Exploring empowerment and soft skills, substantial arguments for organizational work innovation

Abstract

Objective. The present theoretical construct allowed us to discover how the actions of human resources through their soft skills become a source and source of innovation in organizations. Methodology. The study was based on positivism as a philosophy, deductive theoretical approach, single-method quantitative methodology, cross-sectional horizon, research strategy based on the survey and as a technique the questionnaire and statistical analysis in order to verify the correlation of variables. The target population was limited to merchants registered in the Chamber of Commerce of the city of Ocaña, which allowed applying the instrument to a sample of 306 key informants.

Results. The organizations consider the action of the human resource as supra important, it is necessary to empower the collaborator for his participation, therefore, he demands stability, and participates by being motivated emotionally and not so much economically, and they see in the trainings an important niche. Human resources are willing to take risks in their decisions up to the level of their responsibility, and motivation and work environment are key syntheses. The level of empowerment on the part of the company is fundamental to go in search of continuous improvement, and that, the support is fundamental so that the leadership is engendered and is also prone to the creation of value. Another aspect is that with their soft skills they are willing to make additional efforts for the team and the entity, which will ultimately lead to the creation of the organization's brand through the positioning of the service and/or product. But in short, the overall importance of soft skills in terms of innovation and labor impact is manifested by the corporate culture of trust in the development of activities.

Researchers' contributions. Under the auspices of the connoisseurs of theories on human resource management, it becomes a non-negotiable requirement to attend to and understand that soft skills are the universe of conditions for the collaborator to contribute unconditionally to the creation of value and organizational brand.

Conclusions. The brand is definitely created when the employee is motivated and when the actions of the organizational culture directly and clearly contribute to the spiritual growth, not in a religious sense, but in the sense of consolidation of the employee and then reverting it to the entity. Appreciating and encouraging employees' soft skills will allow the organization to operationalize innovation and mutual value creation. Assertive communication spaces and full trust are fundamental in modern organizations.