
donde la menor estabilidad laboral incrementa la sensibilidad al bienestar organizacional.
En cambio, en el sector público, el estrés tiene mayor influencia sobre la rotación, lo que
sugiere que factores como la burocracia y la escasez de incentivos pueden limitar el efecto
de las políticas de felicidad. Los datos obtenidos subrayan la importancia de adaptar las
estrategias organizacionales al contexto sectorial. Las organizaciones privadas pueden
beneficiarse más de programas de bienestar, mientras que las públicas deberían enfocarse
en reducir el estrés. Este estudio aporta evidencia empírica para integrar el Happiness
Management en la gestión estratégica del talento, promoviendo entornos laborales más
saludables y sostenibles.
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