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Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 845
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Administrative strategies for the permanence of first-year students of the
catholic university of cuenca in the academic period 2022-2023.
Estrategias administrativas para la permanencia de los estudiantes de
primer año de la universidad católica de cuenca en el periodo académico
2022-2023.
Autores:
Tenesaca-Guamán, Mayra-Jeanneth
UNIVERSIDAD CATÓLICA DE CUENCA
ESTUDIANTE DE LA MAESTRÍA EN ADMINISTRACIÓN DE EMPRESAS CON
MENCIÓN EN GESTIÓN DE PROYECTOS
Cuenca - Ecuador
mayra.tenesaca@ucacue.edu.ec
https://orcid.org/0000-0002-9189-3216
Cevallos-Jiménez, Patricio-Fernando
UNIVERSIDAD CATÓLICA DE CUENCA
DOCENTE INVESTIGADOR DE POSGRADO
Cuenca - Ecuador
fernando.cevallos@ucacue.edu.ec
https://orcid.org/0000-0002-8673-1378
Lugo García, Jorge
UNIVERSIDAD CATÓLICA DE CUENCA
DOCENTE INVESTIGADOR DE POSGRADO
Cuenca - Ecuador
jorge.lugo.82@ucacue.edu.ec
https://orcid.org/0000-0002-1314-7621
Citación/como citar este artículo: Tenesaca, M., Cevallos, P. y Lugo, J. (2022). Estrategias administrativas
para la permanencia de los estudiantes de primer año de la universidad católica de cuenca en el periodo
académico 2022-2023. MQRInvestigar, 6(3), 845-869. https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Fechas de recepción: 01-AGO-2022 aceptación: 16-AGO-2022 publicación: 15-SEP-2022
https://orcid.org/0000-0002-8695-5005
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http://mqrinvestigar.com/
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 846
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Resumen
En la última década las elevadas y constantes cifras de deserción estudiantil la califican como
uno de los problemas latentes más significativos en la educación superior. En Ecuador, la
situación existente también hace pertinente su atención y tratamiento. En el presente estudio
se aborda esta problemática desde un enfoque administrativo, de gestión y dirección
universitaria, que posibilite su resolución y mejore la eficiencia terminal en años iniciales de
las carreras universitarias. El objetivo es desarrollar una estrategia administrativa para
propiciar la permanencia de los estudiantes de primer año de la Universidad Católica de
Cuenca en el periodo académico 2022-2023. Su diseño es no experimental de corte
transversal, con enfoque cuantitativo y alcance correlacional. La muestra estuvo compuesta
por n=304 estudiantes, a los cuales se les aplicó un cuestionario. Los resultados permiten
fundamentar una estrategia administrativa que propicia la permanencia de los estudiantes de
primer año de la Universidad Católica de Cuenca, en Ecuador. Del mismo modo, se
comprueba que su aplicación puede contribuir a elevar los índices de permanencia estudiantil
en los semestres iniciales de las carreras profesionales. Como conclusiones, se constata la
creación de una estrategia administrativa que es pertinente y necesaria en los momentos
actuales que vive la enseñanza superior. La misma se compone de diversas acciones que
posibilitan un trabajo intencionado hacia la colaboración, la comunicación, el cumplimiento
de los objetivos educativos e instructivos, así como la responsabilidad de los diversos actores
que intervienen en el contexto educativo, para fortalecer la captación y retención escolar.
Palabras claves: Deserción Estudiantil, Enseñanza Universitaria, Estrategia Administrativa,
Permanencia Estudiantil, Calidad de la Educación.
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 847
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Abstract
In the last decade, the high and constant numbers of student desertion qualify it as one of the
most significant latent problems in higher education. In Ecuador, the existing situation also
makes their care and treatment pertinent. In the present study, this problem is addressed from
an administrative, management and university management approach, which enables its
resolution and improves terminal efficiency in the initial years of university careers. The
objective is to develop an administrative strategy to promote the permanence of first-year
students at the Catholic University of Cuenca in the 2022-2023 academic period. Its design
is non-experimental cross-sectional, with a quantitative approach and correlational scope.
The sample consisted of n=304 students, to whom a questionnaire was applied. The results
allow to base an administrative strategy that favors the permanence of the first year students
of the Catholic University of Cuenca, in Ecuador. In the same way, it is verified that its
application can contribute to raising the rates of student permanence in the initial semesters
of professional careers. As conclusions, it is verified the creation of an administrative strategy
that is pertinent and necessary in the current moments that higher education lives. It is made
up of various actions that enable intentional work towards collaboration, communication,
compliance with educational and instructional objectives, as well as the responsibility of the
various actors involved in the educational context, to strengthen school recruitment and
retention.
Keywords: Student Desertion, University Education, Administrative Strategy, Student
Permanence, Quality of Education.
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 848
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Introducción
A
nivel
mundial
la
deserción
estudiantil
es
un
fenómeno
que
genera
una
elevada
preocupación, tanto para países desarrollados, como para aquellas naciones que se encuentran
en vías de desarrollo (Albarrán, 2019; Ortiz et al., 2018; Verdesoto et al., 2018). Diversos
autores especializados en las ciencias de la educación y el comportamiento consideran que
son diversos los factores que inciden en la deserción y el abandono estudiantil (Alzate et al.,
2019; Navarro, 2019; Velasco et al., 2020). Algunos de estos factores están relacionados con
problemas económicos que obligan a los jóvenes a abandonar la educación. Otros factores se
relacionan a la percepción de una insuficiente calidad de la educación, razones que producto
a una baja motivación, satisfacción con la enseñanza o insuficiente comunicación, también
obligan al abandono de la educación (Santana y Cortez, 2021; Zuluaga, 2020).
Por otro lado, autores como Albarrán (2019), Alzate et al., (2019), Verdesoto et al., (2018) y
Pérez et al., (2018) han afirmado en la última década que la deserción estudiantil también se
ha visto incidida por otros factores como el incremento del acoso escolar, la globalización y
la internacionalización de la enseñanza, así como el desarrollo de las analíticas educativas
que han obligado a una modificación apresurada de los métodos tradicionales de la
enseñanza. Por todo ello, estos y otros autores han catalogado a la deserción estudiantil como
una problemática multifactorial (Catalán y Vera, 2018; Fuenmayor y Bolaños, 2020;
Gutiérrez, 2020; Notejane et al., 2018).
Por todo lo abordado, se constata que la deserción estudiantil es una problemática latente y
que afecta grandemente la calidad de la educación. La cual debe ser atendida con prontitud e
intencionalidad por las autoridades competentes y por los diferentes actores que intervienen
en sus procesos (Blanco et al., 2018; Gallegos et al., 2018; Naffah et al., 2020). En tal sentido,
el presente estudio se orienta desde un enfoque administrativo, de gestión y dirección de los
procesos universitarios, a partir de la formulación de estrategias administrativas que permitan
contribuir a la resolución del problema detectado (Escobar, 2021; Miranda y Guzmán, 2017;
Ortega et al., 2021; Ruiz et al., 2022).
En un análisis de la situación existente a nivel mundial, se evidencia que en los países de la
Unión Europea se reportan tasas de deserción universitaria alarmantes, superiores incluso al
50% en promedio (Fernández de Morgado, 2010). Del mismo modo, como refieren los
anteriores
autores,
los
países
con
mejores
tasas
son
Australia,
donde
se
evidencian
estadísticas de deserción estudiantil que oscilan en un 20%, al igual que Suiza. Finalmente,
en Finlandia son de aproximadamente el 10%. En estas estadísticas que son favorables por
su tendencia a la disminución, a pesar de las distintas situaciones que continuamente atentan
contra los estudiantes, el desarrollo de estrategias y planes de acción administrativas tienen
un rol fundamental para contribuir con la resolución de esta problemática (Choque, 2021;
González, 2020).
Estas propuestas en el orden administrativo se dirigen al mejoramiento de la calidad de la
educación y la optimización de los procesos educativos, así como a la mejora de la
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 849
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comunicación, la motivación y la satisfacción de estudiantes, profesores, decisores y familia
(Chacín et al., 2020; Hoyos et al., 2018; Lucksic et al., 2020; Zuluaga, 2021). Por todo ello,
su desarrollo tiene una elevada pertinencia e importancia en los momentos actuales por los
que transitan las instituciones de educación superior, luego de la existencia de la pandemia
por COVID-19 (Fuenmayor y Bolaños, 2020; Mar-Cornelio et al., 2021; Rincón et al., 2020;
Seminara et al., 2022).
De acuerdo con estadísticas obtenidas de Fiegehen y Díaz (2008), en Latinoamérica existe
una tasa promedio de deserción del 57%. A su vez, en Ecuador, la Secretaría de Educación
Superior, Ciencia, Tecnología e Innovación (SENESCYT) reporta para la última década tasas
del 50% y 26% para los años 2010 y 2014, respectivamente (Echeverría-King et al., 2021).
En otro informe realizado por la SENESCYT a ocho universidades y escuelas politécnicas,
en las que se encuentra la Universidad Católica de Cuenca, en donde se determina su índice
de retención, solo dos de ellas lograron retener a más del 40% de sus estudiantes. En lo que
respecta a la Universidad Católica de Cuenca, el índice muestra que retiene al 37% de sus
estudiantes.
Aunque varios factores pueden provocar la deserción universitaria, Tinto (1989) propone
cinco teorías que engloban las posibles causas de deserción: psicológicas, socio-ambientales,
económicas, organizacionales e interaccionales. Desde la perspectiva de Narváez y Barragán
(2017), en Ecuador los factores económicos y sociales son los que más influyen para que
haya deserción universitaria. En tal sentido, es primordial que las instituciones de educación
superior apliquen estrategias idóneas que contribuyan a disminuir los índices de deserción
estudiantil (Martelo, 2017). La formulación de acciones en este sentido puede ser un
determinante para que los estudiantes no deserten y culminen sus estudios, siendo necesario
el desarrollo de estrategias desde los ámbitos institucional, académico, personal y económico
(Castro y Maritza, 2020).
Las universidades deben contar con procesos sólidos que permitan disminuir los índices de
deserción estudiantil, así como persuadir al estudiante para que no abandone su proceso de
formación. Desde la gestión administrativa se pueden idear acciones que apoyen al estudiante
en los ámbitos académicos, psicológicos y económicos (Sierra y Ágreda, 2020). En el
presente estudio se desarrolla una estrategia administrativa para la Universidad Católica de
Cuenca, que tiene el propósito de contribuir con la disminución de la deserción estudiantil en
los primeros semestres.
Teniendo en cuenta la problemática abordada, el problema de la investigación que se presenta
es: Los niveles elevados de deserción escolar que sufre la Universidad Católica de Cuenca
en el periodo académico 2022-2023 afecta la calidad de la educación y la permanencia
estudiantil en los semestres iniciales de las carreras profesionales. Es por ello que el objetivo
general que se propone abordar es: Desarrollar una estrategia administrativa para propiciar
la permanencia estudiantil en el primer año de la Universidad Católica de Cuenca en el
periodo académico 2022-2023. Los objetivos específicos propuestos a desarrollar en el
trabajo son:
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 850
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•
Analizar los fundamentos teóricos y literatura especializada disponible relacionada
con la deserción estudiantil en la educación superior.
•
Diseñar una estrategia administrativa, aplicable a la Universidad Católica de Cuenca,
para contribuir con la disminución de la deserción estudiantil en los semestres iniciales de
las carreras profesionales.
•
Realizar un análisis inferencial a partir de los datos obtenidos en la aplicación de
encuestas a estudiantes para evaluar el cumplimiento de la hipótesis de investigación.
Para ello, se define como hipótesis de la investigación: La aplicación de una estrategia
administrativa en la Universidad Católica de Cuenca en Ecuador contribuirá a elevar los
índices de permanencia estudiantil en los semestres iniciales de las carreras profesionales. La
variable independiente es la estrategia administrativa, mientras que la variable dependiente
es la permanencia estudiantil.
Deserción
La deserción es el abandono del sistema educativo al que se pertenece (Gutiérrez et. al, 2021).
Según Poveda (2019) es un abandono voluntario o inducido de la carrera universitaria elegida
por el estudiante, que se define por un conflicto interno en el estudiante que le hace tomar
una decisión sin valorar las consecuencias positivas o negativas del hecho (p.1). Esto
significa que se puede influenciar al estudiante para que desista de esta decisión.
De acuerdo con Núñez (2020) la decisión de desertar está impregnada de percepciones y
sentimientos
del
estudiante
respecto
a
sus
capacidades
personales
y
académicas,
y
adicionalmente, a las oportunidades y experiencias que le brinda la carrera universitaria que
cursa. Sin embargo, también puede ser el resultado del entorno socioeconómico en el que se
desenvuelve el estudiante (Erazo y Rosero, 2021). Por su parte, el desertor generalmente es
el estudiante de los primeros años de la carrera, que no se adapta a la carrera o se ha percatado
de que no es afín a sus intereses (Machado, 2019).
Determinar el concepto de deserción y establecer soluciones para esta problemática a nivel
mundial, son objetivos de algunas investigaciones. Según Tinto (1987), la definición del
proceso mismo es altamente delicada y muchas veces influida por el tipo de investigación
que se realiza. advierte que no definir las características y el proceso de deserción de una
manera concreta, podría llegar a tener implicaciones en el tipo de estrategias que una
institución puede seguir para tratar de solucionar y/o prevenir este tipo de situaciones.
Factores de deserción
Diversos los estudios acerca del tema de deserción estudiantil universitaria en diferentes
países, pero todos coinciden en que los factores de deserción son multicausales. Por su parte
Arias, Bastidas, y Salazar (2019), identifican los factores de riesgo para la deserción, el
académico, el socioeconómico e institucional. Del mismo modo, Bravo et al., (2020),
identifican las causas como asociadas al contexto del estudiante: aspecto socioeconómico,
organización académica e institucional. Considerando lo antes mencionado, se agrupan los
factores de la siguiente manera:
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 851
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Factores personales y motivacionales del estudiante
Están vinculados a los aspectos socioafectivos y emocionales. Así como de salud que le
conducen al abandono (Gutiérrez et al., 2021). De igual forma, el abandono se puede deber
a características personales como la baja autoestima o la falta de confianza para aprender lo
que plantea la carrera, o también a falta de técnicas de estudio o hábitos adecuados para el
estudio como la disciplina o la perseverancia (Bravo et al., 2020).
El paso de la educación media a la educación superior sugiere independencia y madurez por
parte
del
estudiante
para
afrontar
la
nueva
situación
de
estudio.
Ya
no
existe
un
acompañamiento como en el colegio y para continuar carrera o tomar decisiones respecto a
los estudios está solo.
Factores académicos
Este aspecto está relacionado a las capacidades académicas que el estudiante ha acumulado
a lo largo de su desempeño como estudiante. Muchas veces los estudiantes llegan al nivel
universitario sin tener habilidades cognitivas que debieron adquirir durante la educación
media (Machado, 2019). Es decir, el estudiante desertor se desempeña con bajo rendimiento,
no llena las expectativas académicas y cumple con el perfil laboral que quiere crear la
universidad, por lo tanto, tiene dificultad para responder a las exigencias de la academia
(Arias et al., 2019). Asimismo, se pueden identificar como una causa de deserción la falta de
articulación entre los programas de estudios en los distintos niveles de estudio, las mallas
curriculares, los reglamentos de la universidad y el ambiente organizacional en el que hacen
vida (Bravo et al., 2020).
Factores institucionales
Desde la institucionalidad se asocia a una desfavorable pedagogía de los docentes, baja
disponibilidad de becas y crédito universitario (Arias et al., 2019). Las carencias en la
formación y actualización del docente que se ven reflejadas en sus técnicas de enseñanzas
tradicionales y no adaptadas a la realidad de
los estudiantes. Esto significa que las
evaluaciones pueden ser de gran exigencia o de baja exigencia, pero, en cualquiera de los
casos no se adaptan a las necesidades de los estudiantes.
Dentro de esta perspectiva institucional también cabe el aspecto vocacional, las instituciones
educativas desde la educación media hasta la superior, deben realizar pruebas vocacionales
y crear espacios de orientación para facilitar al estudiante conocimiento acerca de sus
características personales y de las destrezas que deben desarrollar para las diferentes carreras
(Erazo y Rosero, 2021).
Factores socioeconómicos
En este ámbito se vincula a la falta de condiciones socioeconómicas para llevar a término la
carrera, ya sea por bajos recursos económicos familiares o una situación de empleo
desfavorable (Arias et al., 2019). También se asocia a la lejanía de la universidad con respecto
al lugar de habitación del estudiante, si el estudiante debe trasladarse o mudarse cerca afecta
su mantenimiento y asistencia a la universidad. Incluso, también este ámbito se ve afectado
por el nivel educativo de los padres, el seguimiento de los padres en los estudios de sus hijos
(Bravo, et. al, 2020).
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 852
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El aspecto cultural también es importante a la hora de hablar del factor socioeconómico, la
presión social para estudiar o dejar de hacerlo es una causa de deserción. La procedencia
étnica, las tradiciones familiares también (Gutiérrez et al., 2021).
Considerando estas dimensiones se deben tomar en cuenta para la mejora del sistema
educativo, como aspectos transformadores de la realidad social, con el fin de bajar los
números de deserciones (Arias et al., 2019). Por otro lado, las dimensiones aquí descritas
varían de acuerdo con las características de la cohorte, la carrera y el sistema educativo en
general (González, 2020
Estrategias de permanecía
Las estrategias son procedimientos consistentes para abordar una situación eficientemente,
impulsan la construcción de políticas, integración de convenios, programas o proyectos de
fomento
a
la
permanencia
del
estudiante
en
la
universidad
y
al
mismo
tiempo,
al
mejoramiento de la calidad educativa y estudiantil. Para que efectivamente, una estrategia de
retención hacia el estudiante sea eficaz debe haber un compromiso por parte del docente hacia
los estudiantes y su desarrollo académico (Espinoza et al., 2020).
Desde el ámbito administrativo, al gestionar una empresa se entiende que “las personas son
lo más importante en una organización porque son las aportan valor a la empresa con su
trabajo” (Chiavenato, 2012). Extrapolando esta situación a la universidad, el trabajo del
estudiante y del docente, son los que aportan valor. Por lo tanto, considerar estrategias de
retención con base en las razones de deserción dando prioridad a la calidad y gestión de la
universidad, ayuda no solo con la permanencia de los estudiantes, sino también, en la
construcción de la marca universitaria enfocada en la calidad.
Como se analizó desde algunos criterios de autores en esta investigación se pudo determinar
que la deserción en los primeros años en la educación superior es una problemática que se
debe atender de manera permanente en las instituciones, por este motivo la propuesta de crear
estrategias de permanencia y así asegurar que los estudiantes cumplan sus objetivos.
Las diversas investigaciones sobre la deserción permiten tener un panorama de análisis y
comparación con el presente estudio, el cual aporta para la creación de un aplicativo para la
Universidad Católica de Cuenca, donde se podrá enfatizar en capítulos posteriores la
metodología los resultados la propuesta y las conclusiones al estudio realizado.
Material y métodos
Material
La investigación realizada es de tipo no experimental de corte transversal, con enfoque
cuantitativo y alcance descriptivo. La población objeto de estudio estuvo conformada por los
estudiantes matriculados en primer ciclo, donde la muestra se fijó con un nivel de confianza
del 95% y un margen de error del 5% (Sampieri et al., 2010).
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 853
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Población y muestra
La población estuvo conformada por estudiantes de primer año de la Universidad Católica de
Cuenca, siendo esta una población finita de N=1442 estudiantes. La muestra se integró por
n=304 sujetos de análisis. El muestreo fue no probabilístico por conveniencia, a partir de los
estudiantes a los que se pudo acceder para ser parte del estudio. En la tabla 1 se visualiza el
total de la población desglosada por campus universitarios.
Tabla 1.
Población total desglosada entre los cinco campus universitarios.
Campus
Número de estudiantes
Muestra
Cuenca
954
201
Azogues
248
52
Cañar
45
9
Troncal
115
24
Macas
80
17
Población total
1442
304
Fuente: Elaboración propia
Diseño del cuestionario
Se desarrolló un cuestionario como parte del estudio actual, el cual fue aplicado a estudiantes
de primer año de la Universidad Católica de Cuenca en el Ecuador, para evaluar su
percepción sobre la estrategia administrativa para propiciar la permanencia estudiantil. El
cuestionario se detalla en la tabla 2. Se utilizó una escala de medida ordinal de tipo Likert de
5 puntos, con opciones de respuesta: Completamente de acuerdo (5), De acuerdo (4), Ni de
acuerdo ni en desacuerdo (3), En desacuerdo (2) y Completamente en desacuerdo (1). Para
el análisis estadístico se utilizó el paquete estadístico de ciencias sociales SPSS.
El instrumento de medición se sometió a validación de contenido por consenso de expertos.
Se seleccionó 3 jueces a quienes se les envió un formulario con los ítems y la definición del
concepto de cada factor de investigación. Los jueces tienen 4 opciones. 1 irrelevante, 2 poco
relevante, 3 relevante y, 4 muy relevante. Se obtuvo el promedio de las calificaciones. Los
ítems mayores al promedio de 3 se quedan en el instrumento y las variables observables
iguales o menores a 3 se eliminan; se inició con 26 ítems quedando 19 con el cual se aplicó
el instrumento de medición para prueba piloto a 30 estudiantes para validarla. (Ander, 2003).
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 854
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Tabla 2.
Cuestionario aplicado para evaluar la percepción de los estudiantes sobre la estrategia
administrativa para propiciar la permanencia estudiantil.
No.
Reactivo
Variable
medida
Dimensión
que
representa
1.
Considera
usted
que
existe
una
adecuada
integración del estudiante con su entorno familiar
VD.
Permanencia
estudiantil
Social
2.
Usted permanece en la universidad porque le gusta
su carrera
3.
Tiene que viajar de una ciudad a otra para poder
llegar a la universidad
4.
Considera
que
las
interacciones
socioculturales
estudiante-estudiante son satisfactorias
Cultural
5.
Considera
usted
que
las
interacciones
socioculturales
estudiante-profesor
son
satisfactorias
6.
Ha detectado usted situaciones de acoso escolar en
las instalaciones de la universidad
Ambiente
universitario
7.
Cree
usted
que
la
institución
le
brinda
la
oportunidad de cumplir sus metas profesionales
8.
Está conforme con los servicios de biblioteca,
laboratorio y demás servicios y beneficios que
ofrece la Universidad
9.
La infraestructura de las aulas y
espacios son
adecuados
10.
Considera que la malla curricular de la carrera es
pertinente
11.
Las condiciones tecnológicas existentes favorecen
el aprendizaje
12.
Los
procesos
de
nivelación
académica
son
satisfactorios para el estudiante
VI.
Estrategia
administrativa
Captación
de
estudiantes
13.
Los procesos de admisión permiten conocer en
profundidad la oferta académica disponible
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 855
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14.
Las actividades de captación motivan al estudiante
a cursar una carrera universitaria en este centro de
estudios
15.
En la universidad se favorece una comunicación
efectiva con la familia para asegurar el bienestar
del estudiante
Retención
de
estudiantes
16.
Se
establecen
procesos
y
actividades
en
la
institución
para
garantizar
una
adecuada
interacción de usted con sus compañeros
17.
Se
establecen
procesos
y
actividades
en
la
institución
para
garantizar
una
adecuada
interacción de usted con sus docentes
18.
Existen canales efectivos de comunicación, los
cuales
se
monitorizan
para
obtener
retroalimentación
de
las
necesidades
de
los
estudiantes
19.
Se
da
seguimiento
a
la
satisfacción
de
los
estudiantes
Fuente: Elaboración propia
Métodos
El objetivo del estudio fue desarrollar una estrategia administrativa para propiciar la
permanencia de los estudiantes de primer año de la Universidad Católica de Cuenca en el
periodo académico 2022-2023. De tal manera, la investigación se basó en la metodología
PRISMA.
Figura 1.
Empleo de la metodología PRISMA para el análisis de los términos deserción estudiantil,
enseñanza universitaria, estrategia administrativa, permanencia estudiantil y calidad de la
educación.
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 856
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Fuente: Elaboración propia.
Así, para iniciar el trabajo, se realizó una revisión documental para analizar y evaluar la
importancia
que
tiene
el
desarrollo
de
estrategias
administrativas
para
propiciar
la
permanencia de los estudiantes. Para ello, se empleó la metodología PRISMA, como se
mostró anteriormente en la figura 1, para guiar el proceder de levantamiento de datos (Pérez
et al., 2021). Seguidamente, se lleva a cabo la aplicación de un cuestionario a estudiantes
para analizar la temática objeto de estudio, para realizar los análisis inferenciales, por medio
de análisis estadísticos.
Resultados
Los resultados fundamentales del estudio se centran en evaluar el cumplimiento de la
hipótesis de la investigación que refiere que: La aplicación de una estrategia administrativa
en la Universidad Católica de Cuenca en Ecuador contribuirá a elevar los índices de
permanencia estudiantil en los semestres iniciales de las carreras profesionales.
En primer lugar, en la tabla 3 se presenta la estrategia administrativa desarrollada para
propiciar la permanencia estudiantil en el primer año de la Universidad Católica de Cuenca
en el periodo académico 2022-2023. En la tabla se detallan el conjunto de acciones que
integran la estrategia propuesta, las cuales se corresponden con las dimensiones identificadas
como esenciales para elevar los índices de permanencia de los estudiantes:
Tabla 3.
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Estrategias administrativas para propiciar la permanencia estudiantil.
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 857
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L4d1nTklODc3lhLHEn1YqAKAPvvwVpUuheDdB0i4dXmsLC3tXZehaONVJH4igD//2Q==
Dimensiones
Estrategias
Captación de
estudiantes
1.
Continuar con el mejoramiento de la calidad de los profesores de
carrera, que posibilite mejorar el proceso docente-educativo
2.
Propiciar la habilitación de nuevos espacios de estudio y trabajo como
laboratorios
y
talleres
para
contribuir
con
el
bienestar
de
los
estudiantes
3.
Mejorar las disposiciones universitarias para el otorgamiento de
ayudas económica y becas a estudiantes de bajos recursos
4.
Habilitar
ayudas
económicas
para
estudiantes
que
lo
requieran,
consistentes en bonos de transporte, alimentación e impresión
5.
Organizar eventos académicos, investigativos, deportivos y culturales
para dinamizar la vida estudiantil y propiciar el establecimiento de
adecuadas relaciones entre todos los actores del proceso educativo
6.
Potenciar la excelencia académica con estímulos y bonos que premien
y motiven dichos comportamientos
7.
Sistematizar y monitorizar los sistemas de evaluación profesoral
prestando especial atención a variables como preparación didáctica y
pedagógica,
proceso
comunicativo,
dominio
de
los
contenidos
impartidos, prácticas docentes y evaluación por parte del estudiante
8.
Implementar
continuamente
nuevas
metodologías,
estrategias
didácticas y modelos pedagógicos que estimulen la participación del
estudiantado
9.
Potenciar el desarrollo de programas extracurriculares que hagan
frente,
monitoricen y capaciten
en
temas como
el bullying, las
enfermedades de transmisión sexual, el tabaquismo, la sexualidad, la
violencia y la droga, que posibiliten que la institución académica sea
un lugar en el que el estudiante desee permanecer
Retención de
estudiantes
10.
Evaluar
y
monitorizar
el
funcionamiento
de
los
procesos
de
acompañamiento a los estudiantes, como las asesorías, las mentorías
y las consejerías, que permitan accionar de manera oportuna ante los
desempeños académicos poco favorables o el absentismo, prestando
especial atención a los estudiantes en condiciones de vulnerabilidad
11.
Mejorar constantemente los cursos de nivelación que permitan el
fortalecimiento de los contenidos, para impactar directamente contra
la deserción estudiantil
12.
Mejorar la conectividad a internet para contribuir con la optimización
de los servicios universitarios
13.
Mejorar la infraestructura de hardware y software universitaria para
propiciar las actividades de estudio
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 858
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14.
en línea
15.
Realizar un perfil del estudiante que permita conocer sus capacidades
vocacionales, académicas y psicosociales para su ubicación en la
carrera,
todo
lo
cual
contribuya
a
aumentar
su
motivación
y
permanencia en la universidad
16.
Llevar a cabo actividades de corte extracurricular en la comunidad,
las empresas y en otras instituciones de enseñanza, de manera que se
impacte de forma positiva en la motivación y satisfacción de los
estudiantes
17.
Fomentar la creación y funcionamiento de comunidades temáticas que
permitan el desarrollo de las habilidades cognitivas en los estudiantes
y estimulen su motivación y creatividad
18.
Implementar programas de atención y orientación psicosocial para el
establecimiento de adecuadas relaciones humanas, que fomenten el
trabajo en equipo y la colaboración
19.
Implementar un canal de comunicación familiar para la atención
inclusiva
escuela-hogar
y
dar
seguimiento
a posibles
causas
de
deserción estudiantil
Fuente: Elaboración Propia
Posteriormente, una vez expuesta la estrategia desarrollada, se realizó el análisis inferencial
a partir de los datos obtenidos en la aplicación de encuestas a los estudiantes que formaron
parte de la muestra. Su propósito es evaluar el cumplimiento de la hipótesis de investigación
definida. Se analizó el valor del coeficiente Alpha de Cronbach, que refleja el grado de
consistencia interna alcanzado por el instrumento de medición aplicado. Posteriormente, se
evaluó la normalidad de los datos y se aplicó el coeficiente de correlación Rho de Spearman
para la evaluación del grado de relación evidenciado entre las variables: la estrategia
administrativa, como variable independiente, y la permanencia estudiantil, como variable
dependiente. Los resultados obtenidos posibilitan la discusión y evaluación de los resultados
y la hipótesis, con base en los resultados.
Confiabilidad y análisis de datos
En la tabla 3 se muestra el cálculo del Alfa de Cronbach. Para ello, se hizo una transformación
de variables, para profundizar en los análisis. Se transformaron los reactivos de la variable
independiente y los de la variable dependiente, también se calculó el valor total del
instrumento. En todos los casos se arroja un valor entre 0,7 y 0,9, lo que evidencia la adecuada
consistencia interna del cuestionario aplicado a estudiantes, no existiendo redundancia.
Posteriormente, en la propia tabla 3 se calculó la normalidad del conjunto de datos utilizado.
Para las variables transformadas y del total de la muestra se arrojó un valor que indica que
los datos no se ajustan a una distribución normal por ser p<0.05. Debido a ello, es que se
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 859
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xL8OaXqthp3hDxEsGpR+VODpU5yP++aAOc/4Vx44/wChN8Sf+Cuf/wCJoAP+FceOP+hN8Sf+
Cuf/AOJoAP8AhXHjj/oTfEn/AIK5/wD4mgA/4Vx44/6E3xJ/4K5//iaAD/hXHjj/AKE3xJ/4
K5//AImgA/4Vx44/6E3xJ/4K5/8A4mgA/wCFceOP+hN8Sf8Agrn/APiaANXwv8IvGmua3b6f
L4d1nTklODc3lhLHEn1YqAKAPvvwVpUuheDdB0i4dXmsLC3tXZehaONVJH4igD//2Q==
decide aplicar el coeficiente de correlación no paramétrico Rho de Spearman para el análisis
de correlación.
Tabla 4.
Análisis de la normalidad del conjunto de datos y fiabilidad del cuestionario. Fuente:
elaboración propia.
Variable
Alfa de
Cronbach
Normalidad (Kolmogorov-Smirnov)
Estadístico
gl
Sig.
VI. Estrategia administrativa (P12-
P19)
0,894
0,110
304
0,000
VD. Permanencia estudiantil (P1-P11)
0,723
0,060
304
0,011
Total del instrumento (P1-P19)
0,886
0,063
304
0,005
Fuente: Elaboración Propia
Análisis correlacional
El análisis de correlación arrojó un valor de significancia bilateral que es estadísticamente
significativo, por ser menor a 0,05, como se puede observar en la tabla 4. Posteriormente, se
pudo determinar que para la muestra de estudiantes se alcanzó un coeficiente de correlación
de 0,468, lo que constata una relación moderada y lineal positiva entre las dos variables
analizadas: la estrategia administrativa y la permanencia estudiantil. Ello hace alusión a que
a medida que se adquiere conciencia por parte de todos los actores universitarios en la
aplicación adecuada de la estrategia administrativa, se percibe un impacto también mayor en
la permanencia de los estudiantes. Posteriormente, en la tabla 5 se muestran los valores de
correlación obtenidos entre cada uno de los reactivos aplicados.
Tabla 5.
Análisis de la correlación obtenida entre las variables.
VI. Estrategia
administrativa
VD. Permanencia
estudiantil
Rho de
Spearman
VI. Estrategia
administrativa
Coeficiente de
correlación
1,000
0,741**
Sig. (bilateral)
-
0,000
N
304
304
VD. Permanencia
estudiantil
Coeficiente de
correlación
0,741**
1,000
Sig. (bilateral)
0,000
-
N
304
304
**. La correlación es significativa en el nivel 0,01 (2 colas).
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 860
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K5//AImgA/4Vx44/6E3xJ/4K5/8A4mgA/wCFceOP+hN8Sf8Agrn/APiaANXwv8IvGmua3b6f
L4d1nTklODc3lhLHEn1YqAKAPvvwVpUuheDdB0i4dXmsLC3tXZehaONVJH4igD//2Q==
Finalmente, en la En la tabla 6 se presenta el desglose de cada una de las 19 preguntas
visualizando correlaciones altas y las que no son significativas, que posteriormente pueden
servir de análisis para futuras investigaciones.
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 861
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Tabla 6.
Valores de correlación obtenidos entre cada uno de los reactivos aplicados.
Rho de Spearman
P1
P2
P3
P4
P5
P6
P7
P8
P9
P10
P11
P12
P13
P14
P15
P16
P17
P18
P19
P1
Coeficiente de
correlación
1
0,278
**
0,123
*
0,401
**
0,330
**
-0,103
0,327
**
0,294
**
0,260
**
0,334
**
0,342
**
0,342
**
0,286
**
0,412
**
0,390
**
0,331
**
0,340
**
0,308
**
0,350
**
Sig. (bilateral)
-
0
0,031
0
0
0,073
0
0
0
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P2
Coeficiente de
correlación
0,278
**
1
0,08
0,310
**
0,208
**
-
0,218
**
0,330
**
0,212
**
0,188
**
0,374
**
0,284
**
0,340
**
0,337
**
0,310
**
0,227
**
0,208
**
0,264
**
0,268
**
0,281
**
Sig. (bilateral)
0
.
0,165
0
0
0
0
0
0,001
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P3
Coeficiente de
correlación
0,123
*
0,08
1
0,084
-0,02
0,156
**
0,019
0,096
0,071
0,074
0,067
0,069
0,126
*
0,125
*
0,1
0,062
0,085
0,076
0,071
Sig. (bilateral)
0,031
0,165
.
0,146
0,728
0,006
0,736
0,094
0,218
0,2
0,245
0,23
0,028
0,029
0,08
0,282
0,137
0,184
0,216
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P4
Coeficiente de
correlación
0,401
**
0,310
**
0,084
1
0,585
**
-
0,189
**
0,401
**
0,417
**
0,390
**
0,417
**
0,402
**
0,390
**
0,456
**
0,578
**
0,459
**
0,560
**
0,547
**
0,435
**
0,483
**
Sig. (bilateral)
0
0
0,146
.
0
0,001
0
0
0
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P5
Coeficiente de
correlación
0,330
**
0,208
**
-0,02
0,585
**
1
-
0,157
**
0,408
**
0,449
**
0,397
**
0,466
**
0,402
**
0,429
**
0,382
**
0,456
**
0,436
**
0,540
**
0,564
**
0,492
**
0,526
**
Sig. (bilateral)
0
0
0,728
0
.
0,006
0
0
0
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P6
Coeficiente de
correlación
-0,103
-
0,218
**
0,156
**
-
0,189
**
-
0,157
**
1
-
0,233
**
-
0,191
**
-0,128
*
-
0,268
**
-
0,223
**
-
0,234
**
-
0,232
**
-
0,195
**
-
0,171
**
-
0,182
**
-
0,183
**
-
0,205
**
-
0,186
**
Sig. (bilateral)
0,073
0
0,006
0,001
0,006
.
0
0,001
0,026
0
0
0
0
0,001
0,003
0,001
0,001
0
0,001
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P7
Coeficiente de
correlación
0,327
**
0,330
**
0,019
0,401
**
0,408
**
-
0,233
**
1
0,549
**
0,436
**
0,431
**
0,460
**
0,436
**
0,443
**
0,495
**
0,430
**
0,395
**
0,444
**
0,446
**
0,461
**
Sig. (bilateral)
0
0
0,736
0
0
0
.
0
0
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P8
Coeficiente de
correlación
0,294
**
0,212
**
0,096
0,417
**
0,449
**
-
0,191
**
0,549
**
1
0,607
**
0,443
**
0,582
**
0,388
**
0,379
**
0,500
**
0,406
**
0,407
**
0,414
**
0,435
**
0,480
**
Sig. (bilateral)
0
0
0,094
0
0
0,001
0
.
0
0
0
0
0
0
0
0
0
0
0
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 862
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Fipq/wAVvEuq6XcWF3cRtbzja4C9qLBY+8fhl/yTbwn/ANgm0/8ARKUxn59/Fj/kqfjL/sNX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304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P9
Coeficiente de
correlación
0,260
**
0,188
**
0,071
0,390
**
0,397
**
-0,128
*
0,436
**
0,607
**
1
0,376
**
0,508
**
0,357
**
0,286
**
0,421
**
0,442
**
0,468
**
0,437
**
0,356
**
0,443
**
Sig. (bilateral)
0
0,001
0,218
0
0
0,026
0
0
.
0
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P10
Coeficiente de
correlación
,334
**
,374
**
0,074
,417
**
,466
**
-,268
**
,431
**
,443
**
,376
**
1
,483
**
,494
**
,416
**
,531
**
,390
**
,417
**
,467
**
,479
**
,487
**
Sig. (bilateral)
0
0
0,2
0
0
0
0
0
0
.
0
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P11
Coeficiente de
correlación
0,342
**
0,284
**
0,067
0,402
**
0,402
**
-
0,223
**
0,460
**
0,582
**
0,508
**
0,483
**
1
0,503
**
0,436
**
0,512
**
0,485
**
0,444
**
0,457
**
0,509
**
0,517
**
Sig. (bilateral)
0
0
0,245
0
0
0
0
0
0
0
.
0
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P12
Coeficiente de
correlación
0,342
**
0,340
**
0,069
0,390
**
,429
**
-
0,234
**
0,436
**
0,388
**
0,357
**
0,494
**
0,503
**
1
,596
**
0,541
**
0,463
**
0,426
**
0,471
**
0,437
**
0,533
**
Sig. (bilateral)
0
0
0,23
0
0
0
0
0
0
0
0
.
0
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P13
Coeficiente de
correlación
0,286
**
0,337
**
0,126
*
0,456
**
0,382
**
-
0,232
**
0,443
**
0,379
**
,286
**
,416
**
0,436
**
0,596
**
1
0,584
**
0,406
**
0,355
**
0,420
**
0,448
**
0,439
**
Sig. (bilateral)
0
0
0,028
0
0
0
0
0
0
0
0
0
.
0
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P14
Coeficiente de
correlación
0,412
**
0,310
**
0,125
*
0,578
**
0,456
**
-
0,195
**
0,495
**
0,500
**
0,421
**
0,531
**
0,512
**
0,541
**
0,584
**
1
0,541
**
0,491
**
0,497
**
0,507
**
0,555
**
Sig. (bilateral)
0
0
0,029
0
0
0,001
0
0
0
0
0
0
0
.
0
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P15
Coeficiente de
correlación
0,390
**
0,227
**
0,1
0,459
**
0,436
**
-
0,171
**
0,430
**
0,406
**
0,442
**
0,390
**
0,485
**
0,463
**
0,406
**
0,541
**
1
0,503
**
0,487
**
0,499
**
0,494
**
Sig. (bilateral)
0
0
0,08
0
0
0,003
0
0
0
0
0
0
0
0
.
0
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P16
Coeficiente de
correlación
0,331
**
0,208
**
0,062
0,560
**
0,540
**
-
0,182
**
0,395
**
0,407
**
0,468
**
0,417
**
0,444
**
0,426
**
0,355
**
0,491
**
0,503
**
1
0,781
**
0,549
**
0,567
**
Sig. (bilateral)
0
0
0,282
0
0
0,001
0
0
0
0
0
0
0
0
0
.
0
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 863
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EXS7mLxFbrcXegQ/bFuSPmmQZxGfbigDy3xx4uvfFeoCW4Ahs4uLe2X7sK46CgDmqACgAoAK
ACgAoAKAP0v+GX/JNvCf/YJtP/RKUAfH/wAdPhF4psvHuqajpmlajrFvqt5cXqtYWkkwiDys
wVioODzQB53/AMK48cf9Cb4k/wDBXP8A/E0AXNM8GfETTJ1lsfCvimJlOfl02cD8ttAHf2Hi
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x8ulTj/2WmM4O58A+PrmQvceEvFErnnL6bOf/ZaAIv8AhXHjj/oTfEn/AIK5/wD4mgA/4Vx4
4/6E3xJ/4K5//iaAD/hXHjj/AKE3xJ/4K5//AImgA/4Vx44/6E3xJ/4K5/8A4mgA/wCFceOP
+hN8Sf8Agrn/APiaAD/hXHjj/oTfEn/grn/+JoAP+FceOP8AoTfEn/grn/8AiaAOl8Cab8T/
AARqM17ofhLxCk00flvv0mdgV9MbaALPjaD4peMPJGpeENfijjBHl2+kTxq31AXmgCh4V0T4
meF1vxpPhLxHGL2HyJs6VOcr/wB80AYH/CufHH/Qm+JP/BXP/wDE0AH/AArjxx/0JviT/wAF
c/8A8TQAf8K48cf9Cb4k/wDBXP8A/E0AH/CuPHH/AEJviT/wVz//ABNAB/wrjxx/0JviT/wV
z/8AxNAB/wAK48cf9Cb4k/8ABXP/APE0AH/CuPHH/Qm+JP8AwVz/APxNAGj4d+E/jTV9atLC
bw1rljHO4Q3Fzp8yRx+7MVAAoA/QPwnpj6L4V0bS5XDyWNlDbM69GKIFJH5UAf/Z
P17
Coeficiente de
correlación
0,340
**
0,264
**
0,085
0,547
**
0,564
**
-
0,183
**
0,444
**
0,414
**
0,437
**
0,467
**
0,457
**
0,471
**
0,420
**
0,497
**
0,487
**
0,781
**
1
0,600
**
0,619
**
Sig. (bilateral)
0
0
0,137
0
0
0,001
0
0
0
0
0
0
0
0
0
0
.
0
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P18
Coeficiente de
correlación
0,308
**
0,268
**
0,076
0,435
**
0,492
**
-
0,205
**
0,446
**
0,435
**
0,356
**
0,479
**
0,509
**
0,437
**
0,448
**
0,507
**
0,499
**
0,549
**
0,600
**
1
0,576
**
Sig. (bilateral)
0
0
0,184
0
0
0
0
0
0
0
0
0
0
0
0
0
0
.
0
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
P19
Coeficiente de
correlación
0,350
**
0,281
**
0,071
,483
**
0,526
**
-
0,186
**
0,461
**
0,480
**
0,443
**
0,487
**
0,517
**
0,533
**
0,439
**
0,555
**
0,494
**
0,567
**
0,619
**
0,576
**
1
Sig. (bilateral)
0
0
0,216
0
0
0,001
0
0
0
0
0
0
0
0
0
0
0
0
.
N
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
304
**. La correlación es significativa en el nivel 0,01 (2 colas).
*. La correlación es significativa en el nivel 0,05 (2 colas).
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 864
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DISCUSIONES Y CONCLUSIONES
Luego de realizado el trabajo de investigación, se constata la creación de una estrategia
administrativa que es pertinente y necesaria en los momentos actuales que vive la enseñanza
superior. La misma se compone de diversas acciones que posibilitan un trabajo intencionado
hacia la colaboración, la comunicación, el cumplimiento de los objetivos educativos e
instructivos, así como la responsabilidad de los diversos actores que intervienen en el
contexto educativo, para fortalecer la permanencia escolar y la calidad de la educación.
La estrategia administrativa desarrollada y evaluada comprende el fortalecimiento de las
habilidades pedagógicas y didácticas de los profesores para el desarrollo de sus funciones
educativas de manera satisfactoria. Además, incorpora la generación de programas de
consejería vocacional para ayudar a los estudiantes para la resolución de sus inquietudes y su
gestión psicosocial, así como al momento de reflexionar y tomar decisiones respecto a la
carrera universitaria a cursar.
Del mismo modo, la estrategia administrativa desarrollada incorpora acciones para mejorar
el seguimiento al desempeño académico de los estudiantes, el estado de la salud financiera
de los mismos, con relación a la obtención de becas y descuentos de matrícula por mérito
académico y otros premios, así como a su seguimiento psicológico y gestión universitaria.
Como limitaciones del estudio, se presenta el periodo existente de pandemia por COVID-19,
el cual no permitió la profundización y detalle en el análisis del objeto de investigación. En
dicho periodo no se pudo aplicar estudios de intervención para analizar a profundidad el
fenómeno objeto de estudio, de manera que los resultados obtenidos pudieran generalizarse
a la totalidad de la población de la investigación. Tampoco se constató la presencia de
documentación con rigor científico suficiente para el estudio de los efectos producidos por
la pandemia por COVID-19 en la educación superior, y específicamente su efecto sobre la
deserción estudiantil.
Debido a lo anterior, para trabajos futuros se recomienda la aplicación de estudios de
intervención en el Ecuador, que apliquen la estrategia administrativa desarrollada, para
evaluar su pertinencia e impacto sobre los estudiantes, para contribuir a elevar los índices de
permanencia estudiantil en los semestres iniciales de las carreras profesionales. De esta
manera, se contribuiría a elevar la calidad de la educación en los distintos niveles de
enseñanza.
REFERENCIAS BIBLIOGRÁFICAS
Albarrán, J. (2019). La deserción estudiantil en la Universidad de Los Andes (Venezuela).
Educación
y
humanismo,
21(36),
60-92.
https://doi.org/10.17081/eduhum.21.36.2806
Alzate, O. A. T., Ortega, F. J. R., García, D. O., y Ramírez, D. R. (2019). Deserción
estudiantil: incidencia de factores institucionales relacionados con los procesos de
Vol.6 No.3 (2022): Journal Scientific
Investigar ISSN: 2588–0659
https://doi.org/10.56048/MQR20225.6.3.2022.845-869
Vol.6-N° 03, 2022, pp. 845-869
Journal Scientific
MQRinvestigar 865
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Conflicto de intereses:
Los autores declaran que no existe conflicto de interés posible.
Financiamiento:
No existió asistencia financiera de partes externas al presente artículo.
Agradecimiento:
A la Jefatura de Posgrados de la Universidad Católica de Cuenca por permitir el desarrollo
y fomento de la investigación.
Nota:
El artículo no es producto de una publicación anterior, tesis, proyecto, etc.