Potencialización organizacional del talento humano en la Corporación de Cacao Fino de aroma San Plácido, Ecuador J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 http://doi.org/10.5281/zenodo.15164853 ISSN: XXXX-XXXX ORIGINAL ARTICLE Organizational empowerment of human talent at the San Plácido Fine Aroma Cocoa Corporation, Ecuador  Ximena Lisbeth Rodríguez xrodriguez3583@utm.edu.ec Universidad Técnica de Manabí, Ecuador. Received: 04 October 2023 / Accepted: 06 December 2023 / Published online: 22 January 2024 © The Author(s) 2024 Ximena L. Rodríguez 1 · Néstor F. Beltrán 2 · María A. Zamora 1 Abstract This study aimed to diagnose the organizational enhancement of human talent as a management model in the Fine Aroma Cocoa Corporation of San Plácido, in the can- ton of Portoviejo, Ecuador. A mixed-methods approach was applied, combining surveys, interviews, direct observation, and analytical tools such as SWOT analysis and the Ishi- kawa Cause-and-Eﬀect Diagram to identify the strengths, opportunities, weaknesses, and threats in human resources management. The results showed that the corporation had strengths in leadership and institutional development but faced challenges in deﬁning responsibilities, organization- al communication, and service orientation. Furthermore, it was evident that motivation and training strategies required improvement, as they inﬂuenced employee commitment and performance. The SWOT analysis indicated expansion op- portunities, albeit with threats like staﬀ turnover and eco- nomic factors. At the same time, the Ishikawa Cause-and-Ef- fect Diagram revealed that poor internal communication and lack of emotional self-regulation negatively impacted pro- ductivity. It was concluded that implementing a structured human talent management model was essential to enhance organizational eﬃciency and ensure business sustainability. Keywords organizational enhancement, human talent man- agement, organizational development, business competitive- ness, Fine Aroma Cocoa Corporation. Resumen Este estudio tuvo como objetivo diagnosticar la potencialización organizacional del talento humano como modelo de gestión en la Corporación de Cacao Fino de Aro- ma San Plácido, en el cantón Portoviejo, Ecuador. Se aplicó un enfoque metodológico mixto, combinando encuestas, entrevistas, observación directa y herramientas analíti- cas como el DAFO y el Diagrama Causa-Efecto Ishikawa para identiﬁcar las fortalezas, oportunidades, debilidades y amenazas en la gestión del talento humano. Los resultados mostraron que la corporación contaba con fortalezas en li- derazgo y desarrollo institucional, pero enfrentaba desafíos en la deﬁnición de responsabilidades, comunicación orga- nizacional y orientación al servicio. Además, se evidenció que las estrategias de motivación y capacitación requerían mejoras, ya que inﬂuían en el compromiso y desempeño de los colaboradores. El análisis DAFO indicó oportunidades de expansión, aunque con amenazas como la rotación de personal y factores económicos, mientras que el Diagrama Causa-Efecto Ishikawa reveló que la falta de comunicación interna y autocontrol emocional afectaban la productividad. Se concluyó que la implementación de un modelo estructu- rado de gestión del talento humano resultaba esencial para mejorar la eﬁciencia organizacional y la sostenibilidad del negocio. Palabras clave mejoramiento organizacional, gestión del talento humano, desarrollo organizacional, competitividad empresarial, Corporación de Cacao Fino de Aroma. How to cite Rodríguez, X., Beltrán, N. F., & Zamora, M. A. (2024). Organizational empowerment of human talent at the San Plácido Fine Aroma Cocoa Corporation, Ecuador. Journal of Management and Human Resources, 2(1), 8-15. http://doi.org/10.5281/zenodo.15164853 1 Universidad Técnica de Manabí, Ecuador. 2 Universidad Gerardo Barrios, El Salvador.

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 9 Introduction Human talent management has emerged as a central ele- ment in organizational development and is considered a strategic pillar for competitiveness in a constantly evolving global environment. In this context, the organizational en- hancement of human talent is positioned as a key model that integrates theoretical, methodological, and empirical approaches to optimize individual and collective capabilities within organizations. The existing literature highlights that human talent is a critical resource. Proper management enables the alignment of individual objectives with organizational goals, thereby improving productivity and fostering innovation. For ins- tance, studies have demonstrated that talent management models that prioritize identifying, developing, and retaining high-potential employees signiﬁcantly impact organizational eﬀectiveness (Tamunomiebi & Worgu, 2020). Businesses acknowledge that organizational enhancement is one of the most crucial factors for ensuring their overa- ll functionality and facilitating change and innovation pro- cesses. From this perspective, human talent is fundamental in fostering innovation within organizations through its in- ﬂuence on leadership management practices (Gómez, 2008). Furthermore, contemporary approaches, such as integrating artiﬁcial intelligence into talent management processes, have enhanced employee engagement and performance, highligh- ting the importance of adopting innovative practices in this ﬁeld (Rožman et al., 2022). On the other hand, qualitative studies emphasize the necessity of a systemic design that considers organizational, cultural, and learning factors to en- sure the sustained development of individual competencies (Khanifar et al., 2020). Empirically, the implementation of talent management models has been shown to contribute signiﬁcantly to organi- zational learning, facilitated by intellectual capital, thus rein- forcing organizations’ ability to adapt and thrive in dynamic environments (Afshari & Nasab, 2020). However, despite conceptual and methodological advancements, challenges persist regarding the institutionalization of these practices and their acceptance within organizational structures (Me- yers, 2020). One of the primary functions of organizational enhance- ment is promoting employee behaviors that facilitate inno- vation within companies. These practices should foster trust in embracing the risks associated with change and establish motivational processes that enable employees to ﬁnd alter- native solutions to everyday or complex organizational cha- llenges (Prieto, 2020). Various studies have addressed the importance of orga- nizational enhancement of human talent and its impact on competitiveness and business diﬀerentiation. First, Rexhepi and Vladi (2015) emphasize that investing in talent manage- ment and organizational quality strategies generates a signi- ﬁcant competitive advantage, reinforcing the need to integra- te these elements into corporate strategic development. Similarly, Sen et al. (2023) found that aligning talent ma- nagement with business objectives increases proﬁtability and enhances organizational productivity. Additionally, Jaremc- zuk and Mazurkiewicz (2014) highlight that attracting and retaining highly skilled employees is essential for ensuring sustainability and organizational development in globalized environments. Moreover, Mattalatta and Andriani (2023) un- derscore that implementing talent strategies within human resource planning positively impacts business performance, reinforcing a more eﬃcient and competitive structure. Lastly, Ifeoma et al. (2015) stress that companies that de- velop integrated talent management strategies improve em- ployee retention and increase long-term productivity. These studies demonstrate that strategic human talent management is a key factor in business success, allowing companies to adapt to market demands and remain competitive in increa- singly dynamic environments. In the Ecuadorian context, Hidalgo (2015) designed an administrative management model to improve customer service quality in the GAD of Babahoyo. His ﬁndings con- cluded that implementing a high-quality administrative ma- nagement model tailored to institutional realities enhances internal processes and increases user satisfaction. Similarly, Moraño (2010) studied the importance of deﬁning an admi- nistrative management model in corporate organizations, focusing on La Fabril. His study concluded that competiti- ve diﬀerentiation allows companies to consolidate a unique market position. The research also showed that consumers prefer brands that distinguish themselves from competitors positively, making diﬀerentiation a key strategic factor. Mora (2019) also analyzed commercialization strategies to increase the Olsty bottled and puriﬁed water company’s sales in Salinas, Santa Elena province. The study determined that the low application of commercial strategies negatively aﬀected market positioning and sales levels, leading to inter- nal challenges that hindered business growth. On the other hand, the Fine Aroma Cocoa Corporation of San Plácido, in the canton of Portoviejo, Manabí provin- ce, was initially established as a small and rustic homema- de chocolate business, located in a central area of the San

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 10 Plácido parish. Initially, it produced chocolates for personal consumption and as gifts for neighbors and friends. Howe- ver, after receiving positive acceptance, the business shifted towards small-scale production for sale in local establish- ments, handcrafting all its processes. Thanks to the quality, preference, and loyalty of its dis- tinguished consumers, clients, and friends, as well as the dedication of its collaborators and partners, this company’s success has been built over time. With over ﬁve years in the market, it has provided customers with exceptional ﬂavors and unique chocolate products, positively impacting the San Plácido and Portoviejo communities. Over time, the company has sought to improve customer service. All management models are based on a cycle that begins when the customer interacts with the company. This is followed by interactions with diﬀerent employees, who create a conscious or unconscious impression of whether their needs have been met (Jiménez, 2016). Based on these antecedents, this article aims to diagnose the organizational enhancement of human talent as a mana- gement model in the Fine Aroma Cocoa Corporation of San Plácido in the canton of Portoviejo. Methodology This research used a mixed-methods approach, combining quantitative and qualitative methods to comprehensively analyze the studied phenomenon. According to Grinnell & Williams (2005), quantitative research emphasizes objectivi- ty, minimizing researcher inﬂuence on the results. Meanwhi- le, the qualitative approach, as described by Hernández et al. (2010), allows for developing research questions and hypo- theses before, during, or after data collection and analysis, oﬀering greater ﬂexibility in data interpretation. Regarding the research design, this study adopts an ex- ploratory, descriptive, and correlational approach to analyze the enhancement of human talent within the Fine Aroma Co- coa Corporation of San Plácido, establishing relationships between organizational enhancement and the eﬃciency of management models. Additionally, it is categorized as a ﬁeld study, as data collection instruments were applied directly to the corporation’s employees, enabling a ﬁrst-hand analysis of the organizational reality. Furthermore, a bibliographic review was conducted to support the study with specialized literature on management models, human talent processes, and organizational enhancement strategies. Various data collection techniques were employed to ob- tain accurate and reliable information, tailored to the study’s context and nature. First, a survey was conducted with 135 participants, including clients, partners, operators, and cor- porate personnel, to gather perceptions and opinions on hu- man talent management and its impact on the organization. To complement quantitative data, in-depth qualitative insi- ghts were gathered through an interview with the corpora- tion’s owner, focusing on key challenges and management strategies. Direct observation further enriched the study by providing empirical evidence of daily operations, enabling an accurate assessment of organizational dynamics and re- al-world practices. Finally, the Ishikawa Cause-and-Eﬀect Diagram was used to identify the causes and eﬀects of existing issues in human talent management, serving as a basis for strategic decision-making alongside the SWOT analysis. This metho- dological approach provided a holistic perspective on orga- nizational management, oﬀering key insights for developing strategies to enhance human talent within the corporation. Results and discussion Various data collection techniques were applied to analyze information, including surveys, interviews, and direct obser- vation, aimed at Fine Aroma Cocoa Corporation employees of San Plácido. The survey was conducted with a sample of 135 participants to understand their perceptions regarding human talent management, the work environment, and the eﬀectiveness of the implemented management model. Addi- tionally, the corporation’s general manager was interviewed to obtain qualitative insights on internal processes, organiza- tional strategies, and leadership. Figure 1. Perception of administrative process and work performance. Direct observation and the Ishikawa Cause-and-Eﬀect Diagram were employed to identify the causes and eﬀects of organizational challenges. The survey results reﬂect key corporate areas inﬂuencing human talent management and organizational enhancement.

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 11 While 40% of survey participants considered the current administrative processes - including planning, organization, direction, and control - suﬃciently aligned with organiza- tional objectives, subsequent analysis revealed signiﬁcant performance variations when cross-referenced with opera- tional metrics. This discrepancy suggests that inconsistent implementation of management processes diminishes their potential eﬀectiveness. Three key factors were identiﬁed as primary inhibitors to optimal performance: (1) ambiguous role deﬁnitions, (2) limited employee engagement in as- signed responsibilities, and (3) gaps in job-speciﬁc techni- cal competencies. These interrelated challenges collectively undermine both work output quality and overall corporate performance. Proper human talent management is essential for optimiz- ing organizational processes and achieving strategic objec- tives. According to Tamunomiebi and Worgu (2020), talent management models prioritizing identifying, developing, and retaining high-potential employees signiﬁcantly inﬂu- ence organizational eﬀectiveness. Likewise, Prieto (2020) emphasizes that a clear and well-deﬁned organizational structure fosters employee commitment and innovation, im- proving overall job performance. Figure 2. Performance strategies and work motivation. The study revealed a signiﬁcant knowledge gap regard- ing motivation strategies, with over half of the respondents unsure how such initiatives could impact their work perfor- mance. This uncertainty highlights the necessity for tailored engagement approaches that boost job satisfaction and foster professional development opportunities. A critical contribut- ing factor appears to be ﬂaws in the hiring system, particular- ly the absence of a competency-based selection framework. Without standardized role requirements, the organization risks hiring underqualiﬁed personnel, potentially exacerbat- ing performance challenges. Work motivation is key to enhancing human talent and or- ganizational development. Gómez (2008) states that compa- nies that invest in motivation strategies aligned with employ- ee needs experience increased productivity and innovation. Additionally, Khanifar et al. (2020) argue that management models should integrate cultural and organizational factors that support the continuous development of individual com- petencies, thereby reducing demotivation and misalignment with organizational goals. Figure 3. Service quality and customer care. The survey revealed mixed perceptions regarding cus- tomer service quality, with one-third of respondents con- sidering it adequate and a slightly higher proportion (37%) expressing qualiﬁed approval. These results underscore the importance of enhancing frontline staﬀ competencies, given their direct impact on customer experiences and loyalty. To achieve service excellence, organizations should prioritize attentive listening to customer requirements and delivering tailored, value-creating solutions. In this regard, Jiménez (2016) aﬃrms that a customer’s experience with a company is signiﬁcantly inﬂuenced by the quality of service employees provide. A well-managed human talent system should include training and tools to im- prove client interactions and ensure customer satisfaction. Hidalgo (2015) also emphasizes that quality customer ser- vice is a key component of administrative management mod- els, directly inﬂuencing customer perception and loyalty. Figure 4. Employee commitment and responsibility. Employee commitment levels revealed notable variation in the survey ﬁndings, with nearly one-third of respondents aﬃrming strong task dedication among staﬀ, while over a quarter expressed uncertainty. This disparity suggests that professional development opportunities and organizational

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 12 policies supporting work-life integration are pivotal in fos- tering workforce engagement and accountability. Employee commitment is a key factor in organizational stability. Afshari and Nasab (2020) argue that implementing talent management models strengthens organizational learn- ing and intellectual capital, leading to greater adaptability to changes and increased employee motivation. Similarly, Pri- eto (2020) stresses that trust-building within organizations is essential to encouraging active employee participation and ensuring their commitment to the company. Figure 5. Work environment and organizational commu- nication Employee responses conﬁrmed the organization’s success in maintaining favorable working conditions supporting col- laboration and productivity. The study found that subjective perceptions of workplace atmosphere signiﬁcantly inﬂuence overall job satisfaction. Most participants reported eﬃcient information exchange regarding communication systems, emphasizing its importance for operational alignment, em- ployee commitment, and eﬀective troubleshooting. Figure 6. Leadership and Human Talent Management. Organizational communication is a fundamental element in business development. Gómez (2008) asserts that eﬀec- tive communication strategies improve team integration and facilitate decision-making. Furthermore, research highlights that a corporate culture based on dialogue and participation positively impacts employee motivation and performance (Moraño, 2010). This aligns with Rožman et al. (2022), who highlight that technological tool can enhance communica- tion and strengthen employee engagement. Survey results indicate that while most employees view departmental managers as competent leaders, workplace conﬂicts persist due to communication gaps, unclear goals, and weak conﬂict-resolution skills. Strengthening leadership strategies is therefore critical to improving team dynamics and operational eﬀectiveness. Eﬀective leadership is crucial for human talent manage- ment and organizational growth. Meyers (2020) states that lacking leadership and proactive strategies can limit human capital development and create internal conﬂicts. Addition- ally, Prieto (2020) argues that transformational leadership fosters innovation and motivates employees to ﬁnd solutions to organizational challenges, promoting a culture of contin- uous improvement. Figure 7. Training and organizational development. The results also revealed that 52% of respondents believe that the corporation conducts training programs to improve job performance, while 17% agreed with this statement, al- beit with some reservations. This indicates that although ef- forts are being made to enhance human talent, strengthening training and development programs is necessary to ensure continuous learning and greater specialization of employees. Figure 8. Deﬁnition of responsibilities and organizational manuals. In this regard, Prieto (2020) states that organizations pri- oritizing employee training achieve greater eﬃciency and adaptability to market changes. Similarly, Afshari & Nasab

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 13 (2020) emphasize that organizational development through training strengthens human capital and fosters business in- novation. Regarding the existence of organizational manuals that clearly deﬁne employee responsibilities, 30% of respondents agreed, while 25% remained undecided. These ﬁndings in- dicate that role structuring deﬁciencies persist within the organization, leading to employee confusion and impacting overall performance. Figure 9. Proposal for improving the management model. Tamunomiebi & Worgu (2020) state that high-quality or- ganizational processes enhance work eﬃciency and reduce employee uncertainty. Moreover, the absence of clear orga- nizational structures can negatively aﬀect productivity and hinder strategic alignment within the company. The survey revealed that 37% of respondents strongly sup- ported deﬁning alternative strategies to strengthen human talent organizationally through a more systematic manage- ment approach. Notably, integrating corporate social respon- sibility principles and ensuring workplace equity emerged as key factors that could signiﬁcantly boost employee motiva- tion and long-term engagement. Gómez (2008) argues that innovation in organizational management enables companies to adapt to environmental changes and enhance their competitiveness. Similarly, Prieto (2020) adds that implementing management models aligned with organizational culture and market demands is essential for business success. The results of the institution’s SWOT analysis can be ob- served in the following table. The SWOT analysis of the Fine Aroma Cocoa Corpora- tion of San Plácido highlights that its main strength lies in its organizational leadership and institutional development programs, which have enabled it to establish a strong mar- ket presence. However, the company faces signiﬁcant weak- nesses, such as a lack of emotional self-regulation in man- agement and the absence of a structured career guidance system, which could negatively impact its competitiveness. In this regard, Gómez (2018) emphasizes that enhancing human talent is a key factor for organizational growth, as it allows companies to strengthen internal capabilities and adapt more eﬀectively to market challenges. Likewise, Prie- Table 1. SWOT analysis of the San Plácido Fine Aroma Cocoa Corporation Aspect Description Strengths Organizational leadership, institutional development programs, and eﬀective managerial decision-making. Opportunities Leveraging commercial networks and product diversiﬁcation. Weaknesses Lack of self-control in emotional management and absence of a structured career guidance system. Threats External economic factors, staﬀ turnover, and internal family conﬂicts. to (2020) highlights that trust and motivation within an orga- nization are essential for employees to become proactive in generating innovative solutions. On the other hand, the Ishikawa Cause-and-Eﬀect Diagram reveals that issues such as lack of emotional self-regulation, ineﬃcient internal communication, and the absence of ser- vice orientation generate adverse eﬀects on organizational performance, leading to low productivity, job dissatisfaction, and internal conﬂicts. According to Afshari & Nasab (2020), organizational learning and intellectual capital development are key factors in mitigating these problems and ensuring the company’s stability. Furthermore, Tamunomiebi & Worgu (2020) emphasize the importance of implementing talent management strategies based on continuous improvement and employee training to reduce these negative factors. Conclusions This study evaluated the organizational strengthening of human talent as a management model in the Fine Aroma Cocoa Corporation of San Plácido, using a comprehensive approach that incorporated surveys, interviews, direct obser- vation, SWOT analysis, and the Ishikawa Cause-and-Eﬀect Diagram. The ﬁndings indicate that while the corporation beneﬁts from strong leadership and a well-developed insti- tutional structure, critical gaps persist in human talent mana- gement, particularly in role clarity, internal communication, and service orientation, which hinder productivity and per-

J. Manage. Hum. Resour. (January - June 2024) 2(1): 8-15 14 formance. Furthermore, motivation and training strategies require reﬁnement, as insuﬃcient incentives and professio- nal development opportunities weaken employee engage- ment and eﬃciency. The SWOT analysis revealed potential growth opportuni- ties alongside external risks, including economic volatility and high turnover rates. Concurrently, the Ishikawa Diagram identiﬁed internal challenges such as poor emotional regula- tion and ineﬀective decision-making processes. To address these issues, the corporation should adopt a strategic human talent management model emphasizing continuous training, transformational leadership, enhanced communication, and data-driven practices. This research underscores that optimizing human talent is essential for operational eﬃciency and long-term competiti- veness and sustainability in dynamic markets. It also provi- des a foundation for future studies on talent management in agribusiness SMEs. References Afshari, L., & Hadian Nasab, A. (2021). Enhancing organiza- tional learning capability through managing talent: Me- diation eﬀect of intellectual capital. Human Resource Development International, 24(1), 48-64. https://doi.or g/10.1080/13678868.2020.1727239 Gómez, R. (2008). El liderazgo empresarial para la inno- vación tecnológica en las micro, pequeñas y medianas empresas. Pensamiento & Gestión, 24, 157-194. Hidalgo, J. (2015). Modelo de gestión administrativa para mejorar la calidad de atención al usuario del GAD del cantón Babahoyo [Undergraduate thesis, Universidad Regional Autónoma de los Andes-UNIANDES]. Ifeoma, O., Purity, N., & Okoye-Nebo, C. (2015). Eﬀec- tive talent management: Key to organisational suc- cess. Journal of Policy and Development Studies, 9(2), 95-106. https://doi.org/10.12816/0011209 Jaremczuk, K., & Mazurkiewicz, A. (2014). Employee talent in the development of the organization. Journal of Posi- tive Management, 5(1), 31-42. https://doi.org/10.12775/ JPM.2014.004 Khanifar, H., Ebrahimi, S., & Gholami, B. (2020). Designing a model for developing and maintaining talent in the organization: Qualitative research in education. Jour- nal of School Administration, 8(4), 268-296. https://doi. org/10.34785/J010.2021.322 Mattalatta, A., & Andriani, Y. (2023). Inﬂuence of human resource management on organizational performance with talent management mediation. Innovation Busi- ness Management and Accounting Journal, 2(3), 147- 156. https://doi.org/10.56070/ibmaj.v2i3.51 Meyers, M. C. (2020). The neglected role of talent proac- tivity: Integrating proactive behavior into talent-man- Table 2. Ishikawa Cause-Eﬀect Diagram Problem Cause Eﬀect Alternative solution There is no emotional self- control. Self-centeredness and low tolerance Thoughtless reaction with spontaneous and negative thoughts that generate anger. Technique of internal dialogues and positive aﬃrmations. There is no empathy. Bad relationship with your immediate boss or supervisor There is no satisfaction in their job performance. Application of music therapy techniques to improve emotional intelligence. There is no good communication. Limited motivation Failure to perform duties. Constant training in eﬀective communication. There is no service orientation. Inadequate centralized decision-making Low productivity, absenteeism, ineﬃciency, and negligence in daily tasks. Workshop on service culture with its development phases. Domestic violence Intrapersonal conﬂict Aggressive behavior. Emotional coexistence workshop. Injustice and lack of equity Job dissatisfaction Irresponsibility in the performance of labor actions. Motivation or group integration techniques. Family disorganization Intrapersonal conﬂict Absenteeism and negative impulsiveness in the workplace. Self-esteem integration technique.

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