Factors to Motivates Teaching and Non-Teaching Personnel to Sustain

Commitment, Passion and Quality of Work Performance of DepEd San Carlos City
Division

I. Introduction of Research

The essential standards which the institution upholds to developed the

beacon of light that guides the institution in the quest of its goalmouths. This is in

consonance with the guidelines that the ethics motivates behavior (Hyde &

Weathington, 2006). The shareholders of institutions are instructed to adopt these

values as they strive towards the apprehension of the institutions goals.

Morals and passion are coopted ideas and feelings frequently shared by the

members of a society or some institutions that impasse them together to live or work

out together an orderly life (Jocano, 2000.p.17). They served as nexus in making

decisions and judgment leading to concrete actions. The individuals value system

may be called personal life value (Hyde & Weathington, 2006) which consists of

beliefs and philosophies. These are standards or norms on which attitudes and

behaviors are anchored. Personal life values can be categorized into several domains

representing the different facets in a persons life such as family and work. Pennings

(in Elizur, 1996) described work values as constellations of attitudes and opinions

which individuals used to evaluate their job and work environment. The work values

aid in the assessment of behaviors that are acceptable and important in the context of

work from the perspective of the worker. Dose (1997) defined work values as a set of

concepts which mediates a persons feelings or emotions with the external work
environment. These are the values which a person literally brings with him/her at

work.

Values maybe classified into two aspects, intrinsic and extrinsic. Intrinsic

work values are those inherent in a given activity such as when an individual chooses

to finish the work in time because it makes him/her happy. Extrinsic work values are

linked to the outcome of the activity, an example of which is when a person chooses

to finish a task because of the reward she/will receive. Values may also be divided

into three, namely: instrumental outcomes such as work conditions and benefits;

cognitive outcomes such as interest and achievement; and affective outcomes such as

relations with associates. On the other hand, there can be four broad types of values;

intrinsic which includes personal growth, autonomy, interest and creativity; extrinsic

pertaining to pay and security; social which covers contact with people and

contributions to society; and power which embraces prestige, authority and influence.

Commitment to work is defined as the psychological and emotional attachment that

individuals feel towards their job (Hyde & Weathington, 2006). The three key

elements of commitment are: (1) acceptance and belief in an organizations values;

920 willingness to exert effort on behalf of the organization to help meet the goals of

that organization; and (3) a strong desire to remain in the organization (Hyde &

Weathington, 2006,p.161)

Teaching and non-teaching commitment is a key factor influencing the

teaching-learning process. It is the psychological identification of the individual

teacher with the school and the subject matter or goals, and the intention of that teacher
to maintain organizational membership and become involved in the job well beyond

personal interest. Teachers' commitment is thought to decrease progressively

over the course of their teaching career (Fraser, Draper & Taylor, 1998).

At the beginning of a teachers career, there is an early stage of

commitment to teaching associated with the choice of professional identity,

followed by a stage of experimentation and search f o r n e w c h a l l e n g e s .

Teachers often experience a stage of conservatism, which can lead

t o e v e n t u a l disengagement (Huberman, 1993).

Nowadays some teachers are leaving the teaching profession to

pursue more lucrative and satisfying careers (Cha & Vogel, 2001). This

exodus from teaching is leaving a void in experienced, qualified teachers.

To fill this, void the schools and school districts have to spend time and

money to remedy the situation. In contrast, research has found that non-

teaching and administrative staff is more likely to remain in the field of

education than classroom teachers are. The purpose of this study is to

compare the job satisfaction of teaching staff to non-teaching staff to

determine if differences in satisfaction or dissatisfaction between the

group exist.

The purpose of this study is to examine the difference between

teacher and non-teacher job satisfaction within a public organization. The

study is centered on the factors how to motivate the teaching and non-
 teaching personnel to sustain the commitment and passion to high quality

teaching, learning and work performance in public organization.

II. Review of Literature

Work values and commitment are influenced by the personal values

of the employee and the environment where the employee is working.

There is a tendency for the teaching and non-teaching to develop

perceptions which may or may not reflect reality and consequently

influenced their value system. The stakeholders in the school should

together realize how they affect each other in the formulation of work

values (Vizcarra, G.C 2014).

The work values of a person are prejudiced by the personal value

of an individual (Hyde & Weathington, 2006). An individual determines

which values are appropriate to the work place. Hence, the person shaped

work values based on his or her personal values.

According to Dubrin (2011), self- work values are the values

developed early in the life of a person which are related to the kind of

person one has become and will be, and the quality of relationship that the

person forms. Hence, this has helped people clarify and understand some

of their own values; while group or unit work values refer to collective

behaviors and assumptions practiced by everyone in the workplace.

However, it is difficult to make a distinction between the self - work values

and group work values. When a value of oneself is externalized, then it

becomes a group work value. Values are linked or subsumed by the other

values. Honesty and integrity when externalized may lead to accountability

and responsibility.

The commitment of employees towards their work would depend

on the organizations as stipulated by Davidson (2011) stated that,

motivation and job commitment are affected by the treatment and

decisions made by management and by the workers interest, purpose and

the ability to improve their skills. Hyde and Weathington (2006), which

proposed that commitment is influenced by situational characteristics such

as personal disposition and values.

Commitment to work is linked to possession of positive work

values which acted as a driving force for employees to perform well in the

workplace. Commitment maybe deemed as antecedent or a consequence of

work values. Regardless of which comes in first, both commitment and

work values shaped the quality of work delivered by employees.

Commitment and work values are dependent on the personal values and on

the environment in which the employees are working (Vizcarra, G.C 2014

p.26).

The work values of a person are influenced by the personal value

of an individual (Hyde & Weathington 2006). An individual determines

which values are appropriate to the workplace. Hence, the person shaped
 work values based on his or her personal values. According to Dubrin

(2011), self - work values are the values developed early in the life of a

person which are related to the kind of person one has become and will be

and the quality of relationship that the person forms. Hence, this has helped

people clarify and understand some of their own values; while group or

unit work values refer to collective behaviors and assumptions practiced

by everyone in the workplace. However, it is difficult to make a distinction

between the self - work values and group work values. When a value of

oneself is externalized, then it becomes a group work value. Values are

linked or subsumed by other values. Honesty and integrity when

externalized may lead to accountability and responsibility.

III. Research Questions:

A. General Question

This study is guided by the premise that possession of good

work values will redound to quality service. It was along this line that

the study was undertaken and aims to answer the general question what

motivates teaching and non-teaching personnel to sustain commitment and

passion to high quality teaching, learning and work performance.

 B. Specific Questions

This study identified and described the work values and job

commitment of the teaching and non-teaching personnel of a public

institution. Specifically, the following questions were addressed:

1. What are the five (5) work values perceived to be important by the

teaching and non-teaching personnel?

2. How do the non-teaching personnel describe their commitment to

present work?

3. What measures may be carried out to enhance the work values and

commitment of the teaching and teaching personnel?

IV. Scope and Limitation

This research study on the Factors to Motivates Teaching and Non-

Teaching Personnel to Sustain Commitment, Passion and Quality of Work

Performance of Dep Ed San Carlos City Division. The study is centered on

the aspects how to motivate the teaching and non-teaching personnel to

withstand the commitment and passion to high quality teaching,

learning and work performance in public organization to develop the

sense of dedication and uplifting the moral of personnel.

V. Research Methodology

This research pertaining to job satisfaction of teaching and teaching

personnel was examined to determine if a link between job satisfaction and

commitment occurs. The basic design of this research was quantitatively

quasi-experimental and included multivariate statistical and descriptive

analyses components of job satisfaction dimension. The purpose of this

research was to examine differences between teaching and non-teaching

personnel in terms of commitment, passion and high quality of work. The

researcher utilizes the following procedure:

A. Planning the Work

The facts on the research were carefully drawn from different

records such as the Individual Performance Commitment Record Form

of Non-Teaching and Teaching Personnel, Summary of Daily Time

Record and Department or Unit Head Observation Forms in order to look

in if the personnel followed the prescribed number of hours to log in and

out on their work or extend their time as long as their services is needed.

An observation and interview were also done in order to know what

satisfy them and encourage them to sustain the commitment, passion and

quality of their work performance. The researcher will prepare a set of

questionnaire for teaching and non-teaching personnel, in where it

contains a questions identifying the Nature of the Work, Personal and

Professional Attributes and Factors that motivates them in how to excel

 in their work. Through this questionnaire the researcher can identify the

reason and how the personnel sustain the commitment, passion and

increase the quality of their work in the field. The researcher will

prepare a letter for the unit/department head asking permission to

conduct and flowrate the questionnaire in the field.

B. During the Implementation

In order the research will go on, the researcher seek the

approval of the unit/department head to flowrate the questionnaire in the

field together with questionnaire, the researcher also asked permission

to allow her to acquire the result of the monthly observation of the unit

head to their staff and summary of their daily time record. Through this

the researcher can overlook the values of personnel in coming in-out the

work as well as their work performance so that the researcher can see if

the personnel comes late, absent or not performing on their respective

field.

An interview is conducted by the researcher, in order to have

a face to face communication asking the staff what motivates them to

excel on their work, the quality of relationship to their unit/department

heads and factors that can affect their commitment and passion in their

work.

In this phase, the researcher concludes that relationship among

unit/department heads and monetary benefits can encourage personnel to do

better in their field of specialization. Doing the interview and distributing the

questionnaire, provides the researcher a part of confirmation to assess the

outcome of the quality of work of teaching and non-teaching personnel. A

selection for best teacher and outstanding employee of the month is also

included in this phase to encourage and inspire the teaching and non-teaching

personnel outshines in their work.

C. Post Implementation

The minute that the second phase ends, computes and

summarizes the result of the questionnaire, it gives rise to final stage where

the researcher identifies what makes the area where teaching and non -

teaching personnel shines on their work. The result of the selection of best

teacher and best employee awarded every month. The researcher

continually observes that the factors that motivates teaching and non-

teaching personnel to sustain the commitment, passion and quality of work

performance was through financial benefits, relationship with the

unit/department heads and recognition in their work.

VI. TIME CHART /WORKPLAN

Pre Implementation

Date Action

October Planning /Conceptualization

November Construction of Questionnaires

December Asking Permission to Flow rate

Questionnaires

During the Implementation

January Retrieving and Analyzing the Result

February Conducting an Interview

March Selection Analyzing the result

Post Implementation

April Presentation Findings

VII. Cost Estimates

Quantity & Unit Items Cost Estimate

3 Reams Bond Paper P 660.00

1 Set Ink Refill P 480.00

500 Copies Photocopy P 500.00

3 Rolls Manila Paper P 300.00

 Travel Fare P 540.00

12 Pieces Medals P 360.00

1 Box Ballpen P 150.00

Total P 3,300.00

VIII. Plans for Dissemination / Advocacy

IX. References