Determinants of Perceived High-Performance Management Competency Among School Middle Managers
Mindanao State University, Philippines
ABSTRACT
The study investigated the perceived performance management competency of selected school middle managers. Data on intelligence quotient, emotional quotient, 2015 individual performance commitment and review and non-intellective profile of the respondents were described and correlated through an IQ test, performance and EQ surveys and data mining. To triangulate results, focused group discussion with key informants was conducted. Based on the results of this study, the respondents were described as mostly females, who were middleaged and married, with master’s degree, and with administrative experience of not less than 10 years. Also, they have stable mental abilities with slight vulnerability in their EQ values and beliefs and EQ outcomes, but generally with proficient emotional intelligence, and outstanding individual performance commitment review rating. They have intermediate to advanced perceived level of high-performance management competence and their overall perceived competence in all dimensions is intermediate. Lastly, results to the correlation analyses revealed that (1) There were no significant relationships between both IQ and EQ and the respondents’ personal or non-intellective profile; however IPCR results were strongly correlated to civil status and sex; (2) There were no significant relationships between the respondents’ perceived high performance management competency and intellective and nonintellective profiles; but there was significant relationship between perceived high performance management competency and the EQ section on values and beliefs; (3) Based on the EQ sections, There was significant relationship between emotional literacy and decade of birth and civil status; there was significant relationship between EQ competencies and decade of birth; and, there was significant relationship between EQ values and beliefs and highest educational attainment; (4) There was no significant relationship between the overall EQ sections and the non-intellective profile; and (5) The focused group discussion revealed that being: (1) consultative and democratic, (2) respectful, (3) humanitarian, (4) decisive, and (5) technically competent are desirable middle management qualities.
KEYWORDS
Perceived high performance management, emotional intelligence, intelligence quotient, individual performance commitment and review