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Theme: Motivation for CEMEX S.A.S Cement Company

Group Members

Jhonatan Urueña

Karoll Dayann Paez Delgadillo

Mariana Tafur Quique

Teacher:

Jose Victor Pinzon

University of Tolima

Faculty of Economic and Administrative Sciences

Organizational Behavior

Fourth Semester

2023
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Table of contents

1. Introduction................................................................. 3

3. Company Description.................................................................. 5

4. Background of the topic to work on .................................................. 6

5. Problem statement…………………………………………………………. 7

6. Objectives................................................................. 8

[Link]…………………………………………………………………………….. 9

8. Bioethical aspects or surveys…………………………………………………… 12

9. Recommendation Conclusion................................................. 20

10. Conclusions ................. 23

11. Bibliography……………………………………………………………………………. 24
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Introduction.

In the dynamic and highly competitive world of the construction industry

in construction materials, Cemex has emerged as a prominent player and
global, the success of this not only lies in its ability to provide products
of high quality, but also in its constant focus on motivation, both of its
employees as their clients. Motivation is not only understood as a factor
internal motivation that drives employees to strive in their daily tasks, but not
also as a strategic tool that influences the perception of value of
its customers and the company's competitive position in the market of the
construction. This research focuses on understanding how motivation is
present in the challenges and opportunities that Cemex faces in its market, and
how it influences its ability to remain a leading organization and
adapt to a constantly changing business environment.

To achieve this objective, key aspects of organizational culture will be examined.

from Cemex, human resources management strategies, service practices
the customer and brand perception. Through a thorough analysis of these
areas, this research seeks to shed light on how Cemex uses motivation
as a strategic tool to address challenges and seize
opportunities in the competitive construction and materials market
construction.

This research is based on the premise that, to optimize management of

Human resources at Cemex, it is essential to go beyond the approaches
conventional and delve into the very core of what drives employees.
It's not just about applying generic motivation formulas, but about
to discern, with surgical precision, the intrinsic and extrinsic factors that have
a direct impact on motivation in this specific environment. The scenario
The competitive and dynamic nature of the construction industry demands an understanding
nuanced how employees find meaning in their work, how they
they relate to the company's objectives and how the company, in turn, can
nurture an environment that fosters sustainable motivation. Throughout these
pages, we delve into a thorough analysis, using theoretical tools
and solid methodologies, to break down the components of work motivation
at Cemex. From the review of the existing literature to the application of
surveys, each phase of this research is designed to shed light on the
inherent complexities of this phenomenon.
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Justification

In this research study on employee motivation at Cemex, it ...

sustains the growing recognition of the critical influence that motivation
it has on labor productivity and the well-being of workers, especially in
the sector in which this company is located is the industry of
construction, which is a field characterized by its operational complexity,
physical demands and logistical challenges, which makes it clear that a
special attention to human resources management to ensure efficiency and
operational effectiveness. The fundamental purpose of this research is to go beyond
from a mere superficial exploration of work motivation, delving into the
identification and understanding of the specific motivating factors that influence
the employees of Cemex. In this sense, the aim is to unravel the complexities
and nuances that characterize the driving forces of motivation in an environment
as singular as that of the company in question.

The impact of this research is not limited to Cemex's internal sphere; more
well, it aims to make significant contributions to knowledge in the field of
human resource management in the construction industry as a whole. To
provide a deeper and contextualized insight into the determinants of the
motivation, the goal is to equip Cemex with strategic tools to
improve talent retention, promote productivity, and strengthen resilience
organizational in the face of present and future challenges. Ultimately, this study
it not only seeks to directly benefit Cemex in its pursuit of excellence
business-oriented, but also aims to establish a valuable reference for others
companies in the sector, providing a solid foundation for development of
effective and adaptive personnel management strategies in the dynamic landscape
from the construction industry.
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3. Brief description of the company.

Cemex is a leading company in the construction materials industry,

specialized in the production and distribution of cement, ready-mixed concrete and
aggregates. Cemex operates in more than 50 countries, including Mexico, the United States,
Spain, Germany, and Colombia, among others. Their main focus is to provide
innovative and sustainable solutions for construction, both in projects
residential and commercial infrastructure. Cemex stands out for its
commitment to quality, safety, and sustainable development in all its
operations.

The company has stood out for its commitment to quality and sustainability.
in all its operations. Cemex has developed technologies and processes for
advanced production that not only guarantees the quality of its products, but also
they also reduce the environmental impact of their activity. Social responsibility and the
sustainability is a fundamental value in the organizational culture of Cemex, and
the company actively works on projects and programs to promote the
sustainable construction and contribute to the development of the communities in which
opera.
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4. Background of the topic to be worked on? What should go in this point, (how has it
evolved the topic from a theoretical perspective and in the organization

To understand how motivation is a great tool to increase

efficiency of workers in companies, a small investigation was conducted
of some authors who confirmed the importance of the implementation of the
motivation in organizations

Companies and those who research management assume that if the members
If the organization is not dedicated, it will be impossible to succeed. The psychology
Humans have a quality called motivation that affects the individual. Commitment
also taking into account elements that promote human behavior
always with a high level of commitment. (Stoner, Freeman, and Gilbert, 2009).

Motivating and rewarding employees is a very important and difficult task for
the managers because the employees are very motivated, they are hard workers and
dedicated, which is what managers require. (Stephen and Coulter, 2010).

Motivation at Cemex has evolved over time, incorporating theories

like those of Maslow, Herzberg, and intrinsic motivation. The implementation of the
Maslow's and Herzberg's theories at Cemex have had significant benefits in
employee motivation terms. These theories have helped identify and
satisfy the basic needs and key motivators of employees, which has
led to greater commitment, productivity, and job satisfaction in the
organization. Intrinsic motivation at Cemex has also had benefits such as
the promotion of creativity, autonomy, and job satisfaction. This has
led to a greater commitment from employees, better job performance and a
more positive organizational culture.

In the organization, recognition and development strategies have been implemented.

personal and wellness programs to boost employee motivation.
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5. Problem. Need or opportunity for improvement (regarding the theme)

that is being worked on, in a specific organization or company

Problem statement

The company Cementos Cemex upholds some essential values, as these

define the character of the company, expresses who they are as an organization, how
how they behave and what they believe; Based on these values, they seek to promote the
innovation, increase employee motivation, focus on customers, act
with integrity, support diversity, ensure health, safety and
environmental responsibility. Some years ago, this company has been
presenting a series of failures to accurately execute all of its activities
economic, due to the external and internal factors that have arisen in the
years have passed and have prevented the organization from functioning,
Cemex has faced challenges such as the volatility of material prices
for the construction industry, competition in the global market, debt
financial and the fluctuations in the demand of the construction industry.

Cemex is a construction materials company that produces, markets,

distributes and sells cement, ready-mixed concrete, aggregates, and other materials
for construction. It began doing business in 1906 and has since evolved from being a
local player to one of the main global companies in the industry. With more
With 40,000 employees worldwide, Cemex is strategically positioned.
in America, the Caribbean, Europe, Africa, the Middle East, and Asia. It is one of the
largest cement companies in the world, with an installed capacity of
cement production of approximately 89 million tons reported
in 2022.

Currently, the company Cemex is facing a series of difficulties that

it is causing environmental problems in its plants of
production, just as it is affecting the quality of life of the population of some
municipalities where the extraction of materials for the industry is carried out
construction, this population has seen how their housing, health, and deteriorate.
specifically the threat to ecosystems and water sources.

An internal communication issue has been detected as well as the work on

team, this has negatively impacted the company as such, they have
generated up to losses due to the lack of communication and motivation on the part of the
company and the employee. The lack of internal communication and teamwork
it can negatively affect employee motivation and generate losses
for the company. It would be important for Cemex to implement strategies to improve
communication and promote a collaborative work environment.
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6. Objectives:

Main objective:

Identify, analyze, and conclude the impact of work motivation on the

maintenance plant collaborators of Cemex in the city of
Ibagué.

Specific objectives:

Identify the main elements of motivation that are implemented in the

Cemex production company at the maintenance fleet plant in the city of
Ibagué.

Analyze the motivational elements that Cemex currently applies; with the
result of the perception of the collaborators.

Conclude the degree of convergence between the elements used by the company and the
perceived by the collaborators.
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7. Methodology of the work.

The main objective of this research is to identify the elements of

the motivation among the workers of Cemex, a leading company in the industry of
construction materials. Motivation in the workplace is a crucial aspect
for employee performance and satisfaction, and to understand the factors
specifics that drive motivation within the organization can have a
significant impact on the productivity and overall well-being of workers.
For this, definition of the Research Problem:

The research arises from the need to understand more deeply the
elements that influence employee motivation at Cemex. Despite being
a recognized company, it is essential to address the motivational dynamics to
maintain and improve commitment and job performance. The problem focuses on
Answer the question: What impact do the elements of motivation have?
applied by Cemex to collaborators of the transportation fleet plant?

Before starting the research, field exploration is carried out in the

company with the help of the HSEQ professional from the transport fleet plant,
addressing through a telephone interview the various elements of the
motivation currently applied to workers, finding that they have
a plant of 32 workers assigned to the plant, with involvement of positions of
maintenance engineers, supervisors, mechanics, electricians, and washers.
The measurement of the impacts that these elements have was also investigated.
motivation in productivity, workers' mood, sense of
belonging and commitment to the company.

Currently, the company implements the following activities for motivation.

of his collaborators in the transport fleet plant:

Safety bonus: This incentive is given to all workers who use

correctly all personal protective equipment and do not fail to comply
the safety regulations inside and outside the company. The memorandums for
improper use of PPE is a cause for loss of the monthly bonus of
security, on average the bond value is $400,000
Production hours bonus: This incentive is for compliance with work tasks.
performed by the collaborator. Each worker must accumulate 169 hours of
production in activities, that is to say, the company has a number of hours to
each maintenance activity performed on the vehicles, the sum of those
activities must equal or operate the 169 hours to achieve payment of
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monthly bonus that varies according to the position, it ranges between $350,000 and
$700,000
The company has a collective incentive on Sunday, where they pay the...
rental of the synthetic field in the garden from 7 am to 12 pm, for what
the workers and their children attend to play freely in combos. In this
They are given 3 bales of water for the football game.
The company has a personnel pickup route, with the aim of facilitating that...
employees travel safely from home to work, given the shifts
rotating shifts that the company has some of its collaborators have suffered
traffic accidents, many of which are fatal, in their vehicles due to
microsleep, speeding and road accidents. This route is priceless
And it passes through the main avenues of the city at each shift of entry and exit.
of the workers.
Food is subsidized at a percentage for the collaborators, given
that the worker currently pays $2,500 for each breakfast, lunch or
dinner, which I consume in the company.
Workers are awarded annually in three categories, best
performance during the year, best colleague and best performance in standards
of security. This award is given in celebration of the Day of the Virgin
del Carmén, with economic bonuses of $800,000 to the three winners.
The company has promotions within the same company, mainly it is
applied for supervisory workers, engineers, and personnel
administrative; building a career in the company at various plants in the country
even from Central America.

The research adopts a descriptive approach to obtain an understanding.

detailed analysis of the motivational elements in the specific context of Cemex. The
the target population is the employees of the company, which consists of 32 people but from the
it is not known whether everyone will participate in the identification of the elements, for which
a survey method is used to collect quantitative and qualitative data
that allow for a systematic evaluation. A structured questionnaire is developed
that encompasses various aspects of work motivation, including factors
intrinsic and extrinsic. The 9 questions were designed oriented towards the
identification of the elements, filtered with the help of the teacher and the approval of the
professional Katy Saénz of HSEQ, to avoid inconveniences with the regulations of the
company and to be able to gather relevant information for the objectives of the
research. The means of dissemination of the survey was conducted via the link of
google, to be shared by the professional with the collaborators.

link:
Unable to access or extract text from the provided link.
Cy8JR3_24_l_4cywgUg/viewform
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The collected data undergo a statistical analysis process that yields

Tools such as cross tabulations and regression analysis are used.
to identify patterns, relationships, and possible predictive factors of motivation
labor. The quantitative results are complemented by the analysis of the
qualitative responses to open-ended questions.

The interpretation of the results is done in the context of the objectives of

research and the information on the elements of motivation used in the
company at the headquarters, transport fleet.

The research culminates in a detailed report that covers the methodology

used, the results obtained and the conclusions derived from the research.
Recommendations are provided based on the findings, aimed at improving the
motivation of workers at Cemex.
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8. Bioethical aspects (survey)

The survey was responded to by 18 out of 32 employees of the organization, this

because not all employees are skilled in using internet tools
correct or conscious way, also due to the dissemination of the survey by
part of HSEQ or application time of it.

Question 1:

Justification: This question is formulated to establish the main connection between

the work carried out by Cemex and its collaborators, where we intend to
understand if the effort of motivation is recognized from the workers' perspective,
waiting to obtain data that can demonstrate the degree of socialization of
objective of the incentives implemented by the company.

Analysis: It can be analyzed that the collaborators, in a percentage of 61.1

they understand and receive the indirect message of motivation from the organization, that is
Out of the total of 18 respondents, it can be evidenced that 11 employees do see and
can predict what they value the efforts made towards motivation towards the
employees, on the other hand we have 33.3% (6 employees) of the respondents who
is not sure if the company is encouraging them to commit to the
organization, this means that efforts are not being communicated properly
correct or not directed towards each person's personal commitment to the
work team and the company's objectives. The analysis says that only 1 person
does not recognize that the company is motivating the staff, it may be due to the degree
of progress they have made in the company, how long they have been in it, or for their
poor work performance.

Conclusion: It can be concluded that the employees of Cemex, for the most part
they understand the company's indirect message to motivate them, this can be a
important starting point as strategies can be addressed to improve the
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awareness of those people who still do not decipher the message and invite them to the
unit to perform better individual and team tasks for the organization.

Question 2:

Justification: This question is posed to reflect and raise awareness among the
workers and recognize whether they have been taken into account personally or not in
some motivational activity.

Analysis: It can be analyzed that the employees who have been awarded are 61.1
11 out of 18 respondents (%), this contrasts with the same previous value as the
11 employees who do recognize that the company makes efforts are the same ones who
In this question, they have been received. On the other hand, 7 of the collaborators have not.
received recognition, incentives, or congratulations from the organization; this
is associated with the lack of leadership in employee motivation, that is to say that the
KPIs currently used for rewards are really quantitative.

Conclusion: It can be concluded that the awarded employees are clear about the
incentive system, this can generate disputes among employees to achieve
the goals, but when the incentives are polarized in a specific sector, the
other collaborators may decide not to compete for them, and
try to achieve their goals without motivation or greater commitment. Improve the
incentive system, being more inclusive can generate benefits for the
organization.

Question 3:

Justification: This question is asked to evaluate the motivational factor.

personal, which leads the collaborator to respond optimally and be committed to the
organization.
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Analysis: The main personal motivation of the collaborators is the salary with a
55.6% (10 of the surveyed), this means that people have a bond
directly with money, as this allows them to have a basis for personal development
and familiar while they are in the organization, the company is seen as good from
from the point of view of salaries, on the other hand, 33.9% (7 of the respondents)
they consider that bonuses are the main factor why they are motivated to
achieve the objectives for the organization, this is associated with the salary level more
bonuses, this means that the company pays well and is sought after by the
workers, this allows the organization to have an advantage since much
labor market talent may claim to be in the company. On the other hand, 2
of the 18 surveyed, they evaluate the type of contract that the company offers, this is
in the long term, this type of employees adapt more eagerly to the
organization to stay longer, it can be said that stability
economic and labor issues are viewed over a longer period by these collaborators.

Conclusion: It can be concluded that the employees of Cemex think about the factor
economic factors such as salary and bonuses, given that they assume that the
motivational elements used by the company are minimum requirements or maybe
not very important to them, it is advisable to review in the company what impact it may have
to have, the cessation of investment in some element.

Pregunta 4

Justification: The question is asked in order to understand the preferences of the

employees in terms of how they would like to receive motivation from
company, whether individually, collectively, or both. This allows the company
adapt to its employees as well and modify or improve its strategies of
motivation and recognition to meet the needs of their employees.
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Analysis: It can be analyzed that the employees who participated in the survey
they had an individual percentage of 50%, a group percentage of 11.1%, and 38.9% of both.
which means that employees value personalized recognition more
and wish to be individually incentivized to feel more motivated and
committed to the company's goals.

Conclusion: It can be concluded that Cemex employees desire a

motivation by the company's goals in an individual way, because
they value personalized recognition, they seek to feel incentivized in a way
individuals and they expect their achievements to be recognized in a unique way where the
recognitions be exalted in a personalized way. This can help to
their sense of belonging, job satisfaction, and commitment to the company.

Question 5:

Justification: This question is formulated to evaluate the level of satisfaction of the

employees and determine if they feel recognized and valued at Cemex
where they are carrying out their work this can help identify areas of
improvement in employee recognition and motivation.
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Analysis: According to the percentage obtained in the survey, approximately the

33.3% of the times employees have been awarded or praised
Cemex organization has felt a very high level of satisfaction upon receiving
this award, like a few others, has also felt in a condition
standard managing a 33.3%.

Conclusion: Based on the percentage and the degree of satisfaction obtained in the
survey, it can be concluded that there is room for improvement regarding recognition
and congratulations in the CEMEX organization. It would be advisable to implement actions
to increase the frequency and quality of awards and recognitions to
employees since they were standard on that question.

Question 6:

Justification: The question is asked to understand personal preferences in

regarding the incentives that would motivate the employees of the company Cemex in
workday, and which item mentioned would you like the most for that
execution.
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Analysis: It can be analyzed against said percentage results, that for a

a significant part of the employees (77.7%), both economic incentives
individual and group recognition are important for their
motivation at work. Free time and material incentives also have
certain level of valuation (22.2%) although to a lesser extent.

Conclusion: It can be concluded that at the company Cemex, a significant part

employees value individual economic incentives and recognition
public as motivating elements. It would be advisable for the company
consider these aspects when designing your incentive and recognition program
to satisfy the needs and motivations of their employees.

Pregunta 7

Justification: On one hand, it will allow us to assess the environmental awareness they have and
its level of connection with the organization's sustainability values, on the other hand
It can be recognized whether there is a greater importance in working on a
socially and environmentally responsible company

Analysis: The graph shows that 55.6% is neutral, this proportion indicates that
a majority of employees are in a mid-level position regarding their
perception of the environmental impacts generated by the company. Could
suggest a lack of a clear position or insufficient information to form a
strong opinion. 33.3% feel good, a considerable percentage of employees
has a positive perception, indicating that some feel satisfied or
in accordance with the company's environmental practices. This may reflect the
existence of policies or initiatives that generate a positive impact on perception
environmental. And finally, 11.1% feel bad although it is the smallest proportion,
the fact that a significant segment feels dissatisfied or concerned about the
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Environmental impacts suggest that there are areas for improvement or environmental challenges.
perceived issues that need to be addressed.

Conclusion: The analysis of the responses reveals a diversity of perceptions.

among Cemex employees regarding the environmental impacts of the company.
Most are in a neutral position, indicating the need for a
greater communication or transparency about sustainable practices of the
organization. However, the notable percentage that evaluates positively suggests
that there are well-received environmental aspects. The minority that feels
negatively highlights potential areas for improvement.

Pregunta 8

Justification: This question was asked in order to know what the impact is that
it can generate the training that is carried out for the employees of the
company, in order to know if they generate a positive contribution for
the thoughts of the people who receive it and whether thanks to these their motivation towards
Is continuous improvement correct or not?

Analysis: in front of the graph we can differ that the percentage is very low where
the workers of this company do not find the training provided very useful.
organization offers to create a positive impact on the motivation of each one,
only 11.1% of people responded that they did not understand the purpose
of these trainings referring to the fact that it is most likely that they will not be useful to them
Ah, a lot for your work motivation, on the same side there is a 27.8% in
where they claim that their spicy opinions on these trainings are neutral, meaning that they do not
it causes some change neither positive nor negative, and lastly, it is evident that
percentage greater than 61.1% in which people claim that you are
activity helps them improve their efficiency when performing their tasks

Conclusion: in light of the results obtained in the graph, it can be said that the
Training in this company is a positive type of motivation for most.
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of people who receive it, however, there are still people who do not
Do they understand the meaning of these or do they not feel any interest? For this, one must seek.
a solution where the percentage of people that this type serves
activities grow even more, the approach they are giving to them can be changed
trainings to a much more attractive and entertaining approach where people
they feel interest in this and it may influence their life.

Pregunta 9

Justification: By allowing members of the company to express their

preferences of those who prefer for their work recognition leads to the creation
of incentives, in order to increase active participation, intrinsic motivation
when they feel that their efforts and contributions will be valued, generating a great
positive impact on the work environment and commitment to the tasks that they
corresponds

Analysis: The analysis of the results reveals that most employees

(55.6%) show a preference for receiving recognition through bonuses.
economic. This suggests that for a significant part of the workforce, the
monetary reward is a key factor of motivation and recognition. 38.9%
that prefers public events indicates that there is a considerable proportion of
employees who value social recognition and visibility within the
company. These events can contribute to a sense of belonging and appreciation
in a broader environment. The others who prefer days off suggest that,
for some employees, recognition translates to time to rest and
recharge energies. This group could value the balance between work and life
personal.

Conclusion: The diversity of preferences among employees highlights the

importance of adopting personalized approaches in strategies that are based on
give the necessary recognition to workers, this variety underscores the
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need for flexibility in recognition initiatives to cultivate a

motivating and committed work environment that can meet the different
expectations and needs of each employee

9. Conclusion of recommendation:

Recommendation Question 1: The Cemex transport fleet can

implement from your area of HR and HSEQ, awareness-raising tasks of your
employees, leading them to recognize the importance of all the incentives
such as salaries, bonuses, food allowance, transportation, sports days
and annual performance awards.

- Actors: HSEQ and HR staff, supervisors and incentivized collaborators

sometime for the company.
Strategy: Generate unplanned congratulatory days instead of the scheduled ones
by the annual KPIs, generating human warmth among those who have won
some reward or exaltation, for those who have not currently been
taken into account or have not achieved the indicators, presenting the proposal of
charismatic and emotional way, seeking for employees to start to
to motivate and integrate into the strategy to cover the largest part of attention
of the employees and finally their motivation towards the company.

Recommendation Question 2: Cemex's transport floating plant can

implement from your HR and HSEQ area, tasks for the elimination of the KPIs for
performance measurement or implementing a more flexible ranking system that allows us to
People should be taken into account in motivation incentives. It is possible
generate days off granting sessions for people who have low
job performance to motivate them towards change and commitment to the organization.

- Actors: HSEQ and HR personnel, supervisors, and incentivized collaborators

sometime for the company.
Strategy: Start generating incentive rewards and recognitions
personal to those who have not been taken into account or who due to
performance do not manage to be in the ranking, seeking to integrate them alongside the
winners and lead them on the path of commitment to the company.

Recommendation Question 3: The Cemex transport floating plant can

implement from your HR area, the awareness that the company can be
more an economically secure place, showing human warmth, emotional salary
that the company provides in terms of motivational elements, that is, that the
employee falls in love with the company's environment and can exploit it better
way your motivation to achieve the objectives that the organization requires in its
activities.

HR staff and plant manager

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Strategy: Raise awareness of the position, incentivizing the new collaborator.

to arrive with motivational impact to the company, for the employees more
ancient implement a strategy of harmonization with the company, for
In addition to salary and bonuses, the company can be seen with a future like for
the type of contract and allows the worker to strive to improve and sustain themselves
in time, developing their activities as efficiently as possible.

Recommendation Question 4: The company Cemex could consider recognizing and

to individually reward employees who meet or exceed the goals
annual company goals. This could motivate them and generate a sense of achievement
personal, thus driving the performance and commitment of each employee.

HR staff and plant director

Strategy: To maintain this individual motivation and not let it decline would be
help, set clear and achievable goals, provide feedback
constant and recognition for the achievements reached, as well as to offer
opportunities for professional development and growth for employees.

Recommendation Question 5: considering the results of the survey

carried out in the company CEMEX, a recommendation for this organization
it could be to continue recognizing and rewarding the performance of its employees, already
that this seems to generate a high level of satisfaction among them.

HR personnel and plant director

Strategy: Some strategies could be to implement programs of
continuous recognition, establish clear and transparent criteria for
grant awards, promote employee participation in the selection
of the award winners, and offer personalized incentives that match the
individual preferences of each employee.

Recommendation Question 6: One recommendation would be to prioritize recognition.

public and individual economic incentive, as these were the most important aspects
valued by the participants. In addition, the possibility of could be explored
implement leisure programs as an additional option for
recognition.

HR staff and plant director

Strategy: Some strategies could be to establish programs for
public recognition, to highlight individual achievements and foster a
positive recognition environment. In addition, a could be implemented a
individualized economic incentive system, based on performance and
the achievements reached by each employee. Regarding recognition
in groups, collective goals and objectives could be created that, when achieved,
they generate economic rewards or additional benefits for everyone
team. Finally, the possibility of offering incentives could be explored.
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materials such as bonuses or tangible gifts for those employees who

they prefer this type of recognition.

Recommendation Question 7: Foster a corporate culture centered on

sustainability and environmental responsibility, highlighting efforts and achievements
existing to mitigate negative impacts.

HR staff and plant director

Strategy: Implement environmental awareness programs, establish
goals for reducing environmental footprint and promoting active participation of
employees in ecological initiatives. Additionally, provide channels of
feedback for employees to contribute ideas and suggestions,
thus promoting ongoing collaboration in performance improvement
environmental of the company.

Recommendation Question 8: Considering the survey results, we

suggest strengthening communication about the tangible benefits of the
trainings offered by the company. This may include highlighting the impact
positive in the professional development of employees, as well as the opportunities
of growth within the organization. It is important to create a narrative that
connect the skills acquired during the training with progress in the
career path of each individual.

Actors: HR staff and plant director

Strategy: To address the lack of understanding of the purpose of the
training, it is proposed to implement more interactive sessions and
participatory. Incorporate relevant practical cases for day-to-day work
employees can help contextualize the information and demonstrate
its direct applicability. Additionally, it is suggested to establish a system of
personalized follow-up, where the training managers
they can offer individualized guidance, answer questions, and ensure
that each employee can make the most of the opportunities of
learning provided.

Recommendation Question 9: Establish a recognition program

customized based on the results of the analysis. Design strategies that are
adapt to the individual preferences of employees, as this can
significantly improve the effectiveness and impact of recognition.

- Actors: HR personnel and plant manager

Strategy: Conduct individual interviews or more detailed surveys to
deeply understand the specific preferences of employees regarding
to recognition. This will allow for a more precise personalization of the
strategies and also organize personalized celebrations to recognize
individual achievements, highlighting specific contributions of each
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employee. This strengthens the connection between recognition and achievements

personal, generating a more significant impact.
-

Conclusions

We can conclude regarding the topic addressed in the company Cemex that this
organization recognizes and values the achievements and contributions of its employees.
through recognition and incentive programs, efforts are highlighted
individuals and groups that generate a positive impact on the company. This does not
not only strengthens workers' motivation, but also promotes a
sense of belonging and pride towards the organization. Although the organization must
improve communication and awareness efforts about why they are being carried out,
highlight the value of emotional salary and generate inclusion strategies for those who do not
they feel or understand that the organization speaks to them indirectly.

We can also highlight from this organization that the motivation it manages with
its workers are based on offering opportunities for professional growth,
recognize achievements and contributions, and promote an inclusive work environment
collaborative. These strategies aim to boost satisfaction and commitment of
the employees, generating a positive impact on performance and results of
the company.

This study highlights the need for personalized approaches in management.

human resources, by understanding and addressing specific motivational factors
this company can improve employee satisfaction and performance.
research is not only an academic job but a tangible contribution to the field
practical of business management, as this analysis was conducted it becomes clear
that motivation is a fundamental pillar in the building of organizational success.
 24

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