Academic management of university virtual education: An analysis from the perception of students, teachers, and managers
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Author(s)Carola Salazar-RebazaLink to ORCID Index: https://orcid.org/0000-0003-2143-0109
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Monica Zegarra-AlvaLink to ORCID Index: https://orcid.org/0000-0002-1069-753X
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Franklin Cordova-BuizaLink to ORCID Index: https://orcid.org/0000-0002-7623-7472
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DOIhttp://dx.doi.org/10.21511/ppm.21(4).2023.40
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Article InfoVolume 21 2023, Issue #4, pp. 532-544
- 178 Views
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41 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Currently, many universities are developing virtual education as an option for the training of future professionals. The objective of this study is to analyze aspects of the academic management of university virtual education from the perspective of students, teachers, and administrators. A mixed approach and non-experimental design were applied. Semi-structured interviews and surveys were used. The participants were 8 managers, 340 students, and 75 teachers from Peru, Colombia, Mexico, and Spain, from universities where virtual education is offered. The results show that 51% of teachers agree with the management, 50% accept the adequate use of technological tools, and only 20% say that virtual classes are effective. Concerning students, 45% agree with the management, but only 15% feel that they are attended to when problems arise in the virtual modality. The managers determine relevant aspects such as the importance of teacher training, having technological tools to ensure learning, and providing a comprehensive academic service, as is provided in the in-person modality. It is concluded that academic management in the virtual modality should prioritize the improvement of satisfaction levels of both students and teachers through adaptation processes, training, performance evaluation, attention, and problem-solving, as well as the use of virtual platforms that allow the development of competencies of the graduate profile and contribute to the comprehensive training of future professionals.
- Keywords
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JEL Classification (Paper profile tab)I21, I23, O15
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References46
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Tables2
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Figures3
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- Figure 1. Teachers’ perceptions of the university virtual modality
- Figure 2. Teachers’ perception of the conditions for the development of virtual university education
- Figure 3. Students’ perceptions of the university virtual modality
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- Table 1. Sample of the study
- Table 2. Aspects of the academic management of the university virtual modality
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Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement
Setyo Riyanto ,
Endri Endri ,
Novita Herlisha
doi: http://dx.doi.org/10.21511/ppm.19(3).2021.14
Problems and Perspectives in Management Volume 19, 2021 Issue #3 pp. 162-174 Views: 6862 Downloads: 6833 TO CITE АНОТАЦІЯTechnological developments are things that must be followed by companies to achieve a competitive advantage to improve performance. To achieve and improve performance, companies need active employee engagement by encouraging motivation and fulfilling their job satisfaction. This study aims to analyze the effect of motivation and job satisfaction on performance with employee engagement as a mediating variable. The research sample is Information Technology (IT) companies located in the cities of Jakarta and Bandung, Indonesia. Research respondents are system developers who handle system development activities for a project or part of an ongoing project. By using the convenience sampling technique 103 responses were obtained from IT developers. The research model analysis method uses Partial Least Square (PLS) with SMART PLS Ver 3.0 software. Empirical findings prove that motivation has a positive effect on the performance of IT employees, while job satisfaction is independent. Employee engagement does not directly affect employee performance, but the effect of mediation through motivation and job satisfaction can have a significant effect on employee performance. The research findings have managerial implications, in increasing high employee involvement, motivation needs to be encouraged to be more active and innovative, and facilitate the achievement of the desired results.
Acknowledgment
This study was made possible because of the full support of the Region III Education Service Institute (LL-DIKTI III), the Ministry of Education and Culture of the Republic of Indonesia, and the Research Center at Mercu Buana University, Jakarta. -
Management of enterprise’s financial sustainability and improvement of its methods
Galyna Azarenkova ,
Olena Golovko ,
Kateryna Abrosimova
doi: http://dx.doi.org/10.21511/afc.02(1).2018.01
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The resource-based view: a tool of key competency for competitive advantage
Akwesi Assensoh-Kodua
doi: http://dx.doi.org/10.21511/ppm.17(3).2019.12
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