International Teacher Education Conference 2014 1

International Teacher Education Conference 2014
Collaboration 1.44 2.37 0.93 5.46 0.000 Reject Ho Significant
Activity
Total 1.498 2.152 0.382 4.51 0.000 Reject Ho Significant
4. There is evidence of the presence of intimacy and disengagement cultural dimensions but spirit
dimension is at uncertain level.
5. The ecological structures of the organization support the needs of the basic education teachers.
6. Using in the inter-correlation matrix, SEP negligibly related with background factors; however, it
showed strong positive correlation between formal and informal power; on the other hand, background
factors have negligible relationship with the participation to decision making as well as power factors
with participation to decision making. Lastly, SEP has negligible relationship with PE while SEP and
PE have negligible relationship with the PDM.
Table 3: Inter-Correlation Matrix Among Variables
Age Years Gender Status SEP PE DIS Culture Salary TP WL FP IP
Age 1.00 0.84** 0.006 0.461* 0.160 0.274 0.083 -0.029 0.818** 0.333 -0.360 0.193 0.178
Years 0.84** 1.00 -0.066 0.089 0.122 0.245 -0.023 -0.136 0.836** 0.314 -0.325 0.142 0.146
Gender 0.01 -0.07 1.000 0.189 -0.221 0.017 -0.227 0.192 -0.043 -0.154 -0.110 -0.072 -0.159
Status 0.46* 0.09 0.189 1.000 -0.011 0.102 0.112 0.149 0.316 -0.108 -0.160 0.036 0.091
SEP 0.16 0.12 -0.221 -0.011 1.000 0.074 0.043 0.670** 0.160 0.574** -0.190 0.739** 0.775**
PE 0.27 0.25 0.017 0.102 0.074 1.000 -0.039 -0.183 0.198 0.173 0.087 0.052 0.412*
DIS 0.08 -0.02 -0.227 0.112 0.043 -0.04 1.000 0.012 -0.006 0.113 -0.025 0.088 -0.152
Culture -0.03 -0.14 0.192 0.149 0.67** -0.18 0.012 1.000 -0.054 0.265 0.004 0.401* 0.450*
Salary 0.82** 0.84** -0.043 0.316 0.16 0.198 -0.006 -0.054 1.000 0.262 -0.285 0.053 0.228
TP 0.33 0.31 -0.154 -0.108 0.57** 0.173 0.113 0.265 0.262 1.000 -0.180 0.387* 0.453*
WL -0.36 -0.33 -0.110 -0.160 -0.190 0.087 -0.025 0.004 -0.285 -0.180 1.000 -0.436* -0.162
FP 0.19 0.14 -0.072 0.036 0.74** 0.052 0.088 0.401* 0.053 0.387* -0.436* 1.000 0.548**
IP 0.18 0.15 -0.159 0.091 0.775** 0.41* -0.152 0.450* 0.228 0.453* -0.162 0.548** 1.000
7. The study revealed that 40% of the change of SEP is accounted for the change of PE, PDM and Value
System Factor Scale.
Table 3: Hierarchical Regression Analysis of Regressions of Influence of SEP, PDM and Value System Factor
Change Statistics
Model R R Square Adjusted R Square Std. Error of the Estimate R Square Change F Change Sig. F Change
1 0.074a 0.006 -0.031 0.41119 0.006 0.150 0.702
2 0.087b 0.008 -0.069 0.41857 0.002 0.055 0.816
3 0.701c 0.491 0.430 0.30560 0.484 23.777 0.000
Durbin-Watson
1.801
8. The communication structure is from top to bottom and down to top structure while the administrative
structure is a combination of functional and divisional organizational set up.
9. The empowerment structure consists of adequate levels of milieu, social and cultural dimension and
high levels of ecological component. These four provided the needed structural and power levels,
effective feed-back system to relay information, functional organizational set-up that provided full
understanding of the roles played by each member of the organization and adequate space and enough
technologies that supports effective teaching and learning performance of the basic education teachers.
General Findings. From the preceding specific findings come the general findings. From one setting, the
empowerment concept of the organization is characterized by the interplay of lillieu, ecological, cultural and
social system structures. Generally, these structures have led to the birth of external commitment where internal
commitment has likewise emerged. Although the changes taking place has slowed down as noted in the previous
years, its gradual progressive movement has continuously been observed. The changed program has brought
inner contradictions, which fail to foster the behavior that is meant to inspire, but the steps to surface these
contradictions have correspondingly inhibited the destructive force of unacknowledged and unaddressed
concerns that are expected to sap the organization’s efficiency.
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