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
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.
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