chapter 3: my thesis

Chapter 3

METHODOLOGY

          This chapter deals with the discussion of the method used, sources of data, data gathering instruments, sampling techniques, procedure of the study and the statistical treatment employed in the study.

Method Used

          The correlational method of research was used in this study to measure relationship between different variables and gather information on existing groups without changing their experiences in any way.  According to Davis (1997), correlational research designs are founded on the assumptions that reality is best described as a network of interacting and mutually causal relationships.  Everything affects and is affected by everything else.  Thus, the dynamics of a system on how each part of the whole system affects each other is far more important than causality.  As a rule, correlational designs do not indicate causality.  However, some correlational designs such as path analysis and cross-lagged panel designs do not permit causal statements.   In general, a correlational study is a quantitative method of research in which you have two or more quantitative variables from the same group of subjects and you are trying to determine if there is a relationship (or covariation) between the two variables (Waters, 2008).

Sources of Data

          The sources of all the data were the subordinates and employees of DMMA College of Southern Philippines.  These respondents were asked to answer a survey questionnaire about the leadership style of their superiors or managers and about their perception on the performance effectiveness as employees of DMMA College of Southern Philippines.

Data Gathering Instrument

          Questionnaires were used by the researcher in the gathering of data.  This was constructed personally after thorough readings from previous researches, the internet, DMMA College of Southern Philippines’ Evaluation Questionnaires and other research materials.  The preliminary draft was shown to the adviser for corrections.  It was submitted to the panel of experts for validity and after their corrections and suggestions, the questionnaire was modified as to its present form.  

The questionnaire was divided into three parts.  The first part determined the demographic profile of the respondents as to their gender and educational attainment. It also identified the respondent’s employment category, as to whether he or she is a teaching or a non-teaching staff and the department or office where he or she belongs. 

The second part determined the leadership styles ascribed by the managers of DMMA College of Southern Philippines.  It contained five items for each type of leadership as authoritarian or autocratic leadership, charismatic leadership, participative leadership, servant leadership, situational leadership, transactional leadership and transformational leadership. 

The third part of the questionnaire determined the level of performance effectiveness of the employees of the college.  This part of the questionnaire was based on the evaluation questionnaires for both teaching and non-teaching staff used by the college.  However, necessary changes were considered in order to assimilate the two evaluation questionnaires and came up with an original one.  It contained five items for each of the dimensions of performance effectiveness as employee development, employee efficiency, job satisfaction, and stable policies and programs.

The degree of responses by the respondents to parts II and III was measured using a 5-point Likert scale.  The responses were categorized and interpreted as follows:

Part II.  Leadership Styles of the Managers

Range of Means              Level                     

4.50 – 5.00                    Very High              
3.50 – 4.49                     High                     
2.50 – 3.49                     Moderate              
1.50 – 2.49                     Low                      
1.00 – 1.49                     Very Low              

Part III.  Performance Effectiveness of Employees

Range of Means              Level                    

4.50 – 5.00                    Very Effective             

3.50 – 4.49                    Effective               

2.50 – 3.49                    Moderately Effective                        

1.50 – 2.49                    Less

1.00 – 1.49                    Not Effective       

Sampling Technique

The researcher used the universal sampling technique in each type of respondents classified as teaching and non-teaching staff. The respondents were the employees of the college which numbered to 134 of whom 91 are teaching staff and 43 are non-teaching staff.

Procedures of the Study

         

The researcher submitted a letter of request to the school president asking for the approval of his office to conduct the study.  After the researcher received the approval, the questionnaires were then distributed to the staff and faculty members of the different offices and departments of the college.  The retrieval of the questionnaires was done three to five days after the distribution.  The responses to the questionnaire were collated, analyzed and interpreted as the study’s findings from which conclusions and recommendations are based.  

Statistical Treatment

          The following statistical tools were used by the researcher:

Frequencies and Percentages.  This was used by the researcher in determining the demographic profiles of the respondents.

Mean.  This was used to determine the levels of the leadership styles of the managers and the performance effectiveness of the employees of the college.

T - Test.  This was used to determine the significance of the difference in the levels of the perception of the employees on the leadership styles ascribed by the managers and the performance effectiveness of the employees of the college as perceived by the respondents.

ANOVA.  This was used to determine the significance of the difference in the performance effectiveness of the employees when grouped by teaching and non-teaching category.

          Pearson Product Moment Correlation.  This was used to identify the significant relationship between the two variables.

Regression Analysis.  This was used to identify whether the leadership styles of the manager influence the performance effectiveness of the employees.

          In accepting and rejecting the hypothesis, Alpha was set at 0.05 level of significance.

Ann Cervales, Philippines