Administrative Skills of Selected Public-School Heads in The Division of Cavite, Cavite Province: Basis for a Proposed Human Resource Management and Development Training Programs

Abstract

INTRODUCTION

The researcher conducted the study to determine the significant difference between the assessment of the school heads, teachers, and non-teaching employees with respect to the administrative skills. This covers the areas of administrative skills to include their communication skills, self-leadership, managing tasks effectively, managing people effectively, managing interpersonal relations, and solving problem skills. This study also further identifies their needs so that a Human Resource Management and Development Training Programs may be offered.

METHODS

The researcher employed the combination of descriptive and convenience procedure in the study. Data gathered on each of the variables were tested to help the researcher arrive at management decisions. This study is further delimited to three (3) groups of respondents: the school heads, teachers, and non-teaching employees. The researcher felt that it was necessary to develop a Human Resource Development and Training Program to help the school leadership practice towards improvement of school outcomes.

RESULTS

Much is to be desired in how the schools were managed considering the administrative skills required among the school heads. There is a significant difference among the assessment of the 17 institution school heads, 88 teachers, and 56 non-teaching respondents on the effectiveness of the administrative skills exhibited in the six (6) dimensions covered since the results of the application of F-test / ANOVA using the SPSS has computed F -values that exceeds the acceptable limit. These data suggest that there exists a magnitude of variance among the assessment of the groups of respondents considering the setting, priorities, policies and other factors these selected public schools in the Division of Cavite.

DISCUSSIONS

Distributed leadership may be made more sustainable through team structures or committees by giving it long term institutional form. There is a need to retool the managerial skills of the school heads and assess their administrative competency and confidence in managing people. There is a strong need to refocus by re-examining and rationalizing the training and development needs of the institution managers. There should be several options advocating a variety of training and development programs.