Amalan pengurusan tindakan tatatertib sebagai asas pengukuhan integriti pentadbir sekolah rendah [Disciplinary action management practices as a foundation for strengthening the integrity of primary school administrators]
Keywords:
pengurusan tindakan tatatertib, keutuhan integriti, pentadbir sekolah rendah, tadbir urus sekolah, perkhidmatan awam, disciplinary action management, integrity, primary school administrators, school governance, public serviceAbstract
Keutuhan integriti merupakan elemen penting dalam memastikan pentadbiran sekolah dilaksanakan secara telus, bertanggungjawab dan berlandaskan tatakelola yang baik. Kajian ini bertujuan mengenal pasti hubungan antara amalan pengurusan tindakan tatatertib dengan keutuhan nilai integriti dalam kalangan pentadbir sekolah rendah di Sabah. Kajian menggunakan pendekatan kuantitatif dengan melibatkan 426 orang pentadbir sekolah rendah daripada 12 daerah terpilih di Sabah. Data dikumpulkan menggunakan instrumen soal selidik dan dianalisis melalui Korelasi Pearson bagi menentukan arah serta kekuatan hubungan antara pemboleh ubah kajian. Dapatan menunjukkan bahawa amalan pengurusan mempunyai hubungan positif dan signifikan dengan keutuhan nilai integriti (r = .294, p < .001). Analisis mengikut dimensi turut menunjukkan hubungan positif yang signifikan bagi perancangan (r = .167, p = .001), penyelesaian masalah (r = .223, p < .001), bimbingan (r = .106, p = .028) dan menyelia operasi (r = .245, p < .001). Dapatan ini menunjukkan bahawa amalan pengurusan yang lebih baik berkait dengan keutuhan integriti yang lebih tinggi dalam kalangan pentadbir sekolah. Kajian ini menekankan kepentingan pengukuhan amalan pengurusan secara sistematik sebagai salah satu pendekatan untuk menyokong pembudayaan integriti dalam pentadbiran sekolah.
[Integrity is a fundamental element in ensuring that school administration is conducted transparently, responsibly, and in accordance with sound governance principles. This study aimed to examine the relationship between disciplinary action management practices and integrity among primary school administrators in Sabah. A quantitative approach was employed involving 426 primary school administrators from 12 selected districts in Sabah. Data were collected using a questionnaire and analysed using Pearson correlation analysis to determine the direction and strength of the relationships between the study variables. The findings revealed a positive and significant relationship between management practices and integrity (r = .294, p < .001). Further analysis across the dimensions of management practices also indicated significant positive relationships for planning (r = .167, p = .001), problem solving (r = .223, p < .001), guidance (r = .106, p = .028), and operational supervision (r = .245, p < .001). These findings indicate that better management practices are associated with higher levels of integrity among school administrators. The study highlights the importance of strengthening systematic management practices as an approach to supporting the cultivation of integrity within school administration.]
References
Amini Amir Abdullah, Azizan Bahari, Hasnah Ibrahim, Rozmi Ismail, Rumaya Juhari, Siti Raba’ah Hamzah, Sidek Mohd Noah, Turiman Suandi, Turiman Md. Tahir, & Zarina Othman. (2005). Laporan kajian audit nilai integriti. Institut Pengajian Sains Sosial, Universiti Putra Malaysia.
Bush, T. (2020). School leadership and management in England: The paradox of simultaneous centralisation and decentralisation. Research in Educational Administration & Leadership, 5(1), 1–23.
Bush, T. (2022). Theories of educational leadership and management (5th ed.). Sage Publications.
Fuerst, M. J., Luetge, C., Max, R., & Kriebitz, A. (2023). Toward organizational integrity measurement: Developing a theoretical model of organizational integrity. Business and Society Review, 128(3), 417–435. https://doi.org/10.1111/basr.12329
Hallinger, P., & Heck, R. H. (2010). Collaborative leadership and school improvement: Understanding the impact on school capacity and student learning. School Leadership & Management, 30(2), 95–110. https://doi.org/10.1080/13632431003663214
Harris, A., & Jones, M. (2020). Leading schools in disruptive times: How school leaders manage crisis and build resilience. School Leadership & Management, 40(4), 243–252. https://doi.org/10.1080/13632434.2020.1816899
Harris, A., Jones, M., Cheah, K. S. L., Devadason, E., & Adams, D. (2017). Exploring principals’ instructional leadership practices in Malaysia: Insights and implications. Journal of Educational Administration, 55(2), 207–221. https://doi.org/10.1108/JEA-05-2016-0051
Johari, J., Shamsudin, F. M., Zainun, N. F. H., Yean, T. F., & Yahya, K. K. (2022). Institutional leadership competencies and job performance: The moderating role of proactive personality. International Journal of Educational Management, 36(6), 1027–1045. https://doi.org/10.1108/IJEM-07-2021-0280
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610. https://doi.org/10.1177/001316447003000308
Laimah Sungap. (2014). Amalan pengurusan kurikulum, komitmen kerja dan kepuasan kerja ketua panitia serta hubungannya dengan prestasi akademik sekolah menengah di Sabah [Tesis kedoktoran, Universiti Malaysia Sabah].
Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited. School Leadership & Management, 40(1), 5–22. https://doi.org/10.1080/13632434.2019.1596077
Liebowitz, D. D., & Porter, L. (2019). The effect of principal behaviors on student, teacher, and school outcomes: A systematic review and meta-analysis of the empirical literature. Review of Educational Research, 89(5), 785–827. https://doi.org/10.3102/0034654319866133
Mintrop, H. (2012). Bridging accountability obligations, professional values and (perceived) student needs with integrity. Journal of Educational Administration, 50(5), 695–726. https://doi.org/10.1108/09578231211249871
Mintzberg, H. (1973). The nature of managerial work. Harper & Row.
Mintzberg, H. (1980). Structure in 5’s: A synthesis of the research on organization design. Management Science, 26(3), 322–341. https://doi.org/10.1287/mnsc.26.3.322
Mohamad Azizal Abd Aziz, Rahman, H. A., Alam, M. M., & Said, J. (2015). Enhancement of the accountability of public sectors through integrity system, internal control system and leadership practices: A review study. Procedia Economics and Finance, 28, 163–169. https://doi.org/10.1016/S2212-5671(15)01096-5
Roy, A., Newman, A., Round, H., & Bhattacharya, S. (2024). Ethical culture in organizations: A review and agenda for future research. Business Ethics Quarterly, 34(1), 97–138. https://doi.org/10.1017/beq.2022.44
Sajari, A., Said, J., Alam, M. M., & Mohamed, A. (2023). Factors influencing the level of ethics and integrity in Malaysian public sector. Journal of Islamic Accounting and Business Research, 14(1), 141–158. https://doi.org/10.1108/JIABR-09-2021-0256
Wook, I., Haron, H., Rosli Shaari, R. S., Abd Ghani, Z., Mohad, A. H., & Md Yusof, A. F. (2023). Ethics and integrity in a public sector organisation in Malaysia: An assessment of understanding and perception of the employees. Journal of Governance and Integrity, 5(3), 382–392. https://doi.org/10.15282/jgi.5.3.2022.7442
Yukl, G., Wall, S., & Lepsinger, R. (1990). Preliminary report on validation of the Managerial Practices Survey. In K. E. Clark & M. B. Clark (Eds.), Measures of leadership (pp. 223–238). Leadership Library of America.
Published
Abstract Display: 0 
PDF Downloads: 0 Issue
Section
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
This work is licensed under a