Organization Culture

THE RELATIONSHIP OF PERCEIVED INTEGRITY OF LEADERS TO SELF-EFFICACY AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR: BASIS FOR A MANAGEMENT DEVELOPMENT PROGRAM

This study seeks to determine the relationship of the perceived integrity of leaders in a state-owned housing agency as the respondents’ socio-demographic profile (age, gender, educational attainment, length of service) self-efficacy and organizational citizenship behavior. The descriptive-correlational method was applied to 196 permanent rank-andfile employees using a self-made socio-demographic questionnaire, Perceived Leadership Integrity Scale (PLIS), General Self-Efficacy Scale (GSES), and the Organizational Citizenship Behavior Checklist (OCB-C). The findings revealed that there were more female respondents than males who aged 31-40 years and had served the agency for 5-9 years with college degree. Moreover, the respondents perceived their leaders as moderately ethical with their self-efficacy at the normal level while strongly manifesting organizational citizenship behavior. Correlation results showed that perceived integrity of leaders had a significant positive relationship to the respondents’ length of service. This indicates that the longer the employees stay in the agency, the more they see their supervisors as highly ethical. Furthermore, the perceived integrity of leaders was found to be significantly correlated with self-efficacy and organizational citizenship behavior. Thus, the study recommends a management development program for the leaders in the agency.

ORGANIZATIONAL CULTURE AND WORK ENGAGEMENT OF MUNICIPAL EMPLOYEES IN THE 5TH DISTRICT OF CAVITE

The aim of this research was to determine the type of organizational culture existing in the workplace of the municipal employees in the fifth district of Cavite namely Carmona, Silang and General Mariano Alvarez, Cavite and its relationship to their work engagement of the employees. A descriptive-correlational research design was utilized in the study. 313 municipal employees from the above mentioned municipality served as the participants of the study. The study was conducted in three months period from November and December 2016 to January 2017. The data were statistically analyzed with the supervision of a statistician and with the utilization of Statistical Package for Social Sciences (SPSS) application. The result revealed that most of the employees from the three municipalities are in the middle age of their career ranging from 26 - 33 years old and are female and married. Moreover, more than half of the total number of participants are college graduate. In terms of the organizational culture present in the municipalities, task-oriented culture was the most dominant. Meanwhile, in terms of the level of work engagement, employees from the three municipalities were assessed as engaged. Lastly, findings of this research revealed that there is a significant relationship between the organizational culture and the level of work engagement of the employees. Therefore, organizational culture affects the level of work engagement of the municipal employees. It appears that, based on the study, having a task culture in the municipality will direct the employees to be more engaged.

LEADERSHIP STYLE AND IT’S RELATIONSHIP TO THE SELF-EFFICACY OF SHIPBOARD OFFICERS

The central concern of the study is the leadership styles used by the shipboard officers and its relationship to their selfefficacy in governing their bounded human resources. This problem was raised because it is uncertain whether shipboard officers are able to move their people towards the attainment of their established goals. This study used a descriptive and correlational method with 101 Shipboard officers who has just embarked within 2009-2016 as their last contract of employment in working abroad. According to the data collected, there are no significant differences in the level of self-efficacy of the shipboard officers when classified according to age, position, area and span of control except the number of years as a shipboard officer. In conclusion, there is a strong relationship between the leadership styles and self-efficacy of shipboard officers. Their understanding of their own capabilities can affect the leadership style that they adopt. Their concept plus the attitude and behaviour they demonstrate can reflect what type of a leader they are.

A GROUNDED THEORY MODEL FOR THE ONELETRAN SYSTEM: CHALLENGES AND LEARNINGS

This is a case study in the integration of private sectarian schools in the Philippines. In 2012, the Dominican Province of the Philippines (DPP), a religious congregation belonging to the Roman Catholic Church, legislated the “move towards integrating all existing educational institutions of the Province within two venerable and historical traditions, that of Colegio de San Juan de Letran (1620) and the University of Santo Tomas (1611).” In 2014, four of these schools bound themselves unto ONELETRAN integration with inaugural efforts in religious education and research. This research undertaking sought to: (1) Identify the specific steps undertaken to effect integration in the religious education and research clusters; (2) Identify the challenges encountered in terms of organizational structure, human resources, financial resources; (3) Describe the kind of academic environment that would be conducive to successfully effect the integration; (4) Identify the benefits that have emerged since the integration; and (5) Craft a theory and model derived from ONELETRAN experience that may be used to initiate integration efforts in the other areas. This research is a “midterm assessment” of what has been accomplished so far by ONELETRAN from 2012 to 2017. Uniquely, it employs the grounded theory model in order to solicit the ideas and experiences of people “on the ground,” to listen to their voices, to articulate their views, to enter into discourse with those directly tasked to collaborate on the integration project and thus provide learning for the greater public of higher educational institutions.

ORGANIZATIONAL CULTURE OF ONELETRAN BASIC EDUCATION THROUGH THE MANAGEMENT INNOVATION PERSPECTIVES

As school organizations undergo varied and complex transformation, which requires a certain kind of culture to deal with contradictions and inconsistencies, this research probed into the organizational culture (Cameron et. al., 2006) and management innovation perspectives (Birkinshaw et.al., 2008) of administrators in the basic education of four Letran schools. A transformative mixed method was used in this study utilizing the explanatory design (Creswell & Plano Clark, 2011 as cited by Creswell, 2012) to assess the perceived actual and preferred organizational culture of teachers and administrators through the Organizational Culture Assessment Instrument modified by Dr. San Miguel, and analysis of the management innovation perspectives gathered from the key informant interview and focus group discussion. The study was conducted in LETRAN basic education schools in the Academic Year 2018-2019 comprised of four Letran campuses, namely Letran Intramuros Manila (LI), Letran Calamba, Laguna (LC), Letran Abucay, Bataan (LA), and Letran Manaoag, Pangasinan (LM). The schools belong to ONELETRAN Basic Education with agreed thrusts in religious education, community service, and research. The findings revealed that the most dominant actual organizational culture for LA and LM as perceived by the administrators and teachers is the clan or team culture, whereas for LC and LI, the market culture. There is a significant difference in the actual and preferred organizational culture of teachers and administrators in the four Letran schools. LA has a dominant institutional and rational management perspective, whereas LI has rational and institutional management innovation perspective. On the other hand, LC and LM have cultural and institutional management innovation perspective. The dominant organizational culture as perceived by teachers and administrators is almost aligned with the management innovation perspective of administrators. From the study, five propositions for a synchronized ONELETRAN Basic Education were crafted. Recommendations then focused on utilizing the dominant collaborative and competitive culture of the schools and the management innovation perspective to initiate and sustain worthwhile changes that are aligned with the institutional mission and vision, as well as the three thrusts of the ONELETRAN system schools.