The Motivational Level and Performance of Educational Managers: Their Implications to School Management
Keywords:
Motivation, Performance, Educational Managers, Implications, School ManagementAbstract
This study attempted to find out the motivational level of school districts in the Division of Samar and Its influence on their job performance for the school year 2001-2002. This study utilized the descriptive-correlation research method, which involved investigating, recording, analysing and interpreting the data and other information gathered. Based on the responses given by Educational Managers themselves, they considered “Lower level management should have free hand in managing the units without political interference especially in the recruitment of personnel/teacher,” and “Lessen the unnecessary personnel in the department to make transaction faster and easier,” the first two ranking solutions to the problems they encountered relative to the management of elementary schools in the Division of Samar where 38 or 54.29 percent of them responded. “Strengthen guidance programs and services in the school to address problems and vandalism in school” was the least suggested solution where only three or 4.29 percent of them signified this. There is a significant difference between the perceptions of the educational managers and their teachers relative to their level of performance along planning, coordination, communication, financial management, material resources management, human resources management, implementation, monitoring and supervision, evaluation and public relations. The noted differences can be attributed to the independence of the two categories of respondents in giving their perceptions. The educational managers based their self-assessment on their actual accomplishments and experiences, while the teachers based their assessment merely on observations.
References
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