1. RELATIONSHIP BETWEEN SECONDARY SCHOOL TEACHERS OCCUPATIONAL COMMITMENT AND ORGANIZATIONAL CLIMATE
PROFESSOR DR. ZAIDATOL AKMALIAH LOPE PIHIE
DR. ALI KHAMIS ALI
PROFESSOR DR. ZAKARIA KASA
FACULTY OF EDUCATIONAL STUDIES
UNIVERSITI PUTRA MALAYSIA

2. ABSTRACT
The research was an attempt to investigate the relationship between teacher’s perceptions of organizational climate and occupational commitment. The results revealed that supportive principal behavior positively and significantly correlated with each dimension of occupational commitment. In relation to directive principal behavior, the results showed that no significant relationships existed between teacher’s perceptions of directive principal behavior and occupational commitment. Engaged teacher behavior correlated positively and significantly with all dimensions of occupational commitment. Findings also indicated that frustrated teacher behavior correlates negatively but significant with occupational commitment. The paper will discuss the implication of the findings for improving principal’s managerial behavior and also to discuss strategies to improve teacher’s commitment at the work place.

3. SCHOOL ORGANIZATIONAL CLIMATE
The school organizational climate has become an important perspective for analyzing the general nature of work environment, school characteristics, and various relationships of school practices and behaviors. Studies of organizational climate were initially used as a general notion to express the enduring quality of a school organizational life (Hoy, Tarter & Kottkamp, 1991).

4. SCHOOL ORGANIZATIONAL CLIMATE
- Hoy & Miskel (1987) defined school climate as the relatively enduring quality of the school environment that is experienced by participants, affects their behavior, and is based on their collective perception on behavior in school.

5. SCHOOL ORGANIZATIONAL CLIMATE
The main propositions for this model is that organizational climate consists of:
1. Supportive principal behavior
2. Directive principal behavior
3. Engaged teacher behavior
4. Frustrated teacher behavior
5. Collegial teacher behavior
From the dimensions of this model of school organizational climate, it is apparent that interpersonal relations, work practices, teachers’ behaviors and principal leadership behaviors in a school organization create the climate of a school organization.

6. OCCUPATIONAL COMMITMENT
One of the more common definitions of occupational commitment states that occupational commitment refers to a person’s belief in and acceptance of the values of his chosen occupation or line of work, and willingness to maintain membership in the occupation (Ritzer & Trice, 1969; Vandenberg & Scarpello, 1994).
Occupational commitment as “socially accepted behaviors that exceed formal and/normative expectations relevant to the object of commitment” (p.48).Weiner and Gechmen (1977)

7. OCCUPATIONAL COMMITMENT
Affective occupational commitment (AOC) measured teachers’ desire to remain in the teaching profession, identification with, involvement in the teaching profession, and emotional attachment to teaching profession.
Continuance occupational commitment (COC) measured teachers’ recognition of the costs associated with leaving the teaching occupation, and sacrifice in the profession.
Normative occupational commitment (NOC) measured teachers’ sense of obligation and loyalty to the teaching profession.

8. Supportive principal behavior is directed towards both social needs and task achievement of the faculty. The principal is helpful, genuinely concerned with teachers, and attempts to motivate them by using constructive criticism and by setting an example through hard work.
Directive principal behavior is rigid and domineering. The principal maintains close and constant monitoring of all teachers and school activities down to the smallest detail.
Engaged teacher behavior reflects a faculty in which teachers are proud of their schools, enjoy working with each other, are supportive of their colleagues, and committed to the success of their students.

9. Frustrated teacher behavior depicts a faculty that feels burdened with routine duties, administrative paperwork and excessive assignments unrelated to teaching.
Intimate teacher behavior reflects a strong and cohesive network of social relations among the faculty.

10. This study endeavored to answer the following research questions:
What is the level of overall occupational commitment of public secondary schools teachers?
What are the levels of public secondary school teachers’ occupational commitment as measured by affective, continuance and normative occupational commitment?
What is the level of organizational school climate as perceived by the public secondary school teachers?
Research Questions

11. Is there a significant relationship between occupational commitment (affective, continuance and overall occupational commitment) and age, teaching experience, years in the present school and number of children?
Is there a significant difference regarding teachers occupational commitment (affective, continuance and overall occupational commitment) based on their gender, marital status, academic qualification and ethnic group?
Is there a significant relationship between teachers’ perceptions of organizational climate and occupational commitment (affective, continuance, normative and overall occupational commitment)?
Research Questions

12. Research Methodology - This is a descriptive-correlational study.
- The sample of the study were full time public secondary school teachers in Kuala Lumpur, Malaysia. A list of teachers’ names was obtained from the State Department of Education.
- The sample was 510 teachers who had at least one year of teaching experience in their current school.
- The research utilises 2 sets of questionnaire, occupational commitment and occupational climate.

13. Reliability Coefficients For the Study
Measurement
Scale/Component
Alpha Coefficient
Occupational Commitment Questionnaire (OCCQ)
Affective Occupational Commitment
Continuance Occupational Commitment
Normative Occupational Commitment
.88
.75
.85
Organisational Climate Questionnaire (OCDQ-RS)
Supportive Principal Behavior
Directive Principal Behavior
Engaged Teacher Behavior
Frustrated Teacher Behavior
Intimate Teacher Behavior
.79
.76
.83
.87

14. Interpretation on the Strength of the Correlation Coefficients
Strength of Relationship
r2 (% of Variance Explained)
Strong
Moderate to High
Low to Moderate
Weak
56% to 100%
25% to 55%
6.3% to 21%
0.0% to 5.8%

15. Table 1:Respondents’ Distribution According to Age, Number of Children, Teaching Experience and Years in the Present School.
Variable
Frequency
Percent
Mean (SD)
Range
Age (Years)
< 30
30-45
>45 82
308 43
18.3
71.2
9.9
35.7 (6.7)
21-54
Number of children
1-2
>2
101
165
167
23.3
38.2
38.5
2.1 (1.7)
0-10
Teaching Experience (Years)
<6
6-20 21
128
255 50
23.9
58.9
11.5
10.9 (7.3)
2-34
Years in a Current School
<5
5-14
>14
232
169 32
53.6
39.0
7.4
6.0 (4.8)
2-30

16. Levels of Occupational Commitment
More than half of the respondents (55.4%) indicated a moderate level of affective occupational commitment and more than one-third of the respondents (43%) reported a high level. A great percentage of the respondents (70.4%) reported a moderate level of continuance occupational commitment while nearly one-third of respondents (29.1%) reported a high level.
For normative occupational commitment, almost two-thirds of the respondents (66%) showed a moderate level and about one-third of them (33.5%) showed a high level.
Furthermore, less than two-thirds of the respondents (62.8%) indicated a moderate level of overall occupational commitment; whereas just above one-third of the respondents (35.1) showed a high level of overall occupational commitment.

17. Level of Organizational Climate
More than one-half of the respondents (60.7) indicated that their principals were moderately supportive and just over 30% of the respondents indicated their principals were lowly supportive.
Related to directive principal behavior, more than half of the respondents (59.6%) perceived that their principals practiced a moderate level of directive principal behavior while more that one- third of the respondents (35.3%) perceived their principals practices a low level of directive principal behavior.

18. The results revealed that supportive principal behavior positively and significantly correlated with each dimension of occupational commitment; affective, continuance, normative and overall occupational with r = .14, .20, .13 and .17, p ≤ .05 respectively.
These results showed that the magnitude of correlations between supportive principal behavior and all dimensions of occupational commitment were week.
In relation to directive principal behavior, the results in Table 1 show that no significant relationship existed between respondents’ perception of directive principal behavior and each of affective, continuance, normative and overall occupational commitment.

19. For the relationship between frustrated teacher behavior and occupational commitment, it was found in table 2 that there was a negative and significant relationship between respondents’ perception of frustrated teacher behavior and each dimension of occupational commitment, affective occupational commitment (r = -.23, p ≤ .01), continuance occupational commitment (r=-.13, p ≤ .01) and overall occupational commitment (r=-.21, p ≤ .01). the data inferred that the relationship between perception of frustrated teacher behavior and each of affective, continuance, normative and overall occupational commitment was weak.

20. The results showed that respondents’ perception of intimacy teacher behavior correlated positively with each of affective, continuance, normative and overall occupational commitment.
The relationship of perceptions of intimacy teacher behavior with affective occupational commitment was significant but weak with r=.10 (p ≤ .05), whereas the relationship between perceptions of intimacy teacher behavior and continuance, normative and overall occupational commitment were not- significant.

21. Variable AOC COC NOC Overall OC
Table 2: The Correlation Coefficients of Occupational Commitment with Perceptions of Organizational Climate
Variable
AOC
COC
NOC
Overall OC
Supportive Principal Behavior (SPB)
.14**
.20**
.13**
.17**
Directive Principal Behavior (DPB)
-.06
.02
-.02
-.04
Engaged Teacher Behavior (ETB)
.26**
.22**
.28**
Frustrated Teacher Behavior (FTB)
-.23**
-.13**
-.18**
-.21**
Intimacy Teacher Behavior (ITB)
.10*
.08
.06
.09
n = * Significant at p  ** Significant at p.01
Note: AOC =Affective Occupational Commitment,
COC = Continuance Occupational Commitment
NOC = Normative Occupational Commitment

22. IMPLICATION
Teachers’ level of occupational commitment is at a moderate level. The practitioners should find means to improve the level of occupational commitment as teachers are facing more challenges to carry out more responsibilities during this era of frequent educational reforms. Particularly, more improvement is required on continuance and normative occupational commitment. Furthermore, commitment to occupation is a multidimensional construct and each dimension has its factors that are associated with it.
From this, it is recommended that practitioners understand the distinctions of these forms of commitment (affective, continuance and normative occupational commitment) and factors associated with each of them in order to focus on whether they want to establish a policy of teachers’ commitment to their occupation. The practitioners should make clear which form of commitment teachers lack most and which form exists abundantly

23. IMPLICATION
Supportive principal behavior, engaged teacher behavior and frustrated teacher behavior have indicate their significant correlations with occupational commitment and its components. Principals in the schools should have a supportive approach to leadership in schools.
The Ministry should focus on giving roles that are relevant to the teaching profession and avoid giving work that teachers consider as irrelevant to their teaching occupations. Furthermore, to have teachers with a positive identification with, attachment to and involvement in their school, teachers’ intimacy should be given due consideration

24. IMPLICATION
School organization are an important place for teachers to become committed to their occupation because teachers practice their profession in schools, i.e. their working places. Therefore, principals and practitioners are required to make schools a place where teachers can become committed

25. KEPEMIMPINAN DAN IKLIM ORGANISASI SEKOLAH
Iklim organisasi ialah jumlah kualiti persekitaran dalam sesebuah organisasi. Iklim boleh dikategorikan kepada dua iaitu iklim terbuka dan iklim tertutup (Halpin & Croft, 1963). Iklim organisasi bermula dari bidang psikologi. Ia boleh digambarkan sebagai ‘personaliti’ sesebuah sekolah. Apabila kita melawat mana-mana sekolah kita akan merasa wujud kelainan antara sekolah tersebut dengan sekolah lain.

26. IKLIM TERBUKA
Menggambarkan sebuah sekolah yang bertenaga, hidup dan sentiasa bergerak ke hadapan untuk mencapai matlamat. Iklim ini menyediakan rasa kepuasan dalam kalangan ahli sekolah. Tindakan kepemimpinan dilihat lebih mudah dan sesuai untuk kedua-dua pemimpin dan pengikut. Ciri utama iklim terbuka ialah tingkahlaku tulen ditonjolkan oleh ahli sekolah. Ciri-ciri iklim sekolah terbuka menggambarkan wujud kadar rintangan dan kadar terpisah yang rendah antara ahli, tidak menekankan pengeluaran, serta kadar kepercayaan dan pertimbangan yang tinggi diamalkan oleh pemimpin.

27. IKLIM TERTUTUP
Sikap tidak peduli dalam kalangan staf menggambarkan iklim tertutup. Organisasi sekolah tidak bergerak. Semangat staf berada di aras rendah kerana ahli organisasi tidak mencapai kepuasan dalam prestasi bekerja serta kepuasan dalam keperluan sosial mereka. Tingkahlaku ahli boleh ditafsirkan sebagai tidak tulen, dan organisasi dalam keadaan pergerakan mendatar. Jadi ciri-ciri iklim tertutup dicirikan oleh suasana di mana wujud kadar rintangan, pengasingan dan pemisahan antara ahli yang tinggi. Terdapat hubungan yang tidak mesra dalam kalangan guru dan guru tidak mempunyai semangat yang tinggi. Pemimpin pula memberi tekanan kepada pengeluaran.

28. MENGUKUR IKLIM SEKOLAH
Walaubagaimanapun, sebenarnya darjah keterbukaan iklim sekolah adalah hasil daripada interaksi antara ahli organisasi yang berkualiti. Hoy et.al, (1991) telah menjelaskan iklim sekolah melalui instrumen yang mengukur enam tingkahlaku seperti berikut: yang dipanggil OCDQ-RE (Organizational Climate Description Questionnaire) untuk sekolah rendah.

29. 1. Tingkah laku Pengetua yang Menyokong
Tingkahlaku ini menggambarkan pertimbangan terhadap guru. Pemimpin mendengar pandangan dan cadangan guru. Pujian diberikan dengan jujur dan kerap. Kritikan diberikan secara membina, kecekapan guru dihormati, dan pemimpin menunjukkan minat secara peribadi dan profesional kepada guru.
2. Tingkah laku Pengetua yang Direktif
Tingkahlaku ini berbentuk ‘rigid’, penyeliaan rapi, pemimpin mengamalkan pemantauan dan kawalan yang berterusan terhadap kerja dan aktiviti guru dengan terperinci.

30. 3. Tingkah laku pengetua yang ‘restrictive’
Tingkahlaku ini menghalang, dan bukan membantu guru dalam melaksanakan tugas. Pengetua membebankan guru dengan menyediakan kertas kerja, menulis keperluan jawatankuasa, tugas rutin, dan keperluan tugas lain yang mengganggu tanggungjawab pengajaran mereka.
4. Tingkah laku guru yang ‘collegial’
Tingkahlaku ini menyokong interaksi terbuka dan profesional antara guru. Guru merasa bangga terhadap sekolah, seronok bekerja dengan rakan setugas, bersemangat, menerima dan menghormati rakan sekerja.

31. 5. Tingkah laku guru yang mesra
Tingkahlaku ini menggambarkan hubungan sosial yang kohesif antara guru. Guru-guru mengenali satu sama lain, menjadi rakan peribadi yang rapat, selalu bergaul bersama, dan menyediakan sokongan antara satu sama lain.
6. Tingkah laku guru yang tidak mesra
Tingkahlaku ini menggambarkan aktiviti profesional yang tidak berfokus dan tidak bermakna. Guru menggunakan masa untuk melaksanakan tugas yang tidak produktif, mereka tidak mempunyai matlamat bersama. Tingkahlaku mereka berbentuk negatif dan selalu mengkritik rakan di sekolah.

32. MENGUKUR IKLIM SEKOLAH MENENGAH
Hoy et.al (1991) juga telah membentuk satu laagi instrumen untuk mengukur iklim sekolah menengah yang dipanggil OCDQ-RS. Lima tingkahlaku digunakan untuk menjelaskan iklim organisasi sekolah menengah seperti berikut:

33. 1. Tingkah laku Pengetua yang Menyokong (Supportive Principal Behaviour)
Tingkahlaku ini menggambarkan usaha pengetua untuk memotivasikan guru-guru dengan menggunakan kritikan yang konstruktif dan memberi contoh melalui kerja kuat. Pada masa yang sama pengetua akan membantu dan memberi perhatian sebenar terhadap kebajikan peribadi dan profesional guru. Tingkahlaku ini terarah untuk mencapai keperluan sosial dan pencapaian tugas guru.

34. 2. Tingkah laku Pengetua yang direktif (Directive Principal Behaviour)
Tingkahlaku yang ‘rigid’ dan mempraktikkan penyeliaan yang menindas. Pengetua tetap mengekalkan kawalan yang rapi dan berterusan terhadap guru dan aktiviti sekolah dengan terperinci.
3. Tingkah laku guru yang “engaged” (Engaged Teacher Behaviour)
Tingkahlaku ini digambarkan oleh semangat guru yang tinggi. Guru bangga terhadap sekolahnya, seronok bekerja dengan rakan, dan menyokong rakan sekerja. Mereka bukan sahaja memberi perhatian terhadap satu sama lain, tetapi komited terhadap kejayaan pelajar mereka. Mereka mesra dengan pelajar, percayakan pelajar dan optimistik dengan keupayaan pelajar untuk berjaya.

35. 4. Tingkah laku guru yang kecewa (Frustrated Teacher Behaviour)
Tingkahlaku ini menggambarkan pola umum di mana wujud campurtangan pihak pentadbiran dan rakan sekerja yang menganggu tugas pengajaran yang asas. Tugas rutin, kertas kerja pentadbiran, dan terlalu banyak tugasan bukan pengajaran. Guru-guru berasa marah dan akan mengganggu antara satu sama lain.
5. Tingkah laku guru yang mesra/intimate (Intimate Teacher Behaviour)
Tingkahlaku ini menunjukkan jaringan dan hubungan sosial antara guru yang kohesif dan kuat. Mereka mengenali dengan baik satu sama lain, berkawan dengan rapat dan mesra.

36. HUBUNGAN STAIL KEPEMIMPINAN DAN IKLIM SEKOLAH
Kuadran III
Kuadran II
Pertimbangan tinggi
Penstrukturan tugas rendah
Penstrukturan tugas tinggi
Kuadran IV
Kuadran I
Pertimbangan rendah
Tinggi
Penstrukturan Tugas
Rendah Tinggi
Pertimbangan
Rendah

37. Kuadran 1 :
Pemimpin ini rendah dalam pertimbangan tetapi tinggi dalam penstrukturan tugas. Beliau berorientasikan tugas dan hanya berminat dengan perlaksanaan tugas, lupa bahawa ia berurusan dengan manusia yang ada perasaan.
Kuadran II :
Pemimpin ini tinggi dalam pertimbangan dan tinggi juga dalam menstrukturkan tugas. Beliau berjaya memimpin dengan cekap dan berkesan, mampu mengurus kakitangan dan kerja dengan baik.
Kuadran III :
Pemimpin ini tinggi dalam pertimbangan tetapi rendah dalam menstrukturkan tugas. Beliau mengekalkan hubungan mesra dengan pekerja dan memberi sepenuh perhatian terhadap kebajikan kakitangan, tetapi tidak efektif dalam penyempurnaan tugas.
Kuadran IV :
Pemimpin ini rendah dalam pertimbangan dan penstrukturan tugas. Cara kepimpinannya menghasilkan kekecohan dan tidak efektif.

38. THANK YOU