La gestión institucional en un centro de educación superior mexicano en el proceso de construcción de confianza desde los enfoques de atención al sujeto

Los modelos educativos propuestos en las tres últimas décadas han adoptado un enfoque centrado en el alumnado y en el aprendizaje. En este contexto, vale la pena preguntarse cómo se aplican, concretamente, en las instituciones de educación superior (IES), cuando se trata de entornos como el mexicano, donde el sistema educativo es altamente burocrático, centrado en la eficacia, no en la persona y estrechamente ligado al sistema político. El objetivo del presente artículo es mostrar la manera en que un centro universitario aplicó el modelo educativo general que ha adoptado la IES, y cómo lo ha traducido en acciones concretas adaptadas a su propio contexto, involucrando no solo actividades de enseñanzaaprendizaje, sino la gestión misma del espacio académico en su conjunto. La investigación es exploratoria, documental y sustentada en el diseño de estudio de caso. Los hallazgos encontrados señalan que las acciones emprendidas trascendieron el ámbito de aplicación de planes de estudio y abarcaron diferentes esferas de actuación del centro educativo, convirtiéndose en un caso de interés en el contexto mexicano (y tal vez latinoamericano) por conseguir que un modelo educativo general se aplicara, de manera integral y contextualizada, logrando convertirlo en un modelo de gestión institucional propio

Essays on economic development and political economy: Evidence from Latin America.

This thesis presents three papers that contribute to our understanding of economic development. In particular, I explore the role of natural resources and political actors on economic development and provide empirical evidence from Latin America. Chapter 1 draws on joint work with Juan Pablo Rud. In this chapter we study the impact of a large Peruvian gold mine on the local population. Using annual household data from 1997 to 2006, we find evidence of a positive effect of the mine's demand of local inputs on real income, household welfare and poverty reduction. The effects are only present in the mine's supply market and surrounding areas. We examine and rule out that the results are driven by the fiscal revenue windfall from mining levies. Using a spatial general equilibrium model, we interpret these results as evidence of welfare gains generated by the mine's backward linkages. Chapter 2 explores empirically the effect of party nomination procedures on political selection and governance. Using a new data set of Latin American parties, I find evidence of a positive relationship between primaries, electoral performance and quality of government. I interpret these results as evidence of primaries improving political selection. To address relevant identification concerns, I use an instrumental variable approach based on determinants suggested by a model of endogenous primaries, which I test on the data. Chapter 3 studies the role of costly taxation as an explanation of the flypaper effect: the observed greater response of public spending to grants than to increments of the tax base. I develop a model of local spending with costly taxation and test the model using data from Peruvian municipalities. I find that differences in tax collection costs explain almost one third of the flypaper effect

Perceived results obtained by companies associated to the use of high involvement work practices

[EN] The main goal of this article is to investigate the relationships between high involvement work practices (HIWP) and the results perceived by managers of the companies using them. In the research we identify both the meta-analyses and the literature reviews done in the last 25 years. We present a revision of the literature of the articles published in the years not included in the previous revisions (from 2007 to 2011) and that analyze the association of productivity, satisfaction, quality, competitiveness or customer care indicators, as a result of the use of HIWP. As a main conclusion we can show that the adoption of HIWP, in general, contribute with positive results to the organizations[ES] El objetivo principal de este artículo es investigar las relaciones entre las prácticas de alta implicación (HIWP) y los resultados percibidos por los mandos de las empresas. En la investigación identificamos los metaanalisis y revisiones de literatura realizados en los últimos 25 años. Aportamos una revisión de literatura de los artículos publicados en los años no contenidos en las revisiones anteriores (del 2007 al 2011) y que analizan la asociación de los indicadores de productividad, satisfacción, calidad, competitividad o atención al cliente como resultados de la aplicación de las HIWP. Como principal conclusión podemos indicar que la adopción de las HIWP, en general, aporta resultados positivos a las organizaciones.Este trabajo se ha realizado con la financiación del proyecto "arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence" (PAID-06-09-2850) de la Universidad Politécnica de Valencia.Conci, G. (2012). Resultados percibidos obtenidos por las empresas asociados al uso de las prácticas de alta implicación (HIWP). Working Papers on Operations Management. 3(1):1-15. doi:10.4995/wpom.v3i1.1065SWORD11531Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and organizational performance in northern and southern Europe. The International Journal of Human Resource Management, 19(7), 1187-1207. doi:10.1080/09585190802109788Aragon-Sanchez, A.; Esteban-Lloret, N. M. (2010). Training in the Spanish Company: Just Improving Firm Performance? Universia Business Review nº. 26, pp. 34-57.Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. doi:10.1177/0149206306293668Bonavia, T., & Marin‐Garcia, J. A. (2011). Integrating human resource management into lean production and their impact on organizational performance. International Journal of Manpower, 32(8), 923-938. doi:10.1108/01437721111181679Bou, J. C., & Beltrán, I. (2005). Total quality management, high-commitment human resource strategy and firm performance: an empirical study. Total Quality Management & Business Excellence, 16(1), 71-86. doi:10.1080/1478336042000309875Browning, V., Edgar, F., Gray, B., & Garrett, T. (2009). Realising competitive advantage through HRM in New Zealand service industries. The Service Industries Journal, 29(6), 741-760. doi:10.1080/02642060902749237Bryson, A., Forth, J., & Kirby, S. (2005). HIGH-INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN. Scottish Journal of Political Economy, 52(3), 451-491. doi:10.1111/j.0036-9292.2005.00352.xCamelo, C., Martín, F., Romero, P. M., & Valle, R. (2004). Human resources management in Spain: is it possible to speak of a typical model? The International Journal of Human Resource Management, 15(6), 935-958. doi:10.1080/09585190410001677250Cappelli, P., & Neumark, D. (2001). Do «High-Performance» Work Practices Improve Establishment-Level Outcomes? ILR Review, 54(4), 737-775. doi:10.1177/001979390105400401Muñoz Castellanos, R. M., & Salinero Martín, M. Y. (2011). Training as a source of competitive advantage: performance impact and the role of firm strategy, the Spanish case. The International Journal of Human Resource Management, 22(3), 574-594. doi:10.1080/09585192.2011.543635Chand, M. (2010). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. The International Journal of Human Resource Management, 21(4), 551-566. doi:10.1080/09585191003612059Chang, P.-C., & Chen, S.-J. (2011). Crossing the level of employee’s performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management, 22(4), 883-901. doi:10.1080/09585192.2011.555130COMBS, J., LIU, Y., HALL, A., & KETCHEN, D. (2006). HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE. Personnel Psychology, 59(3), 501-528. doi:10.1111/j.1744-6570.2006.00045.xCooke, W. N. (1994). Employee Participation Programs, Group-Based Incentives, and Company Performance: A Union-Nonunion Comparison. ILR Review, 47(4), 594-609. doi:10.1177/001979399404700405Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human Resource Management and Labor Productivity: Does Industry Matter? Academy of Management Journal, 48(1), 135-145. doi:10.5465/amj.2005.15993158Delaney, J. T., & Godard, J. (2001). An industrial relations perspective on the high-performance paradigm. Human Resource Management Review, 11(4), 395-429. doi:10.1016/s1053-4822(01)00047-xDelarue, A., Van Hootegem, G., Procter, S., & Burridge, M. (2008). Teamworking and organizational performance: A review of survey-based research. International Journal of Management Reviews, 10(2), 127-148. doi:10.1111/j.1468-2370.2007.00227.xEdralin, D. M. (2008). Innovative human resource management (HRM) practices as predictors of employee job involvement and organizational commitment. Asian Journal of Technology Innovation, 16(2), 67-81. doi:10.1080/19761597.2008.9668657Edwards, P., & Wright, M. (2001). High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships. The International Journal of Human Resource Management, 12(4), 568-585. doi:10.1080/713769651Evans, W. R., & Davis, W. D. (2005). High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure. Journal of Management, 31(5), 758-775. doi:10.1177/0149206305279370Fabling, R., & Grimes, A. (2010). HR practices and New Zealand firm performance: what matters and who does it? The International Journal of Human Resource Management, 21(4), 488-508. doi:10.1080/09585191003611994Gardner, T. M., & Wright, P. M. (2009). Implicit human resource management theory: a potential threat to the internal validity of human resource practice measures. The International Journal of Human Resource Management, 20(1), 57-74. doi:10.1080/09585190802528375Ghebregiorgis, F., & Karsten, L. (2007). Employee reactions to human resource management and performance in a developing country. Personnel Review, 36(5), 722-738. doi:10.1108/00483480710774016Gibson, C. B., Porath, C. L., Benson, G. S., & Lawler, E. E. (2007). What results when firms implement practices: The differential relationship between specific practices, firm financial performance, customer service, and quality. Journal of Applied Psychology, 92(6), 1467-1480. doi:10.1037/0021-9010.92.6.1467Gittell, J. H., Seidner, R., & Wimbush, J. (2010). A Relational Model of How High-Performance Work Systems Work. Organization Science, 21(2), 490-506. doi:10.1287/orsc.1090.0446Guthrie, J. P., Flood, P. C., Liu, W., & MacCurtain, S. (2009). High performance work systems in Ireland: human resource and organizational outcomes. The International Journal of Human Resource Management, 20(1), 112-125. doi:10.1080/09585190802528433Guthrie, J. P. (2001). HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND. Academy of Management Journal, 44(1), 180-190. doi:10.2307/3069345HUSELID, M. A. (1995). THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. Academy of Management Journal, 38(3), 635-672. doi:10.2307/256741HUSELID, M. A., & BECKER, B. E. (1996). Methodological Issues in Cross-Sectional and Panel Estimates of the Human Resource-Firm Performance Link. Industrial Relations, 35(3), 400-422. doi:10.1111/j.1468-232x.1996.tb00413.xKatou, A. A., & Budhwar, P. S. (2010). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. European Management Journal, 28(1), 25-39. doi:10.1016/j.emj.2009.06.001Katou, A. A. (2008). Measuring the impact of HRM on organizational performance. Journal of Industrial Engineering and Management, 1(2). doi:10.3926/jiem.2008.v1n2.p119-142Katou, A. A., & Budhwar, P. S. (2006). The effect of human resource management policies on organizational performance in Greek manufacturing firms. Thunderbird International Business Review, 49(1), 1-35. doi:10.1002/tie.20129Kaya, N. (2006). The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms. The International Journal of Human Resource Management, 17(12), 2074-2090. doi:10.1080/09585190601000204Kuvaas, B., & Dysvik, A. (2010). Does best practice HRM only work for intrinsically motivated employees? The International Journal of Human Resource Management, 21(13), 2339-2357. doi:10.1080/09585192.2010.516589Lawler III, E. E.; Mohrman, S.; Ledford, G. (1998). Strategies for high performance organizations: employee involvement, TQM, and reengineering programs in fortune 1000 coporations. Jossey-Bass.Lee, F.-H., Lee, T.-Z., & Wu, W.-Y. (2010). The relationship between human resource management practices, business strategy and firm performance: evidence from steel industry in Taiwan. The International Journal of Human Resource Management, 21(9), 1351-1372. doi:10.1080/09585192.2010.488428Macduffie, J. P. (1995). Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry. ILR Review, 48(2), 197-221. doi:10.1177/001979399504800201Marin-García, J. A., Bonavia, T., & Losilla, J. M. (2011). Exploring working conditions as determinants of job satisfaction: an empirical test among Catalonia service workers. The Service Industries Journal, 31(12), 2051-2066. doi:10.1080/02642069.2011.559226Marin-Garcia, J. A.; Bonavia, T.; Miralles Insa, C. (2008). The use of employee participation in the USA and Spanish companies. International Journal of Management Science and Engineering Management, Vol. 3, nº. 1, pp. 71-80.Marin-Garcia, J. A., & Conci, G. (2009). Exploratory study of high involvement work practices: Identification of the dimensions and proposal of questionnaire to measure the degree of use in the company. Intangible Capital, 5(3). doi:10.3926/ic.2009.v5n3.p278-300Marin-Garcia, J. A., & Conci, G. (2010). Análisis factorial exploratorio para identificar las dimensiones subyacentes de los constructos de remuneración y participación. WPOM-Working Papers on Operations Management, 1(1), 46. doi:10.4995/wpom.v1i1.795Marin-Garcia, J. A., Miralles, C., Garcia-Sabater, J. J., & Perello-Marin, M. R. (2011). Alternative tools to mass production and human performance indicators in sheltered work centers of Valencian community (Spain). Journal of Industrial Engineering and Management, 4(3). doi:10.3926/jiem.2011.v4n3.p467-480Medina-Lopez, C., Marin-Garcia, J. A., & Alfalla-Luque, R. (2010). Una propuesta metodológica para la realización de búsquedas sistemáticas de bibliografía (A methodological proposal for the systematic literature review). WPOM-Working Papers on Operations Management, 1(2), 13. doi:10.4995/wpom.v1i2.786Mendelson, M. B., Turner, N., & Barling, J. (2011). Perceptions of the presence and effectiveness of high involvement work systems and their relationship to employee attitudes. Personnel Review, 40(1), 45-69. doi:10.1108/00483481111095519Messersmith, J. G., & Guthrie, J. P. (2010). High performance work systems in emergent organizations: Implications for firm performance. Human Resource Management, 49(2), 241-264. doi:10.1002/hrm.20342Miller, K. I., & Monge, P. R. (1986). PARTICIPATION, SATISFACTION, AND PRODUCTIVITY: A META-ANALYTIC REVIEW. Academy of Management Journal, 29(4), 727-753. doi:10.2307/255942Moideenkutty, U., Al‐Lamki, A., & Sree Rama Murthy, Y. (2011). HRM practices and organizational performance in Oman. Personnel Review, 40(2), 239-251. doi:10.1108/00483481111106101Keng Boon, O., Arumugam, V., Samaun Safa, M., & Abu Bakar, N. (2007). HRM and TQM: association with job involvement. Personnel Review, 36(6), 939-962. doi:10.1108/00483480710822445Aït Razouk, A. (2011). High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order. The International Journal of Human Resource Management, 22(2), 311-330. doi:10.1080/09585192.2011.540157Riordan, C. M., Vandenberg, R. J., & Richardson, H. A. (2005). Employee involvement climate and organizational effectiveness. Human Resource Management, 44(4), 471-488. doi:10.1002/hrm.20085Vandenberg, R. J., Richardson, H. A., & Eastman, L. J. (1999). 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Matches and mismatches between conservation investments and biodiversity values in the European Union

Recently, the European Commission adopted a new strategy to halt the loss of biodiversity. Member states are expected to favor a more effective collection and redistribution of European Union (EU) funds under the current Multiannual Financial Framework for 2014-2020. Because of the large spatial variation in the distribution of biodiversity and conservation needs at the continental scale, EU instruments should ensure that countries with higher biodiversity values get more funds and resources for the conservation than other countries. Using linear regressions, we assessed the association between conservation investments and biodiversity values across member states, accounting for a variety of conservation investment indicators, taxonomic groups (including groups of plants, vertebrates, and invertebrates), and indicators of biodiversity value. In general, we found clear overall associations between conservation investments and biodiversity variables. However, some countries received more or less investment than would be expected based on biodiversity values in those countries. We also found that the extensive use of birds as unique indicators of conservation effectiveness may lead to biased decisions. Our results can inform future decisions regarding funding allocation and thus improve distribution of EU conservation funds.Peer reviewe

Análisis del control de inventario, en la empresa Veterquímica Perú S.A.C., Lima 2022

El presente estudio tuvo el propósito de analizar el control de inventario; se usó la metodología de enfoque cuantitativo, de tipo descriptivo y diseño no experimental, en una población muestral de 15 colaboradores, teniendo la unidad de análisis: el área de logística, cuya técnica de recolección de datos fue la encuesta, el instrumento el cuestionario, con las escalas de tipo Likert, formado por 13 preguntas, tomando en cuenta los indicadores, con la validez de 3 juicios de expertos, quienes dieron la aprobación; a través del coeficiente alfa Crombach se obtuvo un índice de 0,935% de confiabilidad. Los resultados determinan que el control de inventarios es muy bueno (60%); así mismo, en el control de ingreso, el 53.3% califica muy bueno, mientras que en el control de almacenamiento es bueno (26,7%) y en el control de salida muy bueno (53.3%). Se concluye que el control de inventarios no es excelente al 100%, mostrando algunas deficiencias en los procedimientos de almacenamiento y salidas de mercadería; se sugiere optimizar dichas áreas

Work on PETS Developed at CIEMAT

CIEMAT has been working on the RF power extractor so-called PETS (Power Extraction and Transfer Structure) for the CLIC Test Facility 3 (CTF3) since 2007. The first contribution has been installed at the Test Beam Line (TBL). Additionally, a new PETS configuration is presently under fabrication at CIEMAT and will be installed in the Test Module at CTF3. This paper describes the PETS prototypes design, fabrication and assembly techniques. The characterization of the devices with low RF power is also described.Comment: 9 pages, 9 figures, 3 tables, 10 references. Work presented in the LCWS1

Analysis of documental heritage of CETA in standardization of the Spanish manufacturing automotive industry

El presente trabajo muestra el proceso de recopilación, análisis, revisión y gestión realizada sobre el conjunto de normas CETA (Centro de Estudios Técnicos de Automoción), que constituyeron un interesante proceso de normalización llevado a cabo en el sector industrial relacionado con la fabricación de vehículos automóviles y que es uno de los elementos más desconocidos del patrimonio normalizador español. Asimismo, se ha realizado una evaluación comparativa con la normativa UNE vigente. La normativa analizada presenta una serie de características que la diferencian de la normalización actual. Los resultados muestran la influencia positiva que las normas CETA ejercieron en el desarrollo del propio sector así como la importancia que las mismas tuvieron en la generación de contenidos de actuales normas UNE.Universidad de Málaga – Campus de Excelencia Internacional Andalucía Tec

B3 0003+387: AGN Marked Large-Scale Structure at z=1.47?

We present evidence for a significant overdensity of red galaxies, as much as a factor of 14 over comparable field samples, in the field of the z=1.47 radio galaxy B3 0003+387. The colors and luminosities of the brightest red galaxies are consistent with their being at z>0.8. The radio galaxy and one of the red galaxies are separated by 5" and show some evidence of a possible interaction. However, the red galaxies do not show any strong clustering around the radio galaxy nor around any of the brighter red galaxies. The data suggest that we are looking at a wall or sheet of galaxies, possibly associated with the radio galaxy at z=1.47. Spectroscopic redshifts of these red galaxies will be necessary to confirm this large-scale structure.Comment: 19 pages, 7 figures, LaTeX2e/AASTeX v5.0.2. The full photometric catalog is included as a separate deluxetable file. To appear in the Astronomical Journal (~Nov 00