The Personnel Management Practices in the Division of City Schools, Iriga City

Abstract

INTRODUCTION

To formulate pointers to improve the personnel management practices in the Division of City Schools, Iriga City is the ultimate goal of this study. The bases of the proposition were the identified personnel management practices, problems encountered, and suggestions. Further, it drew out the profile of the respondents in terms of their personal and professional backgrounds, practices, problems encountered, suggestions to improve personnel management, tests of significance of agreement of the respondents' practices, problems, and suggestions.

METHODS

Descriptive-correlational type of research was employed using frequency count, rank, percentage, weighted mean, Kendall Coefficient of Concordance W with the corresponding chi-square. Respondents were randomly selected.

RESULTS

The extremely serious problems along recruitment were: applicants are sponsored by politicians and other persons in authority and there is no updated database of employees. On selection, absence of feedback mechanism and set of specific guidelines on the movement of employees were considered extremely serious. Personal relationship plays a role in the promotion of employees, while on transfer, the proximity to one's residence to the new assignment/station is not considered. The pointers to improve the personnel management in the Division were derived from the indicators which had the lowest weighted mean, which was found out to be of great help for effective implementation of the process. Personnel management is not an easy task and must be taken as a challenge, implement the suggestions, and school heads, teachers, and non-teaching staff need to be one to achieve career development for the employees.

DISCUSSIONS

The results demonstrate the need to improve the professional background of the respondents by enrolling in post-graduate studies. There is also a need to improve personnel management practices by updating a database of applicants and employees, formulating a feedback mechanism for the selection committee, informing very well the employees of vacant positions, and considering the proximity of the employees' residence to the new station/assignment. School heads must be ready to cope with the challenges that they may face. School heads, teachers, and the non-teaching group must work closely to help one another in their career advancement. They will serve as a guide toward the realization of certain goals. Pointers must be adopted to achieve effective implementation of personnel management in the Division.