Human resources management and competitiveness of public universities. Peru

CHAPTER I:

METHODOLOGICAL APPROACH

1.1. DELIMITATION OF THE INVESTIGATION

This investigation is delimited as follows:

SPACE DELIMITATION

The research will be carried out at national universities in our country, based on which the strategic management of human resources that these entities administer is proposed as a way of facilitating the competitiveness of these entities.

TEMPORARY DELIMITATION

This work will cover current affairs and especially foresight in that strategic management before targeting the past or present does so in the future, but in this case a certain future.

SOCIAL DELIMITATION

The research will consider the university community, made up of authorities, leaders, workers: teachers and non-teachers, students and graduates; which will be interviewed and surveyed in order to contribute to the solution of the problem posed and reconcile or contrast the proposed solutions.

1.2. BIBLIOGRAPHIC BACKGROUND

The existence of the following bibliographic information has been determined:

a) Thesis: " Corporate Administration for the effective management of Universities", presented by Juan Alberto Vega Ramírez to choose the Degree of Doctor of Administration at the University of San Martín de Porres. In this work, the author describes the process of corporate administration and how it can be applied to achieve the effectiveness of the academic and administrative management of universities;

b) Thesis: "Strategic management for the continuous improvement of the Budgetary Specifications of the Public Sector", presented by María Aguilar Luna to choose the Degree of Doctor in Administration at the University of San Martín de Porres. In the thesis, the author presents the process of strategic management, policies, strategies and tactics to efficiently and economically manage human, material and financial resources until reaching the goals, objectives and mission of each budget specification;

c) Thesis : "Strategic Management and Business Sanitation"; presented by Hugo Eduardo Jara Facundo to opt for the Doctor of Administration Degree at the Universidad Nacional Mayor de San Marcos. In this document, the author says that the application of the instruments of strategic management, supported by a culture of values and with effective leadership, facilitates the effective management and competitiveness of institutions;

d) Thesis : "Organizational strategies and resource management in the Peruvian National Police"; presented by Juan Alberto Ramírez Gonzáles to choose the degree of Doctor of Administration at the Universidad Nacional Federico Villarreal. In this document, the author mentions the great institutional interest in trying to know, understand and apply the most appropriate organizational strategies so that the institution becomes a leader in obtaining and using efficient, effective and economic human, material and financial resources;

e) Thesis: “Public Sector entities and their competitiveness”; presented by Lizeth Ramos Celis to opt for the Doctor of Administration Degree at the San Martín de Porres University. In this thesis, the diagnosis of the management of the human, material and financial resources of public sector entities is made. They are considered a set of strategic tools to achieve efficiency and competitiveness of the sector;

f) Thesis: “Good Government for the continuous improvement and competitiveness of State entities”, presented by Bertha Vallejos Fernández to choose the Doctor of Accounting Degree in the mention of Management Accounting at the National University of San Marcos. In this document the author develops the philosophy, principles and doctrine of Good Governance and proposes them as an alternative for continuous improvement and competitiveness of State entities.

g) Thesis: “Corporate management applied to the Federal Government ”; presented by Juan Andrés García Neves to choose the Degree of Doctor of Administration at the Autonomous University of Mexico. In this thesis, the author develops the philosophy, principles, doctrine, process and other elements of corporate governance, the same that he proposes to be applied in the Federal Government of Mexico, as a way to improve the use of human, material and financial resources.; as well as products and services for the population;

h) Thesis: “Benchmarking of Human Resources Management: Strategy for Competitiveness”; presented by Roberto Fernández Rojas to opt for the Doctor of Administration Degree at the Autonomous University of Mexico. In this thesis, the author develops the philosophy, doctrine and methodology of benchmarking; It also develops the theoretical framework of the strategies and proposes benchmarking as a way to manage human resources advantageously.

i) Thesis: “Strategic management for the effectiveness of Social Food Support Programs ”, presented by Maribel Grados Marcos to choose the Master's Degree in Administration at the Federico Villarreal National University. The author conducts a diagnosis of the human, material and financial resources of the government's social programs and on that basis proposes a strategic management plan that allows the fulfillment of the temporary and permanent actions, the strategic objectives and the mission of the programs, always seeking to benefit the lower income population of our country.

1.3. PROBLEM STATEMENT

It has been determined that public universities have sophisticated strategic plans, operational plans and all a paraphernalia for the management of financial and material resources; However, they do not have or do not consider human resources in the same dimension; the most valuable and relevant resource, called by specialists as the true capital of institutions.

In this sense, public universities do not have policies, general and specific objectives or permanent and temporary actions where they give them the space that human resources should have.

Human resources are only treated quantitatively through budgets, but there is not a preamble that mentions the relevance of these resources, without which it is not possible for the entity to function. The goals, objectives, mission cannot be realized without the dynamic and effective participation of human resources.

Universities do not have standardized indicators for human resource management. There is talk of inefficiency, ineffectiveness and other negative aspects of the staff, but no one shows the indicators specifically and, what is worse, no proposals or less applied tactics and strategies have been formulated to reverse these situations, which denotes the lack of policies in relationship with this transcendental resource of university institutions.

The efforts pass, some return again, others continue but there is nothing new in relation to the management of human resources. If computers are missing, those responsible buy them and the problem has been solved; but if the personnel are not trained or trained, not only is the problem ignored, but the workers are blamed, when the modern tendency is that the institutions provide all the resources to train, train and perfect the personal, because it constitutes the most relevant resource of institutional management. One cannot speak of accreditation, continuous improvement or competitiveness, without taking into account all aspects related to personnel.

The universities do not have relevant policies for the admission and employment of human resources; training and qualification is left to the fate of each worker; the organization and functions of human resources are disjointed; Labor relations have been constituted as a door closer that does not allow workers to participate in the policies that the entity must follow, as established by the corporate government that is applied in the most competitive entities in the world.

MAIN PROBLEM:

What should public universities do with their human resources, so that they are facilitators of continuous improvement and institutional competitiveness?

SECONDARY PROBLEMS:

What is the strategic tool that public universities must apply to achieve efficiency, effectiveness, economy and transparency in the integral management process?

How can the personnel system of public universities facilitate continuous improvement in institutional management?

1.4. RESEARCH OBJECTIVES

This research will be aimed at achieving the following objectives:

MAIN GOAL:

Define a strategic human resource management model to facilitate continuous improvement and competitiveness of public universities; so that the educational services of the most somewhat level are obtained.

SPECIFIC OBJECTIVE:

Establish the form of participation of human resources in the strategic chain of public universities, so that they can achieve efficiency, effectiveness, economy and transparency in the integral management process. Define the elements of effective human resource management, with which the personnel system can facilitate the continuous improvement and competitiveness of public universities.

1.5. JUSTIFICATION OF THE INVESTIGATION

Obtaining efficient, economic, effective and transparent educational services depends fundamentally on the human resources available to public universities; all of which resides in the policies, objectives and actions aimed at the active participation of human resources.

Policies are general criteria that serve to guide action, while setting limits and approaches under which it must be carried out. Although the policies are similar to the rules in that both are rules of action, they differ in that the policies require the decision of a higher level in order to be applied. Any rule is either inspired by a policy, or requires it to be interpreted in case of doubt, or is supplemented by a policy, when the specific case lacks an applicable rule. Policies are indispensable for all good administration, all the more reason they are decisive when it comes to the strategic management of human resources in public universities.

Human resources policies have special importance in that they have a direct impact on all other policies, both in general terms of public universities, as well as in particular academic and administrative ones, since all of these are operations carried out by human resources, hence the relevance of this element.

Public universities must establish a strategic management of their human resources, considering human resources policies as the starting point of the strategic chain, which can refer to the selection of personnel, training, development and functional evolution, etc.

The strategic management of human resources of public universities will consist of the planning, organization, development, coordination and control of techniques capable of promoting the efficient and effective performance of personnel, to the extent that universities represent the means that allow the people who work in them achieve individual goals related directly or indirectly to the job.

The strategic management of the human resources of the universities will mean conquering and maintaining people in the organization, who work and give their best with a positive, favorable and proactive attitude. It will represent not only efficiency, economy and other very important aspects that provoke euphoria and enthusiasm, but also the solution to small things, which frustrate and impatience workers individually and collectively.

The strategic management of human resources will put many things at stake, the class and quality of life that the universities and their members will lead and the class of members that these organizations intend to model.

The objectives that the strategic management of human resources seeks will no longer be isolated matters, but linked, concatenated and / or derived from the objectives of the universities and these in turn derived from the objectives of the Sector.

The objectives of the strategic management of human resources will be: to create, maintain and develop a set of human resources with sufficient skills and motivation to achieve the objectives of the universities; create, maintain and develop organizational conditions that allow the application, development and full satisfaction of human resources and the achievement of individual objectives; and, achieve efficiency, economy and effectiveness with the available human resources.

1.6. HYPOTHESIS OF THE INVESTIGATION

Through the hypotheses the solutions to the formulated problem are presented. These hypotheses must be tested to derive in the results of the investigation.

MAIN HYPOTHESIS

Public universities will achieve continuous improvement and competitiveness, through the strategic management of human resources, which will allow obtaining quality academic and administrative activities.

SECONDARY HYPOTHESES

Public universities will achieve efficiency, effectiveness, economy and transparency in the integral management process, with the active participation of human resources in the strategic chain: policies, objectives and actions.

The personnel system of public universities must have effective human resource management to facilitate continuous improvement and institutional competitiveness.

VARIABLES AND INDICATORS OF THE INVESTIGATION:

INTERVINENT VARIABLE:

X. PUBLIC UNIVERSITIES

INDICATORS:

X.1. INSTITUTIONAL MANAGEMENT PROCESS

X.2. STAFF SYSTEM

INDEPENDENT VARIABLE:

Y. STRATEGIC MANAGEMENT OF HUMAN RESOURCES

INDICATORS:

Y.1. STRATEGIC CHAIN: POLICIES, OBJECTIVES AND

ACTIONS

Y.2. EFFECTIVE MANAGEMENT OF HUMAN RESOURCES

DEPENDENT VARIABLES:

Z. COMPETITIVENESS OF PUBLIC UNIVERSITIES

INDICATORS:

Z.1. EFFICIENCY, EFFECTIVENESS, ECONOMY AND

TRANSPARENCY

Z.2. CONTINUOUS IMPROVEMENT IN INSTITUTIONAL MANAGEMENT

1.7. INVESTIGATION METHODOLOGY

TYPE AND LEVEL OF INVESTIGATION:

KIND OF INVESTIGATION:	INVESTIGATION LEVEL
This research will be of the basic or pure type, since all aspects are theorized, although its scope will be practical to the extent that they are applied by public universities.	The research to be carried out will be at the descriptive-explanatory level, since it describes the process of strategic management of human resources in public universities and explains how they can facilitate continuous improvement and institutional competitiveness.

INVESTIGATION METHODS

DESCRIPTIVE	INDUCTIVE
This method will allow describing, detailing, specifying all aspects of the current and prospective conception of the human resources of the universities and then it will do the same with the Strategic Management Model, where the policies, strategies, tactics, objectives and actions for that human resources facilitate institutional competitiveness.	This method will allow inferring the incidence of the current conception obtained by analyzing the weaknesses, threats, strengths and opportunities faced by human resources; to then infer in the strategic management of these resources in the universities, on the basis of policies, strategies, tactics, objectives and actions that allow these entities to fulfill their institutional mission.

DESIGN OF THE INVESTIGATION:

In this research work, firstly, the problems have been identified, on the basis of which the corresponding solutions have been proposed through the hypotheses, as well as the objectives pursued by the research; establishing in this way a direct interrelation between these three methodological elements based on the research variables.

Then the theoretical approach will be developed and the results of the investigation will be obtained, the specific objectives will be contrasted, which will allow contrasting and verifying the general objective of the investigation. The specific objectives verified and verified will be the basis for the formulation of the partial conclusions; the same that will constitute the partial results of the investigation and therefore will be the basis for issuing the general conclusion of the work.

Then an interrelation will be established between the contrasted general objective and verified with the general result represented by the general conclusion; the one that will be contrasted with the main hypothesis of the investigation, coming to confirm it or not as valid on the basis of the development of the theoretical approaches, the interviews and surveys that will be carried out.

POPULATION AND SAMPLE OF THE INVESTIGATION

POPULATION	SHOWS
The population will be made up of the university community of each of the public universities that operate in our country. This community is made up of the authorities, workers: teachers and non-teachers; students and graduates	The research will take as a sample the university communities of the national major universities of San Marcos, Agraria de la Molina, Ingeniería and Callao. Said personnel will be interviewed and surveyed to provide their opinions on the aspects of the investigation.

COMPOSITION OF THE INVESTIGATION SAMPLE

PERSONS	Interview	Survey	TOTAL
University authorities	12	0	12
University leaders	8	0	8
Staff	0	twenty	twenty
Non-teaching staff	0	twenty	twenty
Students	0	twenty	twenty
Graduates	0	twenty	0
TOTAL	twenty	80	100

Source: self made.

WORK EXECUTION PROCEDURE:

This project will be presented to the Post-Graduate Unit of the National University "Federico Villarreal for evaluation and approval, in order to have an institutional benchmark that certifies the completion of the work to be done.

Subsequently, the researcher will appear before the authorities and university leaders to request authorization for the interviews and surveys. In addition, it will explain the use that will be given to the information and the commitment to send a copy of the results obtained.

Having the approval of the authorities and leaders, we will proceed to conduct interviews and surveys of managers, workers, students and graduates.

Before applying these instruments, the objective of the study and the use to which the information will be put will be explained, in order to obtain the informed consent of each member of the interview or survey.

DATA COLLECTION TECHNIQUES:

INTERVIEWS	SURVEYS	DOCUMENTARY ANALYSIS
This technique will be applied to the authorities and leaders of public universities, in order to obtain information on all aspects related to research.	It will be applied to teaching and non-teaching workers, students and graduates in order to obtain information on aspects related to research	This technique will be applied to analyze the aspects related to the research variables.

DATA COLLECTION INSTRUMENTS:

The instruments to be used in the research are related to the aforementioned techniques, as follows:

TECHNIQUES AND INSTRUMENTS USED IN THE INVESTIGATION

TECHNIQUE	INSTRUMENT
Interview	Interview guide
Survey	Questionnaire
Documentary analysis	Document analysis guide

INFORMATION ANALYSIS TECHNIQUES:

The information from the research work will be qualitative and quantitative in nature and should be summarized for descriptive, analytical or comparison purposes.

In this sense, the techniques for the descriptive analysis of qualitative data are the following: ratios, proportions, percentages, indices and rates.

When comparing the number of elements of a qualitative characteristic, with the number of elements of another qualitative characteristic, we are in the presence of a reason.

The ratio is the relationship between the number of cases observed in a particular group of object with a characteristic (sample) and the total number of objects that have the characteristic (population).

The percentage is a proportion multiplied by 100. It allows us to compare two or more statistical series whose totals are different, since they are reduced to 100. While the proportion expresses both times one, the percentage expresses both times 100.

In every population it is important to know its composition and the changes that occur in it. When studying these changes, neither the reasons nor the proportions, not the percentages, despite their great usefulness, allow us to fully analyze the available information. In order to facilitate comparisons in populations, whenever it is a question of measuring the risk of a certain phenomenon occurring, said phenomenon must be related to the population in which it must occur. Such relationships are called rates.

The techniques for the descriptive analysis of quantitative data will be given by the statisticians: position, dispersion, concentration and shape.

The position statisticians will be those that describe the position occupied by the frequency distribution with respect to a value of the variable. Two types are distinguished: central tendency statisticians and localization statisticians.

Within the first we have the arithmetic mean or simply the mean, the geometric mean, the harmonic mean, the root mean square and the median.

In the second type, we have fashion, barracks, etc.

Within the dispersion statistics, the route, the standard deviation, the variance will be used.

The concentration measures to be used are the concentration curves to see the case of the salaries of the human resources of the hospitals.

Among the measures of form, asymmetry measures, propping measures or kurtosis will be used, if applicable.

In the research work dealing with two-dimensional and three-dimensional data distributions, two-dimensional distribution tables, graphic representations, covariance, causality correlation analysis, regression will be used.

The two-dimensional table contains the rows and columns with the characteristics of the variables.

The graphic representation is made in different ways and allows a quick visualization of the characteristics of the variables under study.

Covariance is the measure of linear association between two variables. Correlation coefficients measure the covariation of the variables.

The regression will study the functional relationship between the variables, so that the value of one can be predicted based on the other or others. Conventionally, the variable that is the basis of the prediction is called the independent variable and the variable to be predicted is called the dependent variable.

CHAPTER II:

THEORETICAL APPROACH

2.1. PUBLIC UNIVERSITIES

2.1.1. INTEGRAL MANAGEMENT PROCESS OF PUBLIC UNIVERSITIES

In this part, the comprehensive management process applicable to public universities will be developed, within the framework of the University Law, the Statute and Internal Regulations. In this regard, Andrade (1992) agrees with Terry (1990) when they establish the following phases:

a) Strategic and operational planning

b) Structural and functional organization

c) Operational and strategic management

d) Synergy between dependencies, resources and activities

e) Internal and external government control

2.1.2. STAFF SYSTEM OF PUBLIC UNIVERSITIES

This part will analyze, within the framework of the applicable legal regulations, aspects related to human resources.

a) Groups and levels of workers

b) Entrance to public universities

c) Promotion after contest

d) Training for continuous improvement

e) Periodic evaluation

f) Imperative duties

g) Impediments or prohibitions

h) Socio-labor rights

i) Disciplinary regime

j) Term of work career

2.2. STRATEGIC MANAGEMENT OF HUMAN RESOURCES

Strategic management includes planning, organization, direction and control of human resources but with a vision of the future, so that they are facilitators of the continuous improvement of academic and administrative activities and the competitiveness of public universities.

2.2.1. PLANNING OF HUMAN RESOURCES

Interpreting Chiavenato (1998), Stoner (2000) and Sotelo (2005); In this part, the main aspects related to the planning of human resources of public universities will be presented:

a) Recruitment

b) Selection

c) Charges

d) Performance evaluation

e) Remuneration

f) Social benefits

2.2.2. HUMAN RESOURCES ORGANIZATION

Based on the information from Chiavenato (2006), in this part the following aspects will be developed:

a) Reciprocity of human resources and university dependencies

b) The functions of human resources

c) The processes and procedures carried out by human resources

d) Exchange relations

e) Incentives and contributions

2.2.3. HUMAN RESOURCES MANAGEMENT

Interpreting Reyes (2006), in this part the following aspects will be developed:

a) Vision of human resources at the university

b) Mission of human resources in the university

c) Human resources policies at the university

d) Objectives of the human resources department

e) Actions carried out by human resources

2.2.4. HUMAN RESOURCES EVALUATION

Based on the information provided by Chiavenato (2006) and Ponce (2006), the following will be considered in this section:

a) Purpose of the human resources evaluation

b) Objectives of the human resources performance evaluation

c) Benefits of performance evaluation

d) Performance evaluation methods

e) Performance evaluation process

2.3. HUMAN RESOURCES IN THE STRATEGIC CHAIN

Generally to measure a strategic chain represented by policy guidelines, general and specific objectives; and, permanent and temporary actions use impact, result and product indicators, which together allow us to measure the evolution of university performance.

2.3.1. GENERAL POLICIES

They are the main guidelines related to human resources, financial resources and material resources that universities manage.

Policies are feasible to measure, using impact indicators. These indicators are associated with the policy guidelines and measure the changes that are expected to be achieved in the medium and long term.

2.3.2. GENERAL AND SPECIFIC OBJECTIVES

The general strategic objectives are the purposes or essential purposes that the universities intend to achieve to achieve the mission that has been proposed in the framework of their strategy. These objectives are associated with the programs within the current functional classification. They are long term. They are capable of measurement through objectively verifiable result indicators.

Specific strategic objectives are the purposes in specific terms into which a general objective is divided, is mainly associated with a subprogram within the current functional classification and comprises a set of permanent and temporary actions. They are medium term. They must be expressed in qualitative terms and be capable of measurement through objectively verifiable result indicators

2.3.3. PERMANENT AND TEMPORARY ACTIONS

These are basic categories on which the implementation of the strategic chain is focused, constituting the fundamental units of resource allocation in order to achieve the specific strategic objectives.

The permanent actions are those that concur in the operation and maintenance of the educational and administrative services. They represent the production of services and goods that the university carries out according to its functions. They are permanent and continuous over time. They respond to objectives that can be measured qualitatively or quantitatively, through indicators of products and necessary resources.

Temporary actions represent the creation, expansion and / or modernization of the production of goods and services. They respond to objectives that can be measured qualitatively or quantitatively, through indicators of products and necessary resources. They are limited in time and after their completion they are integrated or give rise to permanent action.

2.3.4. EFFECTIVE MANAGEMENT OF HUMAN RESOURCES

2.3.4.1. DEFINITION OF THE ELEMENTS OF EFFECTIVE MANAGEMENT OF HUMAN RESOURCES

The following elements will be defined in this part:

a) Amount of human resources necessary to carry out the institutional mission

b) Training, training and improvement that the staff must have to work effectively

c) Application of emotional intelligence in the effective management of human resources

d) Application of empowerment and benchmarking in the effective management of human resources

e) Quality of human resources of public universities

2.3.4.2. STRATEGIC HUMAN RESOURCES MANAGEMENT MODEL

The following elements will be considered in this model:

a) Strategic planning of human resources

Strategic planning within an entity, refers to the mission, objectives, goals, services to be performed, that is, the entire process that allows you to establish yourself within a market and be the best. However, this concept also has a place within the study of Human Resources (HR).

There are three ways that the HR department can support the authorities in formulating and executing strategic planning:

* Opportunities and external threats

* Internal strengths and weaknesses

* Execution of the plan

The university that does not know its staff will fail in any strategy it wishes to implement.

It should also be noted that human resource policies must come from and be consistent with the entity's mission and basic plan. A clear example would be that of a university that carries out training policies for its workers so that they improve their decision-making and joint effort, as well as understanding the client's needs in a correct way, developing links with them and improving delegation. of responsibilities.

b) Strategic human resources management

Public universities need to be strategically directed, therefore they need to have all the elements to carry out this important activity. According to Stoner (2000), the strategic management process can be divided into five different components. The five components are:

Ø The selection of the mission and the main corporate goals;

Ø Analysis of the organization's external competitive environment to identify opportunities and threats;

Ø Analysis of the organization's internal operating environment to identify the organization's strengths and weaknesses;

Ø The selection of strategies based on the strengths of the organization and that correct its weaknesses in order to take advantage of external opportunities and counter external threats; and

Ø The implementation of the strategy. The task of analyzing the organization's internal and external environment and then selecting an appropriate strategy is generally called strategy formulation.

According to Johnson & Scholes (2004), strategic management and strategic change are also concerned with the management process and the action of managers. Based on mechanisms for managing change in areas such as recruitment and training and the importance of organizational design and behavior. An important aspect in strategic management is the determination of objectives.

The study of Human Resources as a strategic factor for the development of organizations, has become one of the priorities at the dawn of the 21st century.

The Strategic Human Resources Directorate - Management by competencies, covers from the initial stage of attracting and selecting personnel to the final separation, going through all the key aspects that make up the modern employment relationship. A novel approach is included consisting of applying the concept of competency management to each of the topics covered, thereby enriching the work with a new vision that adds an important analysis perspective.

2.4. COMPETITIVENESS OF PUBLIC UNIVERSITIES

2.4.1. EFFICIENCY, EFFECTIVENESS, ECONOMY AND TRANSPARENCY

When those responsible for management are concerned with doing things correctly, they are transitioning to EFFICIENCY ( adequate use of available resources) and when they use instruments to evaluate the achievement of results, to verify things well done, they are what they really should to be carried out, then it is directed towards EFFECTIVENESS (achievement of the objectives through the available resources) and when they seek the best costs and greatest benefits, it is within the framework of ECONOMY.

Efficiency, effectiveness and economy do not always go hand in hand, since a university can be efficient in its educational and administrative services, but not effective, or vice versa; it may be inefficient in its educational and administrative services and yet be effective, although it would be much more advantageous if effectiveness were accompanied by efficiency. It can also happen that it is neither efficient nor effective

2.4.1.1. EFFICIENCY IN THE MANAGEMENT OF PUBLIC UNIVERSITIES

Efficiency is the positive result after the adequate rationalization of resources, in accordance with the purpose sought by those responsible for management.

Efficiency refers to the relationship between the goods or services produced or delivered and the resources used for that purpose (productivity), compared to an established performance standard.

Universities can guarantee their permanence in the market if they strive to carry out efficient management, oriented towards the university community and with a sustained level of quality in the products and / or services it provides.

Efficiency - often called productivity - can be measured in terms of results divided by total costs, and it can be said that efficiency has grown by a certain percentage (%) per year. This measure of cost efficiency can also be inverted (total cost relative to the number of products) to obtain the unit cost of production. This ratio shows the production cost of each product. In the same way, the time (calculated for example in terms of man-hours) that it takes to produce a product (the inverse of work efficiency) is a common measure of efficiency.

2.4.1.2. EFFECTIVENESS IN THE MANAGEMENT OF PUBLIC UNIVERSITIES

Efficiency refers to the degree to which the universities achieve their objectives and goals or other benefits that they intended to achieve, provided for in legislation or set by the Board of Directors.

Effective management is related to the fulfillment of the actions, policies, goals, objectives, mission and vision of the university; as established by modern business management

Interpreting Porter (1996), effective management is the process undertaken by one or more people to coordinate the work activities of other people in order to achieve high quality results that a person could not achieve on their own. Competitiveness comes into play in this framework, which is defined as the extent to which an entity, under free market conditions, is capable of producing goods and services that pass the market test, while maintaining or expanding real income from your employees and partners. Also in this framework, quality is conceived, which is the totality of the features and characteristics of a product or service that refer to its ability to satisfy expressed or implicit needs.

2.4.1.3. ECONOMICS IN THE MANAGEMENT OF PUBLIC UNIVERSITIES

The economy in the use of resources is related to the terms and conditions under which entities acquire resources, be they financial, human, physical or technological (computerized), obtaining the required quantity, at the reasonable level of quality, in the opportunity and appropriate place and at the lowest possible cost.

On the other hand, within the framework of the economy, the following elements must be analyzed: cost, profit and volume of operations.

The economic treatment of operations provides useful guidance for profit planning, cost control, and administrative decision-making should not be considered as a precision instrument since the data is based on certain assumed conditions that limit the results.

2.4.1.4. TRANSPARENCY IN THE MANAGEMENT OF PUBLIC UNIVERSITIES

Since public universities operate with public budgets, transparency in management is necessary every day. Hence, there are specific rules on this aspect. The so-called Transparency Portals have also been established.

In compliance with Directive No. 003-2002 / 008-FONAFE "Directive on transparency in the management of companies and entities under the scope of FONAFE", published on Tuesday, July 2, 2002, the national universities have developed a Portal of Transparency, which is a free access information platform that allows any user to have, in real time, the most complete economic information that each university has been able to centralize. What is sought with transparency is to become a window of State Economic Transparency; provide free access to information; foster a culture of transparency in Peruvian society.

Transparency implies the publication of the Strategic Plan (Planning); Operational Plan (Planning); Annual Report 2005; Annual and Quarterly Financial Statements (Planning); Budget. (Planning); Human Resources. (Staff, names of all teachers and administrators); Hiring and Acquisitions. (Logistics); Main suppliers. (Logistics); Goods and services. (Heritage); Rector's Agenda.; Financial state. (Economic And Financial); Academic Rates. (General Secretary); Internal Execution Directive. (General Secretary); Budget Allocation. (Economic and Financial); National and International Agreements (Office of National and International Relations); Scholarships (ORNI and General Secretary); etc.

2.4.2. CONTINUOUS IMPROVEMENT IN INSTITUTIONAL MANAGEMENT

People have always developed methods and instruments to establish and improve the performance standards of their organizations and individuals. From the ancient Egyptians methods were developed with the desire to improve their systems.

Interpreting Druker (2004), continuous improvement rather than an approach or concept is a strategy, and as such constitutes a series of general programs of action and deployment of resources to achieve full objectives, as the process must be progressive. It is not possible to go from darkness to light with a single jump.

Currently, the Business System is in an improvement process that in itself constitutes an improvement program, but to the extent that it is supported by approaches used in world practice, better results will be obtained.

Public universities have an urgent need to obtain an increasing production and with a relevant efficiency as a solution to their current situation and to insertion in the social market economy, for which a high degree of competitiveness is required. that requires the implementation of a continuous improvement process.

An improvement plan requires that a system be developed in the universities that allows having skilled employees, trained to do the job well, to control defects, errors and perform different tasks or operations. Having motivated employees who put effort into their work, who seek to carry out operations optimally and suggest improvements.

Having employees willing to change, capable and willing to adapt to new situations in the organization.

The application of the improvement methodology requires certain investments. It is possible and desirable to justify such investments in economic terms through the savings and increases in productivity that will be produced by the reduction of the operating cycle.

Real progress in the universities will only be achieved when the Rector decides that he will personally lead the change. In this sense, there are different procedures aimed at focusing attention on the demands placed on the process or function and achieving converting the requirements into technical specifications, and these in a defined work process.

2.4.3. COMPETITIVENESS OF PUBLIC UNIVERSITIES

The word competition also means; aptitude, ability, suitability, an internal competence then lies in acquiring more and better knowledge, skills, experiences, etc. That is, setting more and more ambitious goals and achieving them, with a Kaizen approach (continuous improvement), all this becomes a competition with itself, then developing continuous learning organizations (OAC's). This is also known as developing core competences. Pravlacad and Hamel, their forerunners affirm that it is not the products or services that make up the competitiveness base of an entity, but rather that it resides or should reside in a set of competences that give it skills over others and allow access to new products and markets.

These competitive skills will help us develop intellectual capital in our organization, intellectual capital is a newly created field and has to do with the measurement and development of non-financial assets such as organizational knowledge, customer satisfaction, innovation of suppliers, patents, employee morale and that together contribute to the competitiveness and profitability of organizations.

Interpreting Porter (1996) and Porter (1997) himself, it can be indicated that the increase in competitiveness is linked to multiple factors; In particular, the most relevant are: quality and quantity of knowledge and skills of all those who participate in the production process, infrastructure for production and adequate communications and transport, and clear rules for economic management.

The demand for competent labor increasingly demands new skills, and imposes the need to carry out training processes appropriate to the organizational profiles demanded by the labor market.

Of course, this process does not happen spontaneously, but organizational systems must be established. Nor is it enough to declare it, but to put it into practice on a daily basis, also, it is necessary to train people to fully comply with competitiveness, both internal and external. Likewise, competitiveness implies directing all actions towards the "satisfaction of customer standards", the foregoing implies adding value to the actions of all staff, the question I ask at this time, my kind reader, is:

When entities stop competing, they neglect their ends and become obsolete and dysfunctional; an organization protected against attacks, competitions, criticism and influences from the outside, begins to degenerate in its substantive function; Every public or private agency needs competition, it is the only way to develop the necessary capacity to demonstrate its usefulness, the government must exclusively do what citizens cannot or should not do.

CHAPTER III:

FINAL ASPECTS OF THE INVESTIGATION

3.1. RESEARCH WORK SCHEDULE

ACTIVITIES	NOV	DEC	JAN	FEB	SEA	SEA	APR	MAY
THESIS PLAN:	X
DATA COLLECTION	X
FORMULATION OF THE PLAN	X
PRESENTATION OF THESIS PLAN	X
OBS CORRECTION. OF THE THESIS PLAN		X
PRESENTATION AND APPROVAL		X
THESIS:
INFORMATION ORGANIZATION	X	X	X	X	X	X	X
INFORMATION PROCESS					X	X	X
DRAFTING OF THE THESIS						X	X
PRESENTATION							X
LIFT								X

3.2. RESEARCH WORK BUDGET

ITEMS	QTY	UNIT	UNIT PRICE	SUBTOTAL	TOTAL ITEM
I. ASSETS:					5,260.00
STATIONERY IN GENERAL	5	THOUSANDS	25	125.00
PENCILS	5	DOZENS	10	50.00
COMPUTER INK	10	UNITS	30	300.00
CD	one	DOZEN	60	60.00
PEN DRIVE	one	UNIT	300	300.00
COMPUTER	one			4,425.00
OTHER ASSETS

II. SERVICES					5,180.00
SUPPORT STATISTICAL WORK				800.00
SECRETARIAL SUPPORT				600.00
SPECIAL ADVICE				1,000.00
MOBILITY				1,500.00
VIATICOS				500.00
TELEPHONE				200.00
IMPRESSIONS				280.00
PHOTOCOPY				100.00
VARIOUS				200.00

TOTAL					10,440.00

3.3. BIBLIOGRAPHY

1. Andrade Simón (1992) Development Planning. Lima Editorial Rodhas.

2. Camp, Robert C. (1993) Benchmarking. Mexico. Mc Graw Hill.

3. Chiavenato Idalberto (1998) Introduction to the General Theory of Administration. Mexico. Mc Graw Hill.

4. Chiavenato Idalberto (2006) Human Resources Administration. Mexico. Mc Graw Hill.

5. Drucker Peter F. (2004) Management in the Future Society. Bogotá. Norma Editorial Group.

6. Gómez Bravo, Luís (2006) Continuous Improvement. www.monografias.com.

7. Johnson, Gerry & Scholes, Kevan (1999) Strategic Management: Analysis of the Strategy of Organizations. Barcelona. Closas Orcoyen SL

8. Koontz, Harold / O´Donnell, Cyril (2003) Modern Administration Course-An Analysis of Systems and Contingencies of Administrative Functions. Mexico. Lithographic Ingramex SA.

9. Reyes Ponce, Agustín (2006) Personnel Administration. Mexico. LIMUSA Editorial.

10. Sotelo Morey, Alejandro Alfonso (2005) Business Management and Strategic Management. Lima USMP.

11. Steiner George (1998) Strategic Planning. Mexico. Compañía Editorial Continental SA. From CV.

12. Stoner, Freeman Gilbert (2000) Administration. Mexico. Compañía Editorial Continental SA. From CV.

13. Terry George (1990) Principles of Management. Mexico. Compañía Editorial Continental SA. From CV.

14. Toso Kelo (2004) Strategic Planning-action tactics to achieve their goals Empresari to them. Lime. Editora Bussines EIRL.

15. Yoder, Dale (2006) Personnel Management and Industrial Relations. Mexico. LIMUSA Editorial.

3.4. ANNEXES

ANNEX Nº: 1

INTERVIEW

INTERVIEW GUIDE:

REGARDS.

REMINDER TO COMMUNICATION MADE

INDICATION OF THE PURPOSE OF THE INTERVIEW

QUESTION FORMULATION

RECORDING OF ANSWERS

GRATITUDE

INTERVIEW QUESTIONS

Do public universities have normative documents for human resource management?

Is it possible that the diagnosis allows us to identify and evaluate the favorable and adverse factors of the environment and the internal environment, to make technical adjustments and facilitate the productivity of human capital and thus support the fulfillment of the institutional mission?

What is the administrative and functional situation of the human resources of the universities?

Do the educational and administrative services have the quantity and quality of teaching and non-teaching staff to attend educational services and administrative activity?

What actions should each university take to improve the quantity and quality of human resources?

Can it be said that the training of human resources by the universities ensures strategic management of human resources, which would have an effect on competitiveness?

Can it be accepted that planning, organizing, directing, coordinating and controlling human resources will allow them to be strategically oriented to facilitate competitiveness?

Can it be accepted that only the strategic management of human resources of public universities can facilitate efficiency, economy, effectiveness, transparency and competitiveness?

In what way can continuous improvement and the competitiveness of universities be facilitated, in such a way that they allow the fulfillment of the institutional mission?

Who would be the true winners with the strategic chain that considers an active and dynamic participation of the human resources of the universities?

ANNEX Nº: 2

POLL

SURVEY QUESTIONS:

We know how little time you have, we also know the importance of human resources for universities. Therefore, we resorted to obtaining your point of view on this matter. The researcher thanks in advance for marking her answers with a cross.

The condition of hired, could it be said that it is not a facilitator so that the human resources of public universities are not productive?

ALTERNATIVE	RPTA
Does not facilitate proper work
It is an indifferent situation
Other factors are uncomfortable
Do not know not answer

The salary, could it be said that it is not a facilitator so that the human resources of the universities are not productive?

ALTERNATIVE	RPTA
We receive a starvation salary
Salary does not incentivize
The salary doesn't matter
Do not know not answer

Is the treatment received by teachers and non-teachers from universities adequate and therefore serves as a facilitator for efficiency, effectiveness and productivity?

ALTERNATIVE	RPTA
It is not apropiate
If it is suitable
No one encourages or controls you
Do not know not answer

Are there incentives for work, studies or other situations in favor of teaching and non-teaching staff?

ALTERNATIVE	RPTA
There are no incentives
If there are incentives
Sometimes they encourage
Do not know not answer

Do universities have policies, strategies, tactics and other instruments in favor of staff?

ALTERNATIVE	RPTA
There are no policies, strategies, tactics and other instruments that favor workers
Are there policies, strategies, tactics and other instruments that favor workers
There are many documentary instruments, but they are not applied in favor of teaching and non-teaching staff
Do not know not answer

Are the university assistance, administrative and service personnel aware of, understand and therefore apply the normative documents related to the personnel system?

ALTERNATIVE	RPTA
If there are normative documents but nobody knows or applies them
There are no normative documents, therefore nobody knows, understands or applies it
There is no oriented policy for the worker to know, understand and apply the normative documents.
Do not know, no answer

Is the human resources management of public universities in charge of specialized personnel, which allows evaluating the participation of each worker?

ALTERNATIVE	RPTA
There are no specialized personnel in human resources
There are specialized personnel, but they work in other areas
There are specialized personnel, but they do nothing to help the personnel
Do not know, no answer

How can human resources management of public universities be facilitated?

ALTERNATIVE	RPTA
Through the strategic management of human resources
By improving wages
By improving the deal
Do not know not answer
Do not know, no answer

Based on human resources, how can continuous improvement and competitiveness be available in public universities?

ALTERNATIVE	RPTA
Starting from the technical diagnosis of human resources
By establishing the form of participation in programs, projects and activities
Reformulating normative human resources documents
By defining the elements of effective human resource management.
By defining a strategic human resource management model.
All of the above
Do not know not answer

Is efficient strategic management of the human resources of the universities the basis for achieving temporary actions, permanent actions, specific objectives, general objectives, policies and mission of public universities?

ALTERNATIVE	RPTA
Totally agree
In disagreement
Could be
Do not know not answer

Andrade Simón (1992) Development Planning. Lime. Rodhas Publishing House. Terry George (1990) Principles of Management. Mexico. Compañía Editorial Continental SA. From CV.

Supreme Decree No. 02-94-JUS: TUO of the Administrative Procedures Law and D.Leg. no. 276 Basic Law of the Administrative Career.

Chiavenato Idalberto (1998) Introduction to the General Theory of Administration. Mexico. Mc. Graw Hill.

Stoner Freeman Gilbert (2000) Administration. Mexico. Compañía Editorial Continental SA. From CV.

Sotelo Morey, Alejandro Alonso (2005) Business management and Strategic Management. Lima USMP.

Chiavenato Idalberto (2006) Human Resources Administration. Mexico. Mc. Graw Hill.

Reyes Ponce, Agustín (2006) Personnel Administration. Mexico. LIMUSA Editorial.

Chiavenato Idalberto (2006) Human Resources Administration. Mexico. Mc Graw Hill.

Reyes Ponce Agustín (2006) Personal administration. Mexico. LIMUSA Editorial.

Stoner Freeman, Gilbert (2000) Administration. Mexico. Prentice Hall.

Johnson Gerry & Scholes Kevan (2004) Strategic Management. Barcelona. Closas Orcoyen SL

Porter Michael (1996) Competitive strategy. Mexico. Compañía Editorial Continental, SA. From CV.

Drucker Peter (2004) Management in the Future Society. Bogotá Editorial Group Norma.