The objective of this research is to analyze the relationship between the levels of institutional transparency and the perception of emotional salary among workers during the pandemic caused by the new coronavirus SARS CoV-2 and the COVID-19 disease, in order to identify organizational management mechanisms that positively impact occupational well-being in contexts of health crises. The genealogy of the concept of transparency dates back to studies on open governance and accountability promoted by international organizations since the 1990s, while emotional salary has been developed in the field of organizational psychology as a category that encompasses intangible benefits that satisfy affective, social, and recognition needs. From a critical constructivist epistemology, both concepts are understood as social constructions subject to specific contexts and the narratives of institutional and labor actors. The background of the study includes research on the relationship between transparency and trust in public institutions [1], as well as work on emotional salary as a motivational factor in complex work environments [2]. The context of the COVID-19 pandemic revealed the need to strengthen clear communication and emotional support strategies for public and private sector workers, especially in conditions of remote work, uncertainty, and health risks. The problematization stems from the tension between the demands for organizational transparency in decision-making during the crisis and the recognition of the subjective elements that make up emotional salary, which were often neglected in the name of operational efficiency.

The state of the art indicates that transparency during the pandemic was approached as a critical variable to foster citizen trust [3], while emotional salary was treated as an emerging strategy to maintain staff commitment and satisfaction [4]. However, few studies have explored the interaction between both dimensions and their joint effect on the perception of justice and well-being among workers. The approach of this research considers that, in contexts of health emergencies, transparency not only fulfills an informative function, but can also configure symbolic conditions for the construction of emotional salary, by offering signals of recognition, inclusion, and respect. The research question that guides the study is: How are institutional transparency and the perception of emotional salary among workers related during the COVID-19 pandemic? The hypothesis states that high levels of organizational transparency during the pandemic increased the perception of emotional salary by generating an environment of trust, recognition, and symbolic participation. The proposed intervention consists of designing and evaluating an organizational management model that articulates practices of internal transparency, continuous feedback, and emotionally intelligent communication, with the aim of strengthening psychosocial ties in post-pandemic work settings.

The study was developed with a quantitative approach and a non-experimental correlational design, since it sought to analyze the relationship between organizational transparency and the perception of emotional salary in a natural context without manipulating the independent variables, which allowed preserving ecological validity [5]. The critical path included five stages: theoretical delimitation, methodological design, data collection, statistical analysis, and validation of results. The sample was selected through non-probability quota sampling, considering public and private sector workers who worked during the COVID-19 pandemic in person or remotely. A theoretical saturation criterion was applied to define the sample size, considering at least 384 subjects, according to the 95% confidence level and a 5% margin of error [6].

The systematic review protocol integrated the PRISMA, Cochrane, and Campbell formats to ensure the traceability, transparency, and rigor of the sources consulted in the theoretical construction. The PRISMA format allowed for the definition of included and excluded studies, as well as the eligibility criteria [7]. The Cochrane and Campbell protocols were used to assess the methodological quality of the empirical studies related to the variables of interest, which facilitated a critical review of the state of the art and the rationale of the instrument.

The measurement instruments were validated in previous studies and adapted to the context of the study. Reliability was determined using Cronbach's alpha coefficient, reaching values greater than 0.80 for each scale, indicating adequate internal consistency [8]. Content validity was ensured through expert judgment, while construct validity was confirmed through exploratory factor analysis with varimax rotation Ethical aspects were addressed in accordance with the guidelines of the Declaration of Helsinki. Data confidentiality, informed consent, and the possibility of withdrawing from the study without consequences were guaranteed.

Variables were operationalized using five-point Likert-type scales. Institutional transparency was defined as the degree to which organizations communicate relevant, clear, and timely information to their members. Emotional salary was conceptualized as the perception of recognition, sense of belonging, growth, and subjective well-being reported by workers. The general equation of the model was formulated as SE = β0 + β1TI + ε, where SE represents the perception of emotional salary, TI represents institutional transparency, β0 is the constant, β1 is the regression coefficient, and ε is the error term.

Agent modeling was applied through simulations of organizational scenarios with different levels of transparency and emotional salary, which allowed for observation of the emergent behavior of variables in virtual contexts. The algorithms used were regressive and classificatory, based on decision trees and logistic regression, which allowed for the identification of nonlinear patterns and moderating relationships. Coefficient values were interpreted based on their statistical significance and magnitude. The model showed an R² coefficient of determination of 0.46, indicating moderate explanatory power. Triangulation was carried out by comparing quantitative results with documentary sources, comparative literature analysis, and cross-validation with different samples, which strengthened the robustness of the findings.

Descriptive statistics for the variables institutional transparency and emotional salary indicate that transparency had a mean of 3.75 and a standard deviation of 0.62, while emotional salary had a mean of 3.89 and a standard deviation of 0.58. Filters applied to segment the sample by work modality revealed that teleworking employees reported slightly higher emotional salary values (mean 3.94) compared to those who worked in person (mean 3.82), suggesting a moderate difference in perceptions based on work context.

The transition between low, medium, and high levels of transparency and emotional pay is analyzed using transition matrices. It was observed that 65% of employees who initially perceived low transparency moved to a medium or high perception after the implementation of communication practices during the pandemic. This change was accompanied by an increase in the perception of emotional pay, demonstrating a possible dynamic relationship between the two variables.

The multiple linear regression analysis showed that institutional transparency was a significant predictor of emotional salary (β = 0.48, p < 0.001). The model explained 46% of the observed variance (R² = 0.46). The standard error of the estimate was 0.37, indicating an adequate model fit. When comparing these results with narrative excerpts, one informant noted: "When the company kept us informed and transparent, I felt they truly valued our efforts; that motivated me beyond just my salary." This statement validates the statistical relationship found and provides qualitative meaning to the interpretation.

The residual error analysis, where the values remained within an acceptable range, confirmed the validity of the model and the absence of systematic bias. Furthermore, the triangulation was reinforced with additional statements, such as that of another employee: "The clarity of decisions during the crisis made me feel part of the team; that was very important for my emotional well-being." The convergence between the quantitative data and the qualitative testimonies showed that transparency not only influences the information conveyed, but also the affective component of emotional salary.

Finally, sector-specific filters showed that the perception of transparency in the public sector was slightly lower than in the private sector, but the influence on emotional well-being remained consistent. This finding suggests that transparent practices are a cross-cutting factor for emotional well-being across different work settings, a point reiterated by several informants during the interviews.

The results obtained coincide with the findings of Bauhr and Grimes [1], who pointed out that institutional transparency contributes to strengthening the trust and commitment of members within organizations, which is directly related to the positive perception of emotional salary. Similarly, Martín, Martínez, and García [2] emphasized that recognition and clear communication are essential components to enhance workplace well-being and intrinsic motivation, which is reflected in the high emotional salary scores observed in this research. Furthermore, Moon [3] highlighted the importance of transparency in health crisis contexts such as the COVID-19 pandemic to facilitate participation and a sense of belonging, aspects that are corroborated by the narratives of the workers participating in this study.

In line with Bersin [4], who identified that organizational strategies focused on transparency and emotional support can significantly improve staff satisfaction and retention, the results indicate that transparency not only serves an informative function but also contributes to building a healthy and emotionally rewarding work environment. These coincidences strengthen the external validity of this study and highlight the need to integrate transparency practices as part of human capital management policies in post-pandemic scenarios.

Conclusion

The results of this research identified the significant influence of institutional transparency on the perception of emotional salary during the pandemic, providing a conceptual and practical framework for designing organizational strategies that promote employee well-being in crisis contexts. It was possible to demonstrate how clear and timely communication can strengthen a sense of belonging and motivation, key elements for managing human capital in uncertain environments.

Among the limitations is the non-experimental nature of the study, which prevents establishing definitive causal relationships between the variables analyzed. Furthermore, the use of non-probability sampling and the focus on specific sectors limits the generalization of the results to other occupational or geographic contexts. Data collection during a particular period of the pandemic may have influenced the reported perceptions, suggesting the need for longitudinal studies to observe changes over time.

It is recommended that organizations implement transparency policies that integrate two-way communication mechanisms and ongoing recognition to strengthen emotional salary. Likewise, it is suggested that leaders be trained in emotional and communication skills to effectively manage crises and promote a healthy work environment. Finally, it is proposed that future research expand the sample and consider additional contextual variables, as well as mixed studies that integrate qualitative perspectives to delve deeper into workers' subjective experiences.

1. Bauhr M, Grimes M. Indignation or resignation: The implications of transparency for societal accountability. Governance. 2014; 27: 291-320.
2. Martín A, Martínez R, García D. Emotional salary and its impact on work motivation: A theoretical review and perspectives. Ibero-American J Work Org Psychol. 2021; 37: 12-21.
3. Moon MJ. Fighting COVID-19 with agility transparency and participation: Wicked policy problems and new governance challenges. Public Administration Review. 2020; 80: 651-656.
4. Bersin J. The big reset: Making sense of the COVID-19 crisis. Josh Bersin Academy. 2020.
5. Hernández-Sampieri R, Fernández-Collado C, Baptista-Lucio MP. Research methodology. McGraw-Hill. 2014.
6. Daniel WW. Biostatistics: A Foundation for Analysis in the Health Sciences. John Wiley & Sons. 2011.
7. Page MJ, McKenzie JE, Bossuyt PM, Boutron I, Hoffmann TC, Mulrow CD. The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. 221; 372: 71.
8. Oviedo HC, Campo-Arias A. An approach to the use of Cronbach's alpha coefficient. Colomb J Psychiatry. 225; 34: 572-580.