HomeJournal of Interdisciplinary Perspectivesvol. 3 no. 4 (2025)

Examining the Impact of Administrators’ Support Systems on Teachers’ Instructional Competence in the New Normal Era

Jomary P. Nagdaparan | Mariel E. Nagdaparan

Discipline: Education

 

Abstract:

A coordinated administrative approach in managing human resources, ensuring that teaching staff is well-supported and adequately trained, is paramount. This study investigates the relationship between administrators’ support systems and the instructional competence of teachers in the context of the new normal education. Specifically, it explores: (1) the level of administrative support provided by school leaders, (2) the instructional competence of teachers, and (3) the influence of administrative support on teachers’ performance. A quantitative, descriptive-correlational approach was employed, involving 10 school heads and 50 teachers from public elementary schools in the Arakan North District, utilizing complete enumeration sampling, weighted mean, Pearson’s r, and multiple regression analysis. Findings indicate that school administrators demonstrate high competency in managing staffing needs, particularly socio-emotional and teaching skills. Furthermore, staffing plans and identifying staffing needs significantly influence teachers' instructional competence, particularly in teaching approaches. Teachers were found to exhibit competent teaching skills, with teaching approaches and cognitive skills being strongly influenced by administrators’ efforts in staffing. School heads' proactive involvement in personnel planning and resource allocation is crucial for continuously improving instructional practices. It suggests that administrators focus on identifying staffing needs, aligning personnel planning with organizational goals, and utilizing available resources to enhance the professional development of teachers. These insights can guide school administrators in strategically improving instructional quality.



References:

  1. Azorin, C. (2020). Beyond COVID-19 supernova: Is another education coming? Journal of Professional Capital and Community, 5(3/4), 381-390. https://doi.org/10.1108/JPCC-05-2020-0019
  2. Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
  3. Bless, C., & Higson-Smith, C. (2000). Fundamentals of social research methods: An African perspective. Cape Town: Juta and Company.
  4. Bottoms, G., & Schmidt-Davis, J. (2010). The three essentials: Improving schools requires district vision, district and state support, and principal leadership. Retrieved from https://tinyurl.com/3ms55mxr
  5. Brandenberg, D. (2017). Human resource planning activities. University of Vermont Extension: Drafting a staffing for your organization. Retrieved from https://www.uvm.edu/extension
  6. Darling-Hammond, L. (2009). We must strip away layers of inequality. National Staff Development Council, 30(2), 52–56. https://tinyurl.com/5ypwzu9
  7. Day, C., & Sammons, P. (2014). Successful school leadership. Education Berkshire: Development Trust. Retrieved from https://files.eric.ed.gov/fulltext/ED565740.pdf
  8. Department of Interior and Local Government (2013). LGU profile – Arakan. Retrieved from https://lgu201.dilg.gov.ph/view.php?r=12&p=47&m=18
  9. Earl, L. (2010). Creating a culture of inquiry: Harnessing data for professional learning. In A. Blankstein, P. Houston, & R. Cole (Eds.), Data Enhanced Leadership Series: The Soul of Educational Leadership (pp. 25–41). Corwin Press.
  10. Efron, B. (1982). The jackknife, the bootstrap, and other resampling plans. Retrieved from https://epubs.siam.org/doi/book/10.1137/1.9781611970319
  11. Fetters, M. D., & Molina-Azorin, J. F. (2020). Call for papers for a special issue on COVID-19 and novel mixed methods methodological approaches during catastrophic social changes. Journal of Mixed Methods Research, 14(3), 281–287. https://doi.org/10.1177/1558689820920098
  12. Francis, O. B., & Oluwatoyin, F. C. (2019). Principals’ personnel characteristic skills: A predictor of teachers’ classroom management in Ekiti State secondary schools. International Journal of Educational Leadership and Management, 7(1), 72–103. https://doi.org/10.17583/ijelm.2019.3573
  13. Fullan, M. (2007). The new meaning of educational change (4th ed.). Teachers College, Columbia University.
  14. Gentilucci, J. L. (2007). Managing communication during a school crisis: A case study of school public relations. Journal of School Public Relations, 28(4), 318–330. https://doi.org/10.313/jspr.28.4.318
  15. Griffiths, K., Stevens, K., & Treleaven, J. (2020). Trauma-informed practice in schools: An explainer. Retrieved from https://tinyurl.com/58xc7sh
  16. Halai, A. (2006). Ethics in qualitative research: Issues and challenges (Thesis). The Aga Khan University.
  17. Hallinger, P. (2013). A conceptual framework for reviews of research in educational leadership and management. Journal of Educational Administration, 51, 126–149. https://doi.org/10.1108/JEA-12-2012-0123
  18. Hammersley, M. and Traianou, A. (2012) Ethics in qualitative research: Controversies and contexts. Thousand Oaks: SAGE Publications. https://doi.org/10.4135/9781473957619
  19. Hargreaves, A. (2020). What’s next for schools after coronavirus? Here are 5 big issues and opportunities. Retrieved from https://tinyurl.com/fm3ne84u
  20. Harris, A. (2020). Leading a school during lockdown. Compact Guides, My College. Retrieved from https://tinyurl.com/yc3c442k
  21. Harris, A., & Jones, M. (2012). Connect to learn: Learn to connect. Professional Development Today, 14(4), 13–19.
  22. Harwell, M. (2003). Summarizing Monte Carlo results in methodological research: The single-factor, fixed-effects ANCOVA case. Journal of Educational and Behavioral Statistics, 28(1), 570. https://doi.org/10.3102/10769986028001045
  23. Hattie, J. (2009). Visible learning: A synthesis of over 800 meta-analyses related to achievement. Routledge. Retrieved from https://tinyurl.com/bd29cr2t
  24. Heck, R. H. (2008). Teacher effectiveness and student achievement. Journal of Educational Administration, 47(2), 227–249. https://eric.ed.gov/?id=EJ834836
  25. Jewett, P., & MacPhee, D. (2012). Adding collaborative peer coaching to our teaching identities. The Reading Teacher, 66(2), 105–110. https://doi.org/10.1002/TRTR.01089
  26. Kellough, J. E. (2003). Reinvention of public personnel administration (Thesis). University of Georgia. Kensington-Miller, B. (2011). Peer mentoring: Stories of three mathematics teachers. Teacher Development, 15(3), 293–304. https://doi.org/10.1080/13665430.2011.608510
  27. Kothari, C. R. (2004). Research methodology: Methods & techniques (2nd ed.). New Delhi: New Age International (P) Limited Publishers.
  28. Leithwood, K. (2005). A review of transformational school leadership research, 1996–2005. Leadership and Policy in Schools, 4, 177–199. https://doi.org/10.1080/15700760500244769
  29. Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited. School Leadership and Management, 40(1), 5–22.https://doi.org/10.1080/13632434.2020.1710285
  30. Marzano, R. J. (2012). The two purposes of teacher evaluation. Educational Leadership, 70(3), 14-19. https://eric.ed.gov/?id=EJ1002836
  31. Muijs, D. (2011). Leadership and organisational performance: From research to prescription? International Journal of Educational Management, 25, 45–60.https://doi.org/10.1108/09513541111120751
  32. Mulford, B. (2003). School leaders: Challenging roles and impact on teacher and school effectiveness (OECD Commissioned Paper). University of Tasmania.
  33. Ndyali, H. S. (2013). The role of school head in enhancing students’ academic performance in community secondary schools in Mbeya urban (Dissertation). Open University of Tanzania
  34. Netolicky, D. M. (2020). School leadership during a pandemic: Navigating tensions. Journal of Professional Capital and Community, 5(3/4), 391-395. https://doi.org/10.1108/JPCC-05-2020-0017
  35. O’Connell, J. F. (2009). A model for assessing the effectiveness of professional development for improving student learning (Dissertation). Iowa State University
  36. Pearson, K. (1908). On a property that holds good for all groupings of a normal distribution. Proceedings of the Royal Society, 77A, 324–336.
  37. Picincu, A. (2019). How to determine staffing needs. Retrieved from https://www.staffingneeds.com
  38. Randel, B. (2016). Impacts of professional development in classroom assessment on teacher and student outcomes. The Journal of Educational Research, 109(5), 491–502. https://doi.org/10.1080/00220671.2015.1040056
  39. Ravitch, D. (2020). Slaying Goliath: The passionate resistance to privatization and the fight to save America’s public schools. New York, USA: Alfred A. Knopf Publishing.
  40. Skupa, J. (2016). Theory of action. In Instructional Rounds in Education (pp. 24–30). Harvard Education Press.
  41. Strydom, H. (2011) Ethical aspects of research in the social sciences and human service professions. In: A. S. De Vos, H. Strydom, C. B. Fouché, and C. S. L. Delport (Eds.), Research at grassroots: For the social science and human service professions (pp. 113-130). 4th Edition. Pretoria: Van Schaik.
  42. Tschannen-Moran, M. (2007). The differential antecedents of self-efficacy beliefs of novice and experienced teachers. Teaching and Teacher Education, 23, 994–956. https://doi.org/10.1016/j.tate.2006.11.002
  43. Van Barneveld, K. (2020). The COVID-19 pandemic: Lessons on building more equal and sustainable societies. Economic and Labour Relations Review. https://doi.org/10.1177/1035304620927107
  44. Walker, A., & Qian, H. (2015). Review of research on school principal leadership in mainland China, 1998–2013: Continuity and change. Journal of Educational Administration, 53(4), 467–491. https://doi.org/10.1108/JEA-02-2014-0027
  45. Zhao, Y. (2020). COVID-19 as a catalyst for educational change. Prospects, 1–5. https://doi.org/10.1007/s11125-020-09477-y