Commitment towards A School of Distinction UNIVERSITI PENDIDIKAN SULTAN IDRIS KAEDAH PENYELIDIKAN (GRU 6014) Chapter 1: Introduction Chapter 2: Literature Review Chapter 3: Methodology Chapter 4: Findings Chapter 5: Conclusion & Recommendations Table of Contents U N I V E R S I T I
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HOME Chapter 1: INTRODUCTION 1.1 Background of school 1.2 Background of study 1.3 Problem statement 1.4 Research questions 1.5 Research objectives 1.6 Problems and limitations 1.7 Scope of study 1.8 Definitions of key terms
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HOME 1.1 Background of School - SMJK Ave Maria Convent Ipoh - Located at Jalan Chung Thye Phin 30250 Ipoh Perak - Mission: 1. Produce students with a balanced and high moral line with the National Education Philosophy to enable them to face all future challenges.
2. Creating a team full of caring and committed teachers.
3. Continuing a culture of excellence in all areas.
4. Provide a conducive learning environment for students to develop maximum potential.
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HOME - Teachers commitment is important for school as a key in studying how far the teachers interested and responsible on their task.
- According to Northcraft and Neale (1996), commitment is an attitude reflecting an employees loyalty to the organization, and ongoing process through which organization members express their concern for the organization. 1.2 Background of Study U N I V E R S I T I
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HOME Introduction: School Vission: 1.3 Problem Statement U N I V E R S I T I
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HOME 1.3 Problem Statement U N I V E R S I T I
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HOME Factors that Influence Teachers Commitment towards A School of Distinction 1.3 Problem Statement U N I V E R S I T I
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HOME - Is there any relationship between leadership behaviors and organizational commitment?
- Is there any relationship between motivation and organizational commitment?
- Is there any relationship between compensation and benefit and organizational commitment? 1.4 Research Questions U N I V E R S I T I
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HOME - To study the relationship between leadership behaviors and organizational commitment.
- To study the relationship between motivation and organizational commitment.
- To study the relationship between compensation & benefit and organizational commitment. 1.5 Resarch Objectives U N I V E R S I T I
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HOME Lack of resources - hiding by staff - confidential policies
Obstacle of Headmaster - less cooperative 1.6 Problems & Limitations U N I V E R S I T I
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HOME Population : 102 teachers
Sample size : 80 teachers 1.7: Scope of Study U N I V E R S I T I
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HOME Organizational Commitment : a psychology bond individuals have toward their organization
Leadership Behaviors : leadership style on treating staff, sharing, support, and communication with their staff
1.8: Definitions of Key Terms U N I V E R S I T I
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HOME Motivation : intrinsic and extrinsic motivation including work environment, facilities, reward, and strategy management
Compensation & Benefit : relevance of compensation & benefit, extra reward for commitment, fairly on reward and compensation
1.8: Definitions of Key Terms U N I V E R S I T I
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HOME 2.1 Research model 2.2 Organizational commitment 2.3 Leadership behaviors 2.4 Motivation 2.5 Compensation & benefit 2.6 Hypothesis U N I V E R S I T I
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Chapter 2: LITERATURE REVIEW HOME Leadership Behaviours Motivation Compensation and Benefit Organizational Commitment Independent Variables Dependent Variable 2.5: Research Model U N I V E R S I T I
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HOME Porter et al. (1974) in Nomakhuze (2008) organizational commitment is the relative strength of an individuals identification with an involvement.
Meyer & Herscovitch (2001) defined that organizational commitment can be conceived as a binding force that is experienced as a mind set or as a psychological state that leads an individual towards a particular course of action.
2.1: Organizational Commitment U N I V E R S I T I
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HOME According to Lok & Crawford (1999), leadership style consideration variable had a stronger influence on commitment.
Yousef (2002), found the relationship between leadership behavior and organizational commitment. 2.2: Leadership Behaviors U N I V E R S I T I
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HOME Opkara (2004), in order to make staff satisfied and committed to their jobs, there is a need for strong and effective motivational strategies at various levels of the organization
From Mitchell (1982) In Akobundo (2008) , commitment are typically determined by the motivation to work hard and high motivation means greater efforts and higher performances. 2.3: Motivation U N I V E R S I T I
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HOME Griffeth et al. (2000), agreed that satisfaction influences organizational commitment and has mediated effect on turnover intention. Worker with higher satisfaction reasonable has higher organizational commitment.
2.4: Compensation & Benefit U N I V E R S I T I
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HOME Ha1: There is a significant relationship between leadership behaviours and organizational commitment. Hn1: There is no significant relationship between leadership behaviours and organizational commitment.
Ha2: There is a significant relationship between motivation and organizational commitment. Hn2: There is no significant relationship between motivation and organizational commitment.
Ha3: There is a significant relationship between compensation and benefit and organizational commitment. Hn3: There is no significant relationship between compensation and benefit and organizational commitment.
2.6 Hypothesis U N I V E R S I T I
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HOME 3.1 Study variables 3.2 Research design 3.3 Population & sampling plan 3.4 Questionnaire 3.5 Data Analysis Techniques Chapter 3: METHODOLOGY U N I V E R S I T I
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HOME - Dependent variable: Organizational commitment
- Independent variables: Leadership behaviors Motivation Compensation & benefit 3.1: Study Variables U N I V E R S I T I
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HOME Primary data - Questionnaire
Secondary data - School reports - Journals - Internet - Articles 3.2: Research Design U N I V E R S I T I
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HOME Population - 102 teachers of SMJK Ave Maria Convent
Sample size - 80 teachers (by Krejcie & Morgan & Roscoes rule) 3.3: Population & Sampling Plan U N I V E R S I T I
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HOME Frequency Distribution
Reliability Analysis
Pearson Correlation
Multiple Regression 3.5: Data Analysis Techniques U N I V E R S I T I
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HOME 4.1: Chapter 4: Findings & Conclusions U N I V E R S I T I
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4.1 Data Analysis Method
4.2 Frequency Distribution
4.3 Reliability Analysis
4.4 Pearson Correlation
4.5 Multiple Regression HOME Using SPSS
(Statistical Package for Social Science) version 13.0 for windows software program 4.1: Data Analysis Method U N I V E R S I T I
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HOME Chapter 4: Findings & Discussions Classification of the respondents by gender.
Gender 4.2: Frequency Distribution U N I V E R S I T I
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HOME Frequency Percent Valid Percent Cumulative Percent Valid Lelaki 4 5.0 5.0 5.0 Perempuan 76 95.0 95.0 100.0 Total 80 100.0 100.0 Perempuan Lelaki Classification of the respondents by age
4.2: Frequency Distribution U N I V E R S I T I
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HOME Frequency Percent Valid Percent Cumulative Percent Valid 18-25 13 16.3 16.3 16.3 26-35 35 43.8 43.8 60.0 36-40 20 25.0 25.0 85.0 45 & above 12 15.0 15.0 100.0 Total 80 100.0 100.0 45 & above 36-40 26-35 18-25 Umur Classification of the respondents by education
4.2: Frequency Distribution Post Graduate University Secondary school HOME U N I V E R S I T I
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Frequency Percent Valid Percent Cumulative Percent Valid Sek Men 32 40.0 40.0 40.0 Universiti 34 42.5 42.5 82.5 Pasca Siswazah 14 17.5 17.5 100.0 Total 80 100.0 100.0 4.2: Frequency Distribution U N I V E R S I T I
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Classification of the respondents by marital status
single marry HOME Frequency Percent Valid Percent Cumulative Percent Valid Bujang 22 27.5 27.5 27.5 Berkahwin 58 72.5 72.5 100.0 Total 80 100.0 100.0 Classification of the respondents by employment status
contract permanent U N I V E R S I T I
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4.2: Frequency Distribution HOME Frequency Percent Valid Percent Cumulative Percent Valid Tetap 76 95.0 95.0 95.0 Kontrak 4 5.0 5.0 100.0 Total 80 100.0 100.0 Reliability Analysis (Organizational Comitment)
Cronbach's Alpha N of Items .862 5 (Leadership Behaviours) Cronbach's Alpha N of Items .827 5 (Motivation) Cronbach's Alpha N of Items .612 5 (Compensation and Benefit) Cronbach's Alpha N of Items .714 5 4.3: Reliability Analysis U N I V E R S I T I
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** Correlation is significant at the 0.01 level (2-tailed). HOME
Org_Commitme nt L_Behaviours Motivation Com_Benefit Org_Commitment Pearson Correlation 1 .730(**) .453(**) .486(**) Sig. (2-tailed) .000 .000 .000 N 80 80 80 80 L_Behaviours Pearson Correlation .730(**) 1 .453(**) .571(**) Sig. (2-tailed) .000 .000 .000 N 80 80 80 80 Motivation Pearson Correlation .453(**) .453(**) 1 .418(**) Sig. (2-tailed) .000 .000 .000 N 80 80 80 80 Com_Benefit Pearson Correlation .486(**) .571(**) .418(**) 1 Sig. (2-tailed) .000 .000 .000 N 80 80 80 80 4.5: Multiple Regression U N I V E R S I T I
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Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) -.022 1.560 -.014 .989 L_Behaviours .668 .068 .615 9.878 .000 Motivation2 .264 .091 .163 2.888 .004 Com_Benefit .086 .080 .065 1.070 .286 HOME 4.5: Hypothesis Testing U N I V E R S I T I
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Hypothesis (Ha1)
Ha1: There is a significant relationship between leadership behaviours and organizational commitment. Hn0: There is no significant relationship between leadership behaviours and organizational commitment.
(Beta = .615, p = .000 significant) Hypothesis (Ha 2)
Ha2: There is a significant relationship between motivation and organizational commitment. Hn2: There is no significant relationship between motivation and organizational commitment.
(Beta = 0.163, p = 0.004 significant) HOME 4.5: Hypothesis Testing U N I V E R S I T I
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Hypothesis (Ha3)
Ha3: There is a significant relationship between compensation and benefit and organizational commitment. Hn3: There is no significant relationship between compensation and benefit and organizational commitment.
(Beta = 0.065, p = 0.286 not significant) HOME Chapter 5: CONCLUSION & RECOMMENDATIONS U N I V E R S I T I
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5.1 Conclusion
5.2 Recommendations HOME As a conclusion, the researcher can accept only two significant independent variables which are leadership behaviours and motivation for the hypothesis. Meanwhile, compensation and benefit (independent variables) need to reject due to the insignificant reason. 5.1: Conclusion U N I V E R S I T I
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HOME Leadership Style
- Transformational leadership Shared visions & values as well as mutual trust & respect - Sharing formality power
- Transactional leadership provides followers with material & psychological rewards