Managerial Practices of the Public Secondary School Heads in the Division of Urdaneta City

Abstract

INTRODUCTION

This study aimed to determine the managerial practices of the public secondary school heads in the Division of Urdaneta City along with human resource, fiscal, physical facilities, and networking/linkages aspects.

METHODS

It looked into the profile of the secondary school heads in terms of age, sex, civil status, academic rank, educational attainment, and years of service as school heads as well as the profile of the secondary school teachers in terms of age, sex, civil status, academic rank, educational attainment, and years of service as teachers. Problems encountered by the school heads were also identified as well as the proposed action plan to improve their management practices.

RESULTS

The study divulged that managerial practices along the human resource aspect are moderately practiced. Along the fiscal aspect, managerial practices of school heads have been assessed by school heads as highly practiced while teachers' assessment is moderately practiced. While physical facilities aspect has been evaluated as highly and moderately practiced by school heads and teachers, respectively. It also revealed that school heads had serious problems along with networking and linkages while moderately serious along three other aspects. Based on the foregoing findings, it revealed that majority of the school heads are 40-50 years of age, male, married, with MA/MS units, serving as Principal IV and in the service for 10-20 years; most of the teachers are female, 36-45 years old, married, baccalaureate degree holders, with T-III positions and in the service for 11-20 years; and the managerial practices of the school heads have been evaluated as moderately practiced along human resource, fiscal and physical facilities, however, indicators along linkages and networking have been assessed as slightly practiced, and the most serious problems encountered by the school heads are along networking and linkages particularly benchmarking.

DISCUSSIONS

The results demonstrate that school heads must finish their further studies in order to establish credibility along with personnel management. While school heads and teachers have evaluated the managerial practices of the school heads as slightly practiced especially along with networking, there is always a room for improvement to make it moderately or highly practiced. Department of Education should offer more scholarship grants for the school heads to improve and enhance their managerial skills and competence along with human resource, fiscal, physical facilities and especially along with networking and linkages.