UNIVERSITI PENDIDIKAN SULTAN IDRIS

Factors that Influence Teachers

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
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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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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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- 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
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Introduction:
School Vission:
1.3 Problem Statement
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1.3 Problem Statement
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Factors that Influence Teachers
Commitment towards A School
of Distinction
1.3 Problem Statement
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- 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
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- 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
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Lack of resources
- hiding by staff
- confidential policies

Obstacle of Headmaster
- less cooperative
1.6 Problems & Limitations
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Population : 102 teachers

Sample size : 80 teachers
1.7: Scope of Study
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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
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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
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2.1 Research model
2.2 Organizational commitment
2.3 Leadership behaviors
2.4 Motivation
2.5 Compensation & benefit
2.6 Hypothesis
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Chapter 2: LITERATURE REVIEW
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Leadership Behaviours
Motivation
Compensation and Benefit
Organizational
Commitment
Independent Variables
Dependent Variable
2.5: Research Model
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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
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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
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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
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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
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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
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3.1 Study variables
3.2 Research design
3.3 Population & sampling plan
3.4 Questionnaire
3.5 Data Analysis Techniques
Chapter 3: METHODOLOGY
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- Dependent variable:
Organizational commitment

- Independent variables:
Leadership behaviors
Motivation
Compensation & benefit
3.1: Study Variables
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Primary data
- Questionnaire

Secondary data
- School reports
- Journals
- Internet
- Articles
3.2: Research Design
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Population
- 102 teachers of SMJK Ave Maria Convent

Sample size
- 80 teachers (by Krejcie & Morgan &
Roscoes rule)
3.3: Population & Sampling Plan
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Frequency Distribution

Reliability Analysis

Pearson Correlation

Multiple Regression
3.5: Data Analysis Techniques
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4.1:
Chapter 4: Findings & Conclusions
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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
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Using SPSS

(Statistical Package for Social Science)
version 13.0 for windows software
program
4.1: Data Analysis Method
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Chapter 4: Findings & Discussions
Classification of the respondents by gender.

Gender
4.2: Frequency Distribution
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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
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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
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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
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Classification of the respondents by marital status

single
marry
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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
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4.2: Frequency Distribution
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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
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4.4: Pearson Correlation
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** Correlation is significant at the 0.01 level (2-tailed).
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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
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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
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4.5: Hypothesis Testing
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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)
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4.5: Hypothesis Testing
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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)
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Chapter 5: CONCLUSION & RECOMMENDATIONS
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5.1 Conclusion

5.2 Recommendations
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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
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Leadership Style

- Transformational leadership
Shared visions & values as well as
mutual trust & respect
- Sharing formality power

- Transactional leadership
provides followers with material &
psychological rewards

5.2: Recommendations
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5.2: Recommendations
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Motivation
- Maslow Theory