Structural Equation Modeling Approach (SEM) for the Personnel Management Competence of the School Heads in Selected Schools of Lopez, Quezon, Division of Quezon

Abstract

INTRODUCTION

The school head manager has many responsibilities including being an administrator, instructional leader, and curriculum leader at different points in a day. It is a balancing act of having to juggle between these various roles. Often times, more attention is to give the managerial and administrative tasks and that of the instructional leader is relegated to others in the administrative hierarchies even though the core business of a school is teaching and learning.

METHODS

The researcher used the descriptive survey method to attain its purposes. In selecting the method, the researcher took into consideration the fact the present study is a status trend and deals with the prevailing personnel management competencies of the school heads.

RESULTS

Based on the findings, all the personnel management competencies of school heads along with leadership, decision making, planning, organizing, motivating, and controlling were agreed by the respondents. As to the performance of school heads on a technical and conceptual category in terms of communications, training, performance appraisal, disciplinary action, and negotiations, these were also agreed by all of the respondents. In addition, the result showed that there was no significant difference noted in the assessments between school administrators and teachers on the competencies of school administrators in the human and conceptual skills category. This would prove to a large extent the reliability of the assessments on these two skills and this proved that assessments of school administrators were higher than that of the teachers.

DISCUSSIONS

The interpersonal skill should be developed among the school heads through a warm and easy approach and build constructive and effective relationships; they should use diplomacy and tact to diffuse tense situations and should have a style and charm that immediately put others at ease and disarm hostility. Every school should have a managing vision and purpose, communicates a compelling and inspired vision or sense of core purpose, makes the vision sharable by everyone, and can inspire and motivate entire units or organizations. Every school should have a technical working committee to assist the principal in school planning. School heads should motivate other teachers and create a climate in which people want to do their best, assess each other's strengths and use them to get the best out of him or her and promote confidence and optimistic attitudes.