ALUMNO - ANGIE ELIANA JIMENEZ MOLINAALUMNO - ANGIE ELIANA JIMENEZ MOLINA202021-10-07T21:46:00Z2021-10-07T21:46:00Z24166859177176421610824016

Gestión educativa y satisfacción laboral, en los docentes

de una asociación educativa en Lima

Educational management and job satisfaction in teachers

of an Educational Association in Lima

Gestão educacional e satisfação no trabalho em professores

de uma associação educacional em Lima

Dora Ruth Machaca Flores

doramachaca@gmail.com

ORCID iD: https://orcid.org/0000-0002-5902-8994

Universidad Peruana Unión

Madeleine Campos Ramirez

samad@upeu.edu.pe

ORCID iD: https://orcid.org/0000-0002-4046-2176

Universidad Peruana Unión

Recibido: 03 de enero de 2021

Aceptado: 06 de junio de 2021

Resumen

La presente investigación pretende determinar la relación de la gestión educativa sobre la satisfacción laboral, con la participación de 109 docentes de los tres niveles: inicial, primario y secundario, en el contexto de una investigación cuantitativa, de tipo descriptivo, correlacional y transeccional. Se utilizaron dos cuestionarios de tipo Likert, uno para medir la gestión administrativa y otro para la satisfacción laboral. Los resultados muestran que sí existe relación positiva, directa y significativa (r = 0.603, p <0.05) entre la gestión educativa y la satisfacción laboral. En conclusión, las dos variables tienen una relación significativa, directa y positiva.

Palabras claves

: Gestión educativa, satisfacción laboral

Abstract

This research aims to determine the relationship of educational management on job satisfaction, with the participation of 109 teachers from the three levels: initial, primary and secondary, in the space of a quantitative, descriptive, correlational and transectional research. Two Likert-type questionnaires were used, one to measure administrative

management and the other for job satisfaction. The results show that there is a positive, direct and significant relationship (r = 0.603, p <0.05) between educational management and job satisfaction. In conclusion, the two variables have a significant, direct and positive relationship.

Keywords

: Educational management, job satisfaction.

Resumo

Esta pesquisa tem como objetivo verificar a relação da gestão educacional com a satisfação no trabalho, com a participação de 109 professores dos três níveis: inicial, primário e secundário, no contexto de uma pesquisa quantitativa, descritiva, correlacional e transversal. Foram utilizados dois questionários do tipo Likert, um para mensurar a gestão administrativa e outro para satisfação no trabalho. Os resultados mostram que existe uma relação positiva, direta e significativa (r = 0,603, p <0,05) entre a gestão educacional e a satisfação no trabalho. Em conclusão, as duas variáveis têm uma relação significativa, direta e positiva.

Palavras-chave

: Gestão educacional, satisfação no trabalho

Introducción

En el ámbito de la educación y su respectivo sistema, quedan enmarcados varios conceptos que para algunos han sido bastante bien definidos; sin embargo, para otros, generan confusión y tienen deslindes conceptuales y semánticos. Por ejemplo, se habla de gestión educativa escolar

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(Barbón, 2018)

; gestión educativa

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Briceño, Correa, Valdés y Hadweh, 2020

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Vega, 2020)

; calidad educativa, la gestión del conocimiento, la gestión educativa, la gestión de la innovación y los ambientes de aprendizaje

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(Romero, 2018)

; comunidades de aprendizaje, gestión empresarial y gestión educativa

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(Morales y Morales, 2019)

; gestión educativa, gestión curricular, gestión de la vinculación con la comunidad

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(Ramírez y Quesada, 2019)

. Este enjambre de estudio y de conceptos dejan complejo el mundo de la educación, aunque en nombre de las variantes todo se justifica.

La problemática de la educación en el Perú tiene varios aspectos que han sido abordados en múltiples investigaciones, desde el aprendizaje de los estudiantes, la

metodología de los docentes hasta la forma en que se gestiona la educación en sus diferentes ámbitos de acción. La gestión educativa implica la calidad educativa, cuyo proceso se halla en constante renovación, incorporando las gestión por resultados, los cambios de la cultura organizacional, la susceptibilidad de la aceptación e incorporación de cambios, la búsqueda de la mejora continua, cambiando la perspectiva en el sentido de percibir los errores y los fracasos como procesos de aprendizaje, generando una lectura crítica, reflexiva, en un ambiente de diálogo para la búsqueda de modelos de excelencia y planificación estratégica

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(Huapaya, 2019)

Esta realidad nos lleva a plantearnos las siguientes interrogantes: ¿Por qué? ¿Cuál es el motivo? Las respuestas son variadas: Puede ser que su desempeño no haya sido el mejor y por eso la administración decide prescindir de sus servicios. Es probable también que muchos de estos docentes encuentren mejores oportunidades laborales en otras instituciones educativas, sean o no de la red adventista. Como también existe la gran posibilidad de que su no continuidad se deba a una deficiencia a nivel de gestión administrativa en los diversos colegios de nuestra red. Lo que hace a todo trabajador – sea obrero, empleado o jefe – laborar en una empresa es, en primer lugar, el recibir una remuneración; y recibir una remuneración por encima de la media siempre se constituye en una motivación de importancia. Sin embargo, y a pesar de esto, muchos desean cambiar de empresa, aunque vayan a ganar en otra lo mismo o menos, porque “no les gusta su actual trabajo”, “no están contentos con la forma en que son tratados” o porque “no ven perspectivas de desarrollarse como personas, como trabajadores o como profesionales en esa empresa”. Por el contrario, muchos trabajadores rechazan ofertas de mayor sueldo en otras empresas, porque “están contentos en la que actualmente trabajan”, “les gusta el tipo de labor que realizan”, “están contentos con la forma en que son tratados” o “con las posibilidades de desarrollarse en la empresa (Romero, Sánchez y otros, citados por ADDIN CSL_CITATION { "citationItems" : [ { "id" : "ITEM-1", "itemData" : { "author" : [ { "dropping-particle" : "", "family" : "Ping", "given" : "Chen", "non-dropping-particle" : "", "parse-names" : false, "suffix" : "" } ], "id" : "ITEM-1", "issued" : { "date-parts" : [ [ "2017" ] ] }, "publisher" : "[Tesis de maestr\u00eda, Universidad Inca Garcilaso de la Vega]", "title" : "La valoraci\u00f3n del talento humano y el rendimiento laboral en empresas chinas en el Per\u00fa", "type" : "thesis" }, "uris" : [ "http://www.mendeley.com/documents/?uuid=b91181f0-eeec-40c3-ae94-099315ecba22" ] } ], "mendeley" : { "formattedCitation" : "(Ping, 2017)", "manualFormatting" : "Ping, 2017, p. 6)", "plainTextFormattedCitation" : "(Ping, 2017)", "previouslyFormattedCitation" : "(Ping, 2017)" }, "properties" : { }, "schema" : "https://github.com/citation-style-language/schema/raw/master/csl-citation.json" }Ping, 2017, p. 6).

En líneas generales, si un docente decide no continuar laborando en una institución determinada, es porque, muy probablemente, esta no haya satisfecho sus expectativas o que no haya encontrado las oportunidades para desarrollarse personal y profesionalmente.

Los administradores de nuestras instituciones educativas tienen una gran tarea y responsabilidad: lograr un equilibrio en los procesos administrativos; de modo tal que los actores de la institución educativa (personal no docente, docente, padres, estudiantes y comunidad) sean y se sientan bien atendidos.

Gestión educativa

Aproximaciones conceptuales

La gestión educativa es un proceso que se establece de manera deliberada para construir nuevas formas de relación, colaboración y organización entre los diversos actores que intervienen para implementar, operar y evaluar las propuestas educativas que surgen de la sociedad; entendiendo que el origen de estas propuestas se basa en políticas y premisas que orientan los dispositivos sociales, con fines de adaptación y transformación del entorno, para resolver problemáticas asociadas con el bienestar de la población

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(Franco, 2017, p. 51)

Componentes

Cejas (2015) realiza un estudio en Bolivia sobre la gestión educativa y esboza tres componentes para la gestión educativa: procesos de gestión, estructura organizativa y principios de la gestión, los mismos que se muestran en el siguiente cuadro:

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Figura

SEQ Figura \* ARABIC

Componentes de la Gestión Educativa. Adoptado

de “Gestión Educativa” (Cejas, 2015, p. 218.

Importancia

Al ser las instituciones educativas consideradas como empresas de servicios, es importante considerar esta dimensión. En ese sentido, tomamos al docente como ese recurso humano que hay que desarrollar. Por ello, se hace necesario realizar las gestiones

apropiadas para potencializar al docente. La Gestión educativa recoge tópicos de la Administración. Existen múltiples teorías sobre este tema, las mismas que fueron apareciendo según los momentos históricos y las tendencias del mundo.

Inevitablemente aparecen nombres como Taylor, Fayol, Weber, Deming, entre otros. Ellos realizaron importantes aportes al campo de la Administración, muchos de sus aportes han sido recogidos por otras áreas del saber. En medio de todas esas teorías, aparece un modelo de calidad que ha sido implementado en muchas organizaciones, me refiero a la Calidad Total.

La gestión implica la valoración del talento humano y el rendimiento laboral

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(Ping, 2017)

, la generación de las políticas mediante los consensos personales e institucionales

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(Franco, 2017)

, permite la optimización de la formación docente

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(

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Rico, 2016)

; mejora la calidad educativa

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(García, Juárez y Salgado, 2018

;

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Romero, 2018)

, la práctica educativa

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(Yábar, 2013)

; promueve y fortalece los programas de aprendizaje en la modalidad virtual

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(Briceño et al., 2020)

; mejora el perfil del docente

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(Soto, Morillo, Calderón y Betancur, 2020)

; mediante una buena gestión se logra la acreditación institucional

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(Mínguez y Díaz, 2020)

. Por otro lado, la gestión educativa busca la convivencia social en todos los procesos

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(Echegaray y Expósito, 2021)

, el desarrollo de la autonomía y el establecimiento de un gobierno sólido

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(Aguirre, 2021)

Satisfacción laboral

Aproximaciones conceptuales

La satisfacción laboral ha sido bastante estudiada

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(Estrada y Gallegos, 2021)

. Conceptualmente, la satisfacción tiene varias variantes: satisfacción

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(Sagredo, 2019)

, satisfacción laboral

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(

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Tomás, De los Santos y Fernández, 2019

;

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Durán, 2019

;

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Merino, 2019

;

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Pedraza, 2020

;

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Cabrera, 2020

;

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Vásquez, Vargas, Burga y Borja, 2020)

; satisfacción docente

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(Mendoza et al., 2019)

, satisfacción del profesorado

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(López y Pantoja, 2018

;

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Sonlleva, Martínez y Monjas, 2019)

, satisfacción institucional, satisfacción académica

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(González, Pérez, Hechenleitner, Vaccarezza y Toirkens, 2019

;

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Tacca, Tacca y Cuarez, 2020)

, satisfacción organizacional.

El trabajador necesita estar satisfecho con su trabajo, debe satisfacer sus necesidades humanas y emocionales. Algunas empresas tienden a atender algunas necesidades, como de realización, reconocimiento, identificación con el grupo social, entre otras que ayuden a proporcionar la motivación para que el

trabajador pueda mejorar, finalmente su desempeño laboral (Jonez, 2013, citado por

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Ping, 2017, pp. 7 y 8)

Importancia

La gestión del talento humano y satisfacción laboral tienen mucha reciprocidad; tiene correspondencia

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(Bendez, 2019)

. La satisfacción produce en los docentes compromiso organizacional e institucional

(Estrada y Gallegos, 2021)

; la satisfacción laboral depende del liderazgo directivo y del clima institucional, razón por la cual es muy importante no perder de vista estas relaciones

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(Simbron y Sanabria, 2020)

; tiene relación directa con la gestión del conocimiento

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(Durán, 2019)

, con la motivación, la gestión directiva y el compromiso

(Sagredo, 2019)

Metodología

Tipo de estudio

Este estudio es de tipo descriptivo, correlacional y transeccional o vertical. Es descriptivo, porque se describirá el comportamiento estadístico o matemático de las variables: gestión administrativa y satisfacción laboral. Es también correlacional, porque se estudiará las correlaciones de las variables y sus respectivas dimensiones: Gestión administrativa (gestión pedagógica, gestión administrativa y gestión del talento) y Satisfacción laboral (satisfacción institucional, satisfacción económica, satisfacción profesional y satisfacción personal). Por otro lado, es transeccional, porque se hará un corte en el tiempo (proceso de investigación) para aplicar el instrumento por única vez

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(Hernández, Fernández y Baptista, 2014)

Diseño de investigación

El diseño del estudio es no experimental, pues no se manipularon las variables de estudio durante la investigación. Este diseño corresponde a cinco modelos: uno general y cuatro específicos. Además, corresponde a un modelo estadístico, el cual servirá para las pruebas de las hipótesis (general y específicas). Los cuales se registran a continuación.

X YX1X2Y1X3

X1X2Y3X3X1X2Y2X3

X1X2Y4X3

Donde:

X: Gestión educativa; X

: Gestión pedagógica; X

: Gestión administrativa; X

: Gestión del talento; Y: Satisfacción laboral; Y

: Satisfacción institucional; Y

: Satisfacción económica; Y

: Satisfacción profesional; Y

: Satisfacción personal.

Definición de la población y muestra

El estudio tiene una población de 130 docentes, quienes están adscritos en siete instituciones educativas de la asociación educativa. Tres de las cuales se ubican en Lima, una en Huacho y tres en Chimbote. La muestra de este estudio está constituida por 109 docentes determinada por conveniencia. Se consideró a los docentes que laboraban a tiempo completo en cada una de las instituciones educativas de la red.

Técnica de recolección de datos

La recolección de datos es un aspecto importante en toda investigación. En ese sentido, se usó la encuesta. Mediante esta técnica se obtuvo los datos requeridos de la muestra.

Plan de tratamiento de datos

Para ejecutar el tratamiento de datos, se realizaron los siguientes pasos: 1) Aplicación del instrumento de recolección de datos en los diferentes colegios que conforman la asociación educativa. 2) Registro de los datos en el programa SPSS. 3) Presentación de los datos en tablas estadísticas. 4) Análisis de las tablas estadísticas, 5) Interpretación de los resultados

Instrumentos para la recolección de datos

Diseño de instrumento: sustento teórico

Se diseñó el instrumento denominado “Cuestionario: Gestión Administrativa y Satisfacción laboral”, el fue aplicado a los docentes de la asociación educativa. El instrumento fue diseñado y elaborado, siguiendo los procedimientos, los protocolos y las orientaciones que son propios y estandarizados de la investigación, sin dejar al margen la validez y la confiabilidad del instrumento. Es decir, se realizó la elaboración del instrumento, el juicio de expertos y la prueba piloto correspondiente. Las variables y sus respectivas dimensiones fueron determinadas, mediante la consulta y los análisis de los constructos teóricos respectivos, cuyas consultas teóricas sirvieron de base para definir y conceptuar las variables y las dimensiones pertinentes.

En cuanto a la variable satisfacción laboral, se consultaron varios autores. Por ejemplo,

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Capelleras (2001)

, quien identificó cinco dimensiones de la calidad: Actitudes y comportamientos del profesorado; competencia del profesorado; contenido del plan de estudios de la titulación; instalaciones y equipamientos; y organización de la enseñanza. Por su parte,

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Barraza (2009)

propone, en su Escala multidimensional de satisfacción laboral docente, 9 dimensiones: Relaciones interpersonales, desempeño profesional, condiciones laborales, valoración del trabajo desarrollado, participación, factores organizacionales, ambiente físico y equipo directivo. Después de revisar y comparar las propuestas de estos investigadores se obtuvo las dimensiones del cuestionario: satisfacción institucional, satisfacción económica, satisfacción profesional y satisfacción personal.

El cuestionario: “Gestión Administrativa y Satisfacción laboral en los docentes” está dividido en dos partes. La primera comprende la información demográfica y la segunda la información sobre las dos variables en estudio. Para la variable Gestión administrativa se diseñaron 12 ítemes y para la variable Satisfacción laboral se utilizaron 20.

Validez y confiabilidad

Validez

La validez del instrumento se determinó por juicio de expertos, docentes del área, quienes verificaron la claridad y la congruencia de los diversos ítemes del cuestionario.

Confiabilidad

La confiabilidad se obtuvo mediante la aplicación de una prueba piloto a docentes del Colegio Adventista España, se obtuvo un coeficiente de Alfa de Cronbach de 0.929, para la variable Gestión Administrativa; y un 0.915 de fiabilidad para la variable Satisfacción laboral. El instrumento obtuvo un 0.948 de fiabilidad según el Alfa de Cronbach. Dado que los valores obtenidos son mayores a 0.7, el instrumento es confiable.

Técnica para el procesamiento y análisis de datos

Para el procesamiento y análisis de los datos se utilizó el programa estadístico Statistical Package for the Social Sciences, conocido con las siglas SPSS.

Resultados

Análisis descriptivo de los datos

Tabla 1.

Resultados de la dimensión Gestión pedagógicaGestión pedagógica (Prom 3.8)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromExiste una adecuada gestión del contenido curricular.32.8%43.7%3229.4%5550.5%1513.8%3.7Existe una adecuada gestión de los métodos de enseñanza1.9%65.5%2018.3%6660.6%1614.7%3.8Existe una adecuada gestión de la evaluación de los aprendizajes1.9%43.7%2422.0%6862.4%1211.0%3.8Existe una adecuada gestión de las actividades extracurriculares.1.9%76.4%2422.0%6357.8%1412.8%3.8

En la Tabla 1, la Gestión pedagógica tiene un promedio de respuesta de 3.8, lo que indica que los docentes participantes en el estudio están con leve tendencia a estar De acuerdo con las decisiones de dicha gestión; tanto los ítems que mencionan la adecuada

gestión en métodos de enseñanza, evaluación de aprendizajes y actividades extracurriculares obtuvieron un promedio de 3.8, lo que significa que están de acuerdo, y solo el ítem gestión del contenido curricular tiene un promedio de 3.7, que también traduce que están de acuerdo.

Tabla 2.

Resultados de la dimensión Gestión administrativaGestión administrativa (Prom 3.5)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromExiste una adecuada gestión de las políticas administrativas.21.8%87.3%3532.1%5146.8%1311.9%3.6Existe una adecuada gestión de los recursos físicos32.8%1311.9%4036.7%4743.1%65.5%3.4Existe una adecuada gestión de los recursos financieros.21.8%1412.8%4137.6%4137.6%1110.1%3.4Existe una adecuada gestión de los procesos administrativos.21.8%98.3%2724.8%6156.0%109.2%3.6

En la Tabla 2, se describe los resultados de la dimensión gestión administrativa, la cual tiene un promedio de 3.5, significa que no se están de acuerdo ni en desacuerdo, con una tendencia a estar de acuerdo. Los ítems sobre la gestión de las políticas administrativas y procesos administrativos tienen un promedio de 3.6, las cuales tienen una leve tendencia a estar de acuerdo, mientras que los ítems revelan que sí existe una gestión de los recursos físicos y recursos financieros, con una leve tendencia a estar de acuerdo ni en desacuerdo con un promedio de 3.4.

Tabla 3.

Resultados de la dimensión Gestión del talentoGestión del talento (Prom 3.7)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromExiste una adecuada gestión de los perfiles profesionales.1.9%65.5%2220.2%6660.6%1412.8%3.8Existe una adecuada gestión de selección de personal.32.8%54.6%2018.3%6963.3%1211.0%3.8Existe una adecuada gestión de las estrategias de desarrollo del talento.21.8%87.3%2926.6%6055.0%109.2%3.6Existe una adecuada gestión del desarrollo integral.00.0%76.4%2422.0%6458.7%1412.8%3.8

En la Tabla 3, se observa los resultados de la dimensión gestión del talento que tiene un promedio de 3.7, con una tendencia hacia estar de acuerdo, mientras que los ítems, que mencionan la adecuada gestión de los perfiles profesionales, selección de personal y desarrollo integral, tienen un promedio de 3.8, el cual revela que están muy cerca de estar de acuerdo, mientras que el ítem sobre la gestión de las estrategias de desarrollo del talento tiene un promedio de 3.6, revelando una tendencia a estar de acuerdo.

Tabla 4

Resultados de la dimensión Satisfacción institucionalSatisfacción institucional (Prom 3.9)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromEstoy satisfecho con el ambiente de trabajo.00.0%1.9%1816.5%6156.0%2926.6%4.1Estoy satisfecho con los beneficios sociales.00.0%109.2%2018.3%5146.8%2825.7%3.9Estoy satisfecho con el horario de trabajo.00.0%54.6%2422.0%5348.6%2724.8%3.9Estoy satisfecho con la carga lectiva.32.8%87.3%1917.4%5348.6%2623.9%3.8

En la Tabla 4, se describe los resultados de la dimensión satisfacción institucional de la variable satisfacción laboral, la cual tiene un promedio de 3.9, manifestando que los docentes están de acuerdo con esta dimensión. El indicador con mayor promedio es la satisfacción con el ambiente de trabajo, tiene un promedio de 4.1, seguido de la satisfacción con los beneficios sociales y horario de trabajo con un promedio de 3.9, y finalmente la satisfacción con la carga lectiva, con un promedio de 3.8.

Tabla 5.

Resultados de la dimensión Satisfacción económicaSatisfacción económica (Prom 3.1)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromEstoy satisfecho con mi remuneración.76.4%3027.5%3229.4%3128.4%98.3%3.05Estoy satisfecho con el incremento anual de mi sueldo.76.4%2623.9%3128.4%3431.2%1110.1%3.15Estoy satisfecho con los incentivos económicos por mi buen desempeño laboral.1614.7%1917.4%3330.3%3128.4%109.2%3.00

En la Tabla 5, se describen los resultados de la dimensión satisfacción económica, tiene un promedio de 3.1, prueba que los docentes no están de acuerdo ni en desacuerdo. Los ítems tienen respuestas muy similares: el incremento anual del sueldo tiene un promedio de 3.15, y la satisfacción con la remuneración tiene un promedio de 3.05 y finalmente la satisfacción con los incentivos económicos por mi buen desempeño labora tiene un promedio de 3. Por lo tanto, la satisfacción con la remuneración está en un nivel medio, no se sienten satisfechos ni insatisfechos.

Tabla 6.

Resultados de la dimensión Satisfacción profesionalSatisfacción profesional (Prom 3.7)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromEstoy satisfecho con los planes de capacitación y actualización profesionales.98.3%2623.9%2422.0%3633.0%1412.8%3.2Estoy satisfecho con los planes profesionales.1.9%76.4%3431.2%5449.5%1311.9%3.7Estoy satisfecho con el desarrollo de nuevas habilidades profesionales.00.0%43.7%2220.2%6660.6%1715.6%3.9Estoy satisfecho con la autonomía en el desarrollo profesional.00.0%21.8%1917.4%6458.7%2422.0%4.0Estoy satisfecho con la metodología de enseñanza profesional.00.0%43.7%1513.8%7266.1%1816.5%4.0Estoy satisfecho con la optimización de tiempo y recursos profesionales.1.9%87.3%2422.0%6458.7%1211.0%3.7Estoy satisfecho con la capacitación en el uso de recursos tecnológicos profesionales.43.7%1412.8%3834.9%3935.8%1412.8%3.4

En la Tabla 6, se encuentran los resultados de la dimensión satisfacción profesional, la cual tiene un promedio de 3.7, muestra una tendencia a estar de acuerdo con la satisfacción personal. Los ítems con mayor promedio son la satisfacción con la autonomía en el desarrollo personal y la metodología de enseñanza profesional con un promedio de 4, mientras que el indicador con menor promedio es la satisfacción con los planes de capacitación y actualización profesional con un promedio de 3.2; también el indicador satisfacción con la capacitación en el uso de recursos tecnológicos profesionales con un promedio de 3.4.

Tabla 7.

Resultados de la dimensión Satisfacción personalSatisfacción personal (Prom 4.1)Totalmente en desacuerdo [1]En desacuerdo [2]Ni de acuerdo ni desacuerdo [3]De acuerdo [4]Totalmente de acuerdo [5]PromExperimento satisfacción personal con el trabajo realizado.00.0%21.8%87.3%6256.9%3733.9%4.2Experimento satisfacción personal con el trato de los compañeros de trabajo.00.0%1.9%1412.8%6357.8%3128.4%4.1Experimento satisfacción personal con el trato de los administradores de la institución.00.0%32.8%1614.7%5853.2%3229.4%4.1Experimento satisfacción personal con el logro de objetivos00.0%00.0%1211.0%6761.5%3027.5%4.2Experimento satisfacción personal con el logro de metas00.0%00.0%87.3%7064.2%3128.4%4.2Experimento satisfacción personal con el reconocimiento al trabajo realizado21.8%54.6%2422.0%5045.9%2825.7%3.9

En la Tabla 7, se describen los resultados de la dimensión satisfacción personal, tiene un promedio de 4.1, revela que los docentes se encuentran de acuerdo con la satisfacción alcanzada. Los indicadores con mayor promedio son la satisfacción personal con el trabajo realizado, con el logro de objetivos y con el logro de metas, con un promedio de 4.2. Y el indicador con menor promedio es la satisfacción personal con el reconocimiento al trabajo realizado, con puntaje de 3.9.

Tabla 8.

Relación entre la

gestión educativa y la satisfacción laboral

Gestión educativa

Satisfacción laboral

r de Pearson

p valor

,603

.000

109

**. La correlación es significativa en el nivel 0,01 (bilateral).

En la Tabla 8, se observa la relación entre la gestión educativa y la satisfacción laboral en los docentes de la asociación educativa, la cual es positiva, directa y significativa (r = 0.603, p <0.05); se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción laboral se incrementará; sin embargo, puede suceder lo contrario y disminuir en ambos, esto es lo que demuestra una relación directa.

Tabla 9.

Relación entre la gestión educativa y la satisfacción institucional

Gestión educativa

Satisfacción institucional

r de Pearson

p valor

,545

.000

109

**. La correlación es significativa en el nivel 0,01 (bilateral).

En la Tabla 9, se observa la relación entre la gestión educativa y la satisfacción institucional en los docentes de la asociación educativa, la cual es positiva, directa y significativa (r = 0.545, p <0.05), lo cual se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción institucional se incrementará; sin embargo, puede pasar lo contrario y disminuir en ambos, demostrando una relación directa.

Tabla 10.

Relación entre la gestión educativa y la satisfacción económica

Gestión educativa

Satisfacción económica

r de Pearson

p valor

,380

.000

109

**. La correlación es significativa en el nivel 0,01 (bilateral).

En la Tabla 10, se observa la relación entre la gestión educativa y la satisfacción económica en los docentes de la asociación educativa, la cual es positiva, directa y significativa (r = 0.380, p <0.05), lo cual se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción económica se incrementará; sin embargo, puede suceder lo contrario y disminuir en ambos, esto demuestra una relación directa.

Tabla 11.

Relación entre la gestión educativa y la satisfacción profesional

Gestión educativa

Satisfacción profesional

r de Pearson

p valor

,511

.000

109

**. La correlación es significativa en el nivel 0,01 (bilateral).

En la Tabla 11, se observa la relación entre la gestión educativa y la satisfacción profesional en los docentes de la asociación educativa, la cual es positiva, directa y significativa (r = 0.511, p <0.05); se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción profesional se incrementará; sin embargo, puede experimentar lo contrario y disminuir en ambos, esto demuestra una relación directa.

Tabla 12.

Relación entre la gestión educativa y la satisfacción personal

Gestión educativa

Satisfacción personal

r de Pearson

p valor

,499

.000

109

**. La correlación es significativa en el nivel 0,01 (bilateral).

En la Tabla 12, se observa la relación entre la gestión educativa y la satisfacción personal en los docentes de la asociación educativa, la cual es positiva, directa y significativa (r = 0.499, p <0.05); se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción personal se incrementará; sin embargo, puede experimentar lo contrario y disminuir en ambos, esto demuestra una relación directa.

Discusión

El objetivo general de esta investigación fue determinar en qué medida la gestión educativa se relaciona con la satisfacción laboral, en los docentes de la asociación educativa. En ese sentido, se encontró que la relación entre la gestión educativa y la satisfacción laboral en los docentes de la asociación educativa, es positiva, directa y significativa (r = 0.603, p <0.05). Es decir, una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción laboral se incrementaría; sin embargo, puede experimentar lo contrario y disminuir en ambos. Al respecto,

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Bendez (2019)

, en estudio sobre la gestión del talento y la satisfacción laboral, declara que ambas variables poseen una relación significativa y fuerte de 0.892, cuyo estudio descriptivo y correlacional se realizó en los docentes de una institución educativa, ubicada en San Juan de Lurigancho. Por su parte,

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Durán (2019)

estudió la gestión del conocimiento y la satisfacción laboral, en los docentes adscritos en instituciones educativas del nivel inicial, en la cuidad de Puno, con el objetivo de precisar la relación de ambas variables, subrayando que la relación es positiva; además la frecuencia de la gestión es Casi siempre (44%); la satisfacción presenta una frecuencia de Vez en cuando, cuyo porcentaje es 40%.

Por otro lado,

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Quiroz y Vega (2020)

realizaron una investigación similar a la presente, en la cual se percibe una correlación moderada de Rho de Spearman r=0.567, entre la gestión administrativa y el desempeño docente, según los datos recabados de una muestra de 40 docentes. La gestión, en este contexto, se hace importante; permite que se logre el perfil requerido del docente

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(Soto, Morillo, Calderón y Betancur, 2020)

; la

acreditación institucional, lograda mediante la calidad educativa

(Mínguez y Díaz, 2020)

; la autonomía y el gobierno pertinente, en el marco de una gestión educativa social y cooperativa

(Aguirre, 2021)

, sin dejar al margen la convivencia durante la gestión

(Echegaray y Expósito, 2021)

Conclusiones

Según los resultados obtenidos de la presente investigación, se concluye lo siguiente:

El total de encuestados en los diferentes colegios de la red educativa mostraron que existe relación positiva, directa y significativa (r = 0.603, p <0.05) entre la gestión educativa y la satisfacción laboral en los docentes de la asociación educativa. Esto se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción laboral se incrementará; sin embargo, puede ocurrir lo contrario y disminuir en ambos, probando la existencia de una relación directa.

El total de encuestados en los diferentes colegios de la red educativa mostraron que existe relación positiva, directa y significativa (r = 0.545, p <0.05) entre la gestión educativa y la satisfacción institucional en los docentes de la asociación educativa. Esto se traduce como una relación directa, en el sentido de que, si la gestión educativa mejorara, la satisfacción institucional se incrementará; sin embargo, la experiencia puede ser contraria y disminuir en ambas, demostrando una relación directa.

Existe relación positiva, directa y significativa (r = 0.380, p <0.05) entre la gestión educativa y la satisfacción económica en los docentes de la asociación educativa. Estos datos muestran que, si la gestión educativa mejorara, la satisfacción económica se incrementará; sin embargo, la experiencia puede ser opuesta y disminuir en ambas, probando la existencia de una relación directa.

Las respuestas de los encuestados en los diferentes colegios de la red educativa, mostraron que existe relación positiva, directa y significativa (r = 0.511, p <0.05) entre la gestión educativa y la satisfacción profesional. Si la gestión educativa mejorara, la satisfacción profesional se incrementará; también puede suceder lo contrario y disminuir en ambas, demostrando una relación directa.

El total de encuestados en los diferentes colegios de la red educativa, mostró que existe relación positiva, directa y significativa (r = 0.499, p <0.05) entre la gestión educativa y la satisfacción personal en los docentes de la asociación educativa. Esto significa que, si la gestión educativa mejorara, la satisfacción personal se incrementará; sin embargo, también se tiene la posibilidad de experimentar lo contrario y disminuir en ambos, revelando una relación directa.

La dimensión Satisfacción económica obtuvo el promedio más bajo de todas. Esta dimensión alcanzó un promedio de 3.1, dejando la evidencia de que los docentes no están de acuerdo ni en desacuerdo. Por lo tanto, la satisfacción con la remuneración está en un nivel medio, no se sienten satisfechos ni insatisfechos.

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