Organizational-Culture-Full-Research-Paper-Felipe

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Table 1-I reveals that identity in PCNHS is “evident” with the overall weighted mean of 3.47. It is shown that among the five items, item number 43, 44, and 41 have the highest weighted mean values of 3.54, 3.53, and 3.52 respectively. These are described “highly evident”. Item number 45 has the lowest weighted mean of 3.35 which is interpreted “evident”. It is shown that teachers are proud to be part of the organization and dedicated in serving the institution. Therefore, both the school administrator and teachers strive to provide quality education to achieve the school’s mission and vision by being competent and committed. 51

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 1.9. Conflict Tolerance Table 1-J. Respondents’ Perception on their Organizational Culture as to Conflict Tolerance Item Weighted Verbal Mean Interpretation 46 Teachers are open and free to air any criticism and conflict with 3.12 Evident the school administrator. 3.09 3.16 Evident Conflict between the school administrator and the teachers are 3.08 Evident 47 settled directly and disagreements are ironed out rather than 3.09 Evident 3.11 Evident avoided or ignored. Evident 48 The school administrator handles conflict among the teachers promptly for immediate settlement. 49 The school administrator treats issues arising from a conflict objectively and free from personal biases. 50 The school administrator tolerates conflict in the organization but utilizes it positively. Overall Weighted Mean Table 1-J poses an overall weighted mean of 3.11 which refers to an “evident” conflict tolerance in PCNHS. It is revealed that item number 48 is interpreted “evident” with a weighted mean of 3.16, and item number 49 is the lowest with 3.08 weighted mean but also interpreted “evident”. The information above indicates that conflict is somewhat tolerated in the organization because the school administrator settles conflict directly, and treating issues objectively and free from personal biases. 52

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Table 1-H. Summary of the Respondents’ Perception on their Organizational Culture Organizational Culture Overall Mean Verbal Interpretation 1.1 Direction 3.45 Evident 1.2 Integration 3.41 Evident 1.3 Management Support 3.32 Evident 1.4 Control 3.22 Evident 1.5 Reward System 3.10 Evident 1.6 Communication Patterns 3.16 Evident 1.7 Individual Initiative 3.40 Evident 1.8 Risk Tolerance 3.45 Evident 1.9 Identity 3.47 Evident 1.10 Conflict Tolerance 3.11 Evident Grand Weighted Mean 3.31 Evident It is found that PCNHS’ organizational culture characteristics are “evident” with the grand weighted mean of 3.31. Among these ten characteristics of organizational culture, identity has the highest weighted mean of 3.47 denoting “evident”. On the other hand, reward system got the lowest weighted mean of 3.10 denoting also “evident”. It is also discovered that identity, risk tolerance, and direction are the most evident characteristics of organizational culture in PCNHS. Management support, control, communication patterns, conflict tolerance, and reward system, on the other hand, are most likely to have an occasional failure to be practiced in the organization. 53

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School However, integration and individual initiative have the same weighted mean which means that these are largely evident in the organizational culture of PCNHS. 3.5 3.4 3.3 3.2 3.45 3.41 3.32 3.4 3.45 3.47 3.22 3.1 3.16 3.1 3.11 3 2.9 Figure 2. Organizational Culture 54

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 2. What is the level of teachers’ performance based on the CB-PAST rating in PCNHS during the first semester of school year 2013-2014? Table 2. CB-PAST Rating Rating V.I Rating V.I Rating V.I Rating V.I Rating V.I 1. 2.61 VS 23. 2.75 VS 45. 2.52 VS 67. 2.64 VS 89. 2.75 VS 2. 2.92 VS 24. 2.65 VS 46. 2.55 VS 68. 2.69 VS 90. 2.88 VS 3. 2.54 VS 25. 2.77 VS 47. 2.67 VS 69. 2.65 VS 91. 2.92 VS 4. 2.55 VS 26. 2.61 VS 48. 2.67 VS 70. 2.57 VS 92. 2.94 VS 5. 2.58 VS 27. 2.67 S 49. 2.51 VS 71. 2 S 93. 2.97 VS 6. 2.64 VS 28. 2.74 VS 50. 2.52 VS 72. 2.58 VS 7. 2.55 VS 29. 2.66 VS 51. 2.58 VS 73. 2.65 VS 8. 2.65 VS 30. 2.65 VS 52. 2.25 S 74. 2.73 VS Average 9. 2.53 VS 31. 2.66 VS 53. 2.79 VS 75. 2.62 VS Rating: 2.63 10. 2.53 VS 32. 2 S 54. 2.6 VS 76. 2.61 VS Very Satisfactory 11. 2.96 VS 33. 2.78 VS 55. 2.99 VS 77. 2.62 VS 12. 2.58 VS 34. 2.52 VS 56. 2.59 VS 78. 2 S 13. 2.62 VS 35. 2.89 VS 57. 2.67 VS 79. 2.74 VS 14. 2.67 VS 36. 2.84 VS 58. 2.63 VS 80. 2.58 VS Legend: 15. 2.78 VS 37. 2.75 VS 59. 2.6 VS 81. 2.64 VS 16. 2.52 VS 38. 2.67 VS 60. 2.67 VS 82. 2.56 VS V.I.= Verbal 17. 2.61 VS 39. 2.78 VS 61. 2.69 VS 83. 2.71 VS Interpretation 18. 2.55 VS 40. 2 S 62. 2.67 VS 84. 2.58 VS 19. 2.67 VS 41. 2.55 VS 63. 2.56 VS 85. 2.64 VS 20. 2.79 VS 42. 2.7 VS 64. 2.73 VS 86. 2.63 VS 21. 2.55 VS 43. 2 S 65. 2.67 VS 87. 2.81 VS 22. 2.67 VS 44. 2.53 VS 66. 2.64 VS 88. 2.51 VS As shown in Table 2, the average weighted mean of the teachers’ performance rating is 2.63 indicating that teachers perform “very satisfactorily”. Thus, out of 93 teachers who have very satisfactory performance, only 6 of them perform satisfactorily. It is proven that majority of the teachers in PCNHS perform well; thus, they are competent and knowledgeable in the professional field of education. 55

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 94% Satisfactory 6% Very Satisfactory Figure 3. Percentage Share of Teachers' Performance Rating 3. Is there a significant relationship between the teachers’ performance and their organizational culture, in terms of: 3.1. Direction Table 3-A. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Direction Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.15 0.173 91 Accept There is no significant negligible Ho relationship correlation As shown in Table 3-A, the computed r=-0.15 shows a negligible correlation between teachers’ performance and direction. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, 56

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School the null hypothesis is accepted indicating that there is no significant relationship between the teachers’ performance and their organizational culture in terms of direction. 3.2. Integration Table 3-B. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Integration Computed r Critical Degree of Freedom at 0.05 Level Decision Interpretation value value of Significance There is significant -0.29 0.173 91 Reject relationship low correlation Ho Table 3-B shows that the computed r= -0.29 shows a low correlation between integration and teachers’ performance. However, it is greater than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is rejected indicating that organizational culture in terms of integration is significantly related to teachers’ performance. 3.3. Management Support Table 3-C. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Management Support Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance Accept There is no significant -0.02 0.173 91 Ho relationship negligible correlation 57

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Table 3-C displays the computed r= -0.02 which shows a negligible correlation between management support and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted which means that there is no significant relationship between the teachers’ performance and their organizational culture in terms of management support. 3.4. Control Table 3-D. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Control Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.04 0.173 91 Accept There is no significant negligible Ho relationship correlation It is illustrated in Table 3-D that the computed r= -0.04 shows a negligible correlation between control and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that control is not associated to teachers’ performance. 58

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.5. Reward System Table 3-E. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Reward System Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance 0.02 0.173 91 Accept There is no significant negligible Ho relationship correlation As displayed in Table 3-E, the computed r= 0.02 shows a negligible correlation between reward system and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that reward system does not influence teachers’ performance. 3.6. Communication Patterns Table 3-F. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Communication Patterns Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.08 0.173 91 Accept There is no significant negligible Ho relationship correlation 59

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School It is found in Table 3-F that the computed r= -0.08 shows a negligible correlation between communication patterns and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that communication patterns are not significantly related to teachers’ performance. 3.7. Individual Initiative Table 3-G. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Individual Initiative Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.16 0.173 91 Accept There is no significant negligible Ho relationship correlation As illustrated in Table 3-G, the computed r= -0.16 shows a negligible correlation between individual initiative and teachers’ performance. However, it is lesser than the critical value of 0.173 when the degree of freedom is 91at 0.05 level of significance. Therefore, the null hypothesis is accepted implying that individual initiative has no significant relationship with the performance of the teachers in PCNHS. 60

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.8. Risk Tolerance Table 3-H. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Risk Tolerance Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.14 0.173 91 Accept There is no significant negligible Ho relationship correlation Table 3-H poses that the computed r= -0.14 shows a negligible correlation between risk tolerance and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted which means that there is no significant relationship between organizational culture in terms of risk tolerance and teachers’ performance. 3.9. Identity Table 3-I. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Identity Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance -0.12 0.173 91 Accept There is no significant negligible Ho relationship correlation 61

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Table 3-I shows that the computed r= -0.12 shows a negligible correlation between identity and teachers’ performance. However, it is lesser than the critical value of 0.173 when the degree of freedom is 91at 0.05 level of significance. Therefore, the null hypothesis is accepted indicating that there is no significant relationship between the organizational culture in terms of identity and teachers’ performance. 3.10. Conflict Tolerance Table 3-J. Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture in terms of Conflict Tolerance Computed r Critical Degree of Freedom at 0.05 Decision Interpretation value value Level of Significance 0.05 0.173 91 Accept There is no significant negligible Ho relationship correlation As displayed in Table 3-J, the computed r= 0.05 shows a negligible correlation between conflict tolerance and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that there is no significant relationship between the organizational culture in terms of conflict tolerance and teachers’ performance. 62

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Table 3-H. Summary of Pearson r Table for the Relationship between Teachers’ Performance and their Organizational Culture Relationship between Teachers’ Performance and Decision Interpretation their Organizational Culture, in terms of: 1.1 Direction Accept There is no significant Ho relationship 1.2 Integration Reject There is significant Ho relationship 1.3 Management Support Accept There is no significant Ho relationship 1.4 Control Accept There is no significant Ho relationship 1.5 Reward System Accept There is no significant Ho relationship 1.6 Communication Patterns Accept There is no significant Ho relationship 1.7 Individual Initiative Accept There is no significant Ho relationship 1.8 Risk Tolerance Accept There is no significant Ho relationship 1.9 Identity Accept There is no significant Ho relationship 1.10 Conflict Tolerance Accept There is no significant Ho relationship As shown in Table 3-H, it was revealed that there is significant relationship between teachers’ performance and organizational culture in terms of integration except for direction, management support, control, reward system, communication patterns, individual initiative, risk tolerance, identity and conflict tolerance. It implies that though their organizational culture characteristics are evident, it did not increase their performance except for integration. Thus, there are other factors that affect their performance. 63

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School CHAPTER V SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS This chapter talks about the summary of findings, conclusions, and recommendations of this study. Findings From the careful analysis and interpretation of the data gathered, the following were the findings of the study. 1. How do the respondents perceive their organizational culture of PCNHS, in terms of: 1.1. Findings revealed that organizational culture in terms of “direction” in PCNHS is “evident” having a calculated weighted mean of 3.45. 1.2. In terms of “integration”, it was discovered that PCNHS has an “evident” integration with an overall weighted mean of 3.41. 64

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 1.3. Findings showed that “management support” is “evident” with the calculated weighted mean of 3.32. 1.4. It was found that there is an “evident control” in PCNHS with the overall weighted mean of 3.22. 1.5. Under “reward system”, it was discovered that it is “evident” with an overall weighted mean of 3.10. 1.6. Findings showed that there is an “evident communication patterns” with an overall weighted mean of 3.16. 1.7. It was found that “individual initiative” is “evident” in PCNHS with an overall weighted mean of 3.40. 1.8. In terms of “risk tolerance”, it was found that it is “evident” with the overall weighted mean of 3.45. 1.9. Findings revealed that in terms of identity, it is “evident” having an overall weighted mean of 3.47. 1.10. Under “conflict tolerance”, the data showed that it is “evident” with an overall weighted mean of 3.11. 65

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School It was found that the overall organizational culture of PCNHS is “evident” with the grand weighted mean of 3.31. Among the ten characteristics of organizational culture, identity has the highest weighted mean of 3.47 denoting an “evident” level of organizational culture. On the other hand, reward system got the lowest weighted mean of 3.10 denoting also an “evident” level of organizational culture. 2. What is the level of teachers’ performance in PCNHS based on the CB-PAST rating in PCNHS during the first semester of school year 2013-2014? On the average, the teachers’ performance based on their CB-PAST rating are “very satisfactory” with an average rating of 2.63. Majority (94%) of the teachers were rated “very satisfactory”, and only 6% of the teachers were rated “satisfactory”. 3. Is there significant relationship between the teachers’ performance and their organizational culture, in terms of: 3.1. The computed r= -0.15 between teachers’ performance and “direction” shows a negligible correlation. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that there is no significant relationship between the teachers’ performance and their organizational culture in terms of direction. 66

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.2. In terms of “integration”, it was found that it is significantly related to teachers’ performance since the computed r= -0.29 is greater than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. 3.3. The computed r= -0.02 shows a negligible correlation between “management support” and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted which means that there is no significant relationship between the teachers’ performance and their organizational culture in terms of management support. 3.4. Under “control”, the computed Pearson r is -0.04 which shows a negligible correlation between it and teachers’ performance. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that control is not associated to teachers’ performance. 3.5. The computed r= 0.02 for the relationship between “reward system” and teachers’ performance shows a negligible correlation only. However, it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. Therefore, the null hypothesis is accepted indicating that reward system does not influence teachers’ performance. 67

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.6. Statistics showed that communication pattern is not significantly related to teachers’ performance as what resulted on the computed Pearson r of -0.08 wherein it is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. 3.7. In terms of “individual initiative”, the computed r= -0.16 is lesser than the critical value of 0.173 when the degree of freedom is 91 at 0.05 level of significance. Therefore, it has no significant relationship with the performance of the teachers in PCNHS. 3.8. Since the computed r= -0.14 is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91, it was discovered that there is no significant relationship between organizational culture in terms of “risk tolerance” and teachers’ performance. 3.9. It was revealed that “identity” has no significant relationship with teachers’ performance since the computed Pearson r= -0.12 is lesser than the critical value of 0.173 when the degree of freedom is 91 at 0.05 level of significance. 3.10. “Conflict tolerance” is not significantly associated to teachers’ performance as what resulted on the Pearson r of 0.05 which is lesser than the critical value of 0.173 at 0.05 level of significance when the degree of freedom is 91. 68

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Conclusions The following conclusions were drawn based on the aforementioned findings of this study. 1. Statistics showed that there is an “evident” organizational culture in PCNHS which implies that all these characteristics are seen and manifested. It was revealed that teachers are very proud to be part of the organization and dedicated in serving the institution. Moreover, it was discovered that PCNHS, as viewed by the teachers, is a competent institution that provides quality education to the students. 1.1. In terms of “direction”, the data showed that teachers stick firmly to its school’s mission “to be the leading institution provided high quality secondary education”, and its vision “to be the school of choice”. 1.2. The data revealed that there is an evident “integration” in the school’s organizational culture wherein both the administrators and teachers coordinate and work as a team to achieve the school’s goals and objectives. 1.3. It was found that organizational culture of PCNHS in terms of “management support” is practiced. It showed that administrators exert efforts towards improvement of physical working conditions in the school. Thus, they 69

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School provide assistance and support to the teachers such as trainings and instructional materials. 1.4. “Control” in their organizational culture is also practiced. However, it was found that teachers are controlled by too much rules, regulations and red tape in accomplishing their task. On the other hand, appropriate policies are implemented by the administrators to avoid absenteeism and slackness. 1.5. Statistics showed that “reward system” in PCNHS is somewhat evident, but in terms of promotion, there is likely to have unequal treatment and favoritism among teachers although teachers with excellent performance are rewarded like plaque/certificate of appreciations. 1.6. “Communication patterns” is practiced; thus, there is an open communication and interaction towards the attainment of the school’s goals and objectives. However, it is needed that upward communication be always practiced for faculty/staff engagement. 1.7. The data revealed that teachers’ “individual initiative” is manifested. Thus, they utilize the initiative in proper structuring of the classroom, in adapting teaching techniques suited to the needs of the students, and they show the initiative to strive to become more competent and effective. 70

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 1.8. The school’s organizational culture in terms of “risk tolerance” is evident. Thus, teachers are innovative in using new approaches in teaching and aggressive in making their teachings more effective. 1.9. It was found that “identity” among teachers is evident. Thus, teachers are very proud to be part of the organization. Therefore, both the school administrator and teachers strive to provide quality education to achieve the school’s mission and vision by being competent and committed. 1.10. “Conflict tolerance” is likely manifested in the organizational culture of teachers because the school administrator settles conflict directly, and promptly treating issues objectively and free from personal biases. 2. Based on the performance ratings of the teachers, majority (94%) of them have very satisfactory performance. Thus, it can be said that PCNHS teachers are teaching effectively, competent and knowledgeable wherein the NCBTS and Job-embedded requirements are reflected in their performance inside and outside the classroom. 3. The teachers’ performance is highly influenced by their organizational culture in terms of integration as what the statistics showed. However, it was revealed that organizational culture, in terms of direction, management support, control, reward system, communication patterns, individual initiative, risk tolerance, identity and 71

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School conflict tolerance, is not significantly related to teachers’ performance. It can be said that though their organizational culture characteristics are evident, it did not increase their performance except for integration. There is no sufficient evidence that organizational culture is related to teachers’ performance in PCNHS during school year 2013-2014. Hence, there are other factors that affect their performance. Recommendations In the light of the stated results, findings and conclusions, the researchers would like to offer the following recommendations: 1. School administrators and teachers should come together to revisit and analyze the importance of their organizational culture to improve their teaching performance in order to establish a positive correlation between and among these variables. 2. School administrators must improve the organizational culture of direction by conducting meetings wherein the vision, mission, and goals of the school are clearly defined, so that teachers are guided, well-informed and properly directed for the accomplishment of the school’s effectiveness. 3. Integration among teachers and administrators must be enhanced by conducting team buildings and workshops with educational activities to improve their collaboration 72

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School and teamwork. The principal should involve teachers in decision-making process to make them feel that they are part in achieving the school’s goals and objectives. 4. School administrators must strengthen their culture in terms of management support by reinforcing in-service trainings, teaching workshops and seminars to the teachers to sustain their needs for personal and professional growth, and to show that they are trusted, valued and supported. 5. The school administrators must revise their instrument for the reward system in terms of promotions or giving benefits. Revisions must come from the teachers’ suggestions through meetings with the school administrators. 6. The principal should involve teachers in all areas of school management, wherein “open door policy” is applied to encourage open communication, upward communication, feedback, and discussion about problems or concerns with the management. This will avoid bureaucracy in the management, and will also foster collaboration and mutual respect between school administrators and teachers. Thus, teachers would be more motivated to maintain their good performance. 7. Teachers must have the initiative to strive to become more competent and effective by attending in-service trainings and seminars, joining local, national, and even international organizations that will give them information, encouragement, 73

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School fellowship, new ideas about teaching and learning. In addition, teachers should read professional journal or updated books on teaching methodology. 8. Teachers must be risk-takers by transforming teaching practices, using appropriate educational technologies to facilitate learning, or conducting team teaching. 9. Teachers must achieve success for the credit of the school; therefore, they must allocate time for personal and professional development through participation in educational seminars and workshops, reading educational materials regularly and engaging in educational research. 10. For conflict tolerance, the principal should conduct open forums and meetings twice or thrice a month together with his subordinates to discuss and settle conflict immediately. In this way, they will foster harmonious relationship. 11. Future researches must be conducted in the same locale but involving the school administrators, personnel and students as the respondents of the study in evaluating the school’s organizational culture. 12. Future researchers must utilize another instruments for organizational culture which include characteristics such as attention to detail, team orientation, stability, people orientation, dress code, the way they talk, artifacts, etc. that are not thoroughly 74

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School addressed in this study. In addition, an actualized evaluation must be also included to see the actual happenings of their organizational culture. 75

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Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Wiete, A. K. (2013). Connecting Organizational Culture to Performance. Retrieved from http://www.PSCultureMatters–March2013- ConnectingOrganizationalCulturetoPerformance_0.pdf D. WEBSITES Borabo, M. (2009). National Competency-Based Teacher Standards http://www.mapsa.edu.ph/Uploads/Forms/Circular/MAPSASummer2009(Dr.Mila Borabopresentation)_2009512_10244.pdf DepEd. (2005). Creation of Teacher Education and Development Program (TEDP_ Technical Working Group. http://www.deped.gov.ph/index.php/issuances/deped- memos/2005-1/document/dms2005152pdf DepEd. (2008). National Competency-Based Teacher Standards http://www.scribd.com/doc/118634856/ncbts-090705065347-phpapp01 DepEd. (2009). CB-PAST Manual http://valscisciencedepartment.weebly.com/uploads/4/8/0/8/4808193/primer_revis ed_sept_202009.doc 81

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School DepEd. (2009). National Adoption and Implementation of NCBTS-TSNA and IPPD for Teachers, and Integration of its System Operations in the Overall Program for Continuing Teacher Capacity Building. http://www.deped.gov.ph/index.php/issuances/deped- orders/2009/document/dos2009032pdf Wikipedia. (2013). Performance Appraisal System http://en.wikipedia.org/wiki/Performance_appraisal 82

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School APPENDICES Critical Values of Pearson Correlation df Level of Significance for One-Tailed Test (1st row) (N-2) Level of Significance for One-Tailed Test (2nd row) (N= number of pairs) .05 .025 .01 .005 1 .10 .05 .02 .01 2 3 .988 .997 .9995 .9999 4 5 .900 .950 .980 .990 6 7 .805 .878 .934 .959 8 9 .729 .811 .882 .917 10 11 .669 .754 .833 .874 12 13 .622 .707 .789 .834 14 15 .582 .666 .750 .798 16 17 .549 .632 .716 .765 18 19 .521 .602 .685 .735 .497 .576 .658 .708 .476 .553 .634 .684 .458 .532 .612 .661 .441 .514 .592 .641 .426 .497 .574 .628 .412 .482 .558 .606 .400 .468 .542 .590 .389 .456 .528 .575 .378 .444 .516 .561 .369 .433 .503 .549 83

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School df Level of Significance for One-Tailed Test (1st row) (N-2) Level of Significance for One-Tailed Test (2nd row) (N= number of pairs) .05 .025 .01 .005 20 .10 .05 .02 .01 21 22 .360 .423 .492 .537 23 .352 .413 .482 .526 24 .344 .404 .472 .515 25 .337 .396 .462 .505 26 .330 .388 .453 .495 27 .323 .381 .445 .487 28 .317 .374 .437 .479 29 .311 .367 .430 .471 30 .306 .361 .423 .463 35 .301 .355 .416 .456 40 .296 .349 .409 .449 45 .275 .325 .381 .418 50 .257 .304 .358 .393 60 .243 .288 .338 .372 70 .231 .273 .322 .354 80 .211 .250 .295 .325 90 .195 .232 .274 .302 100 .183 .217 .256 .284 .173 .205 .242 .267 .164 .195 .230 .254 84

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Sample Computations (Tabulated) Weighted Mean of the Respondents’ Organizational Culture (Weights) Organizational Total Total Weighted Mean Culture (Frequency) (Weight x (TWF/TWF) (4) (3) (2) (1) Frequency) A. Direction Item 1 53x4 40x3 0x2 0x1 93 332 3.57 212 120 0 0 326 3.51 46x3 0x2 319 3.43 Item 2 47x4 138 0 0x1 93 309 3.32 188 45x3 4x2 0 317 3.41 135 8 3.45 Item 3 44x4 57x3 3x2 0x1 93 176 171 6 0 53x3 1x2 Item 4 33x4 159 2 0x1 93 132 0 Item 5 39x4 0x1 93 156 0 Overall Weighted Mean B. Integration Item 6 35x4 58x3 0x2 0x1 93 314 3.38 140 174 0 0 328 3.53 42x3 1x2 305 3.28 Item 7 50x4 126 2 0x1 93 310 3.33 200 65x3 1x2 0 330 3.55 195 2 3.41 Item 8 27x4 60x3 1x2 0x1 93 108 180 2 0 40x3 1x2 Item 9 32x4 120 2 0x1 93 128 0 Item 10 52x4 0x1 93 208 0 Overall Weighted Mean C. Management Support Item 11 52x4 40x3 1x2 0x1 93 330 3.55 208 120 2 0 300 3.23 57x3 6x2 309 3.32 Item 12 29x4 171 12 1x1 93 307 3.30 116 57x3 3x2 1 300 171 6 3.23 Item 13 33x4 63x3 1x2 0x1 93 3.32 132 189 2 0 68x3 2x2 Item 14 29x4 0x1 93 116 204 4 0 Item 15 23x4 0x1 93 92 0 Overall Weighted Mean D. Control Item 16 15x4 69x3 6x2 3x1 93 282 3.03 60 207 12 3 306 3.29 Item 17 30x4 60x3 3x2 Item 18 120 180 6 0x1 93 36x4 55x3 2x2 0 0x1 93 85

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 144 165 4 0 313 3.37 76x3 1x2 0x1 93 3.16 Item 19 16x4 228 2 3.23 64 68x3 2x2 0 294 3.22 204 4 0x1 93 Item 20 23x4 3.06 92 72x3 6x2 0 300 2.89 216 12 3.16 Overall Weighted Mean 55x3 24x2 1x1 93 3.20 165 48 1 285 3.17 E. Reward System 65x3 5x2 3.10 195 10 0x1 93 Item 21 14x4 68x3 3x2 0 269 3.40 56 204 6 3.13 44x3 15x2 1x1 93 3.19 Item 22 14x4 132 30 1 294 2.99 56 3.08 45x3 4x2 0x1 93 3.16 Item 23 22x4 135 8 0 352 88 72x3 3x2 3.39 216 6 1x1 93 3.23 Item 24 22x4 68x3 2x2 1 295 3.48 88 204 4 3.51 64x3 15x2 1x1 3.10 3.42 Item 25 33x4 192 30 1 3.40 132 68x3 9x2 93 204 18 1x1 316 3.51 Overall Weighted Mean 1 3.48 55x3 1x2 93 3.40 F. Communication 165 2 1x1 291 3.51 69x3 0x2 1 3.34 Patterns 207 0 93 3.45 46x3 1x2 0x1 297 Item 26 43x4 138 2 0 172 44x3 1x2 93 132 2 0x1 278 Item 27 17x4 54x3 0x2 0 68 162 0 93 0x1 286 Item 28 22x4 42x3 2x2 0 88 126 4 93 44x3 2x2 1x1 315 Item 29 14x4 132 4 1 56 48x3 4x2 93 144 8 0x1 300 Item 30 16x4 38x3 4x2 0 64 114 8 93 55x3 3x2 0x1 324 Overall Weighted Mean 165 6 0 93 G. Individual Initiative 0x1 326 0 Item 31 37x4 93 148 0x1 318 0 Item 32 23x4 93 92 0x1 326 0 Item 33 46x4 93 184 0x1 324 0 Item 34 48x4 93 192 0x1 316 0 Item 35 39x4 93 156 0x1 326 0 Overall Weighted Mean 93 311 H. Risk Tolerance Item 36 49x4 196 Item 37 47x4 188 Item 38 41x4 164 Item 39 51x4 204 Item 40 35x4 140 Overall Weighted Mean 86

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School I. Identity Item 41 50x4 41x3 2x2 0x1 93 327 3.52 200 123 4 0 93 317 3.41 51x3 2x2 93 329 3.54 Item 42 40x4 153 4 0x1 93 328 3.53 160 38x3 1x2 0 93 312 3.35 114 2 3.47 Item 43 53x4 40x3 2x2 1x1 93 290 212 120 4 1 93 287 3.12 53x3 2x2 93 294 3.09 Item 44 51x4 159 4 0x1 93 286 3.16 204 0 93 287 3.08 65x3 7x2 3.09 Item 45 37x4 195 14 1x1 3.11 148 72x3 5x2 1 216 10 Overall Weighted Mean 66x3 6x2 1x1 198 12 1 J. Conflict Tolerance 69x3 7x2 207 14 1x1 Item 46 20x4 71x3 7x2 1 80 213 14 0x1 Item 47 15x4 0 60 1x1 Item 48 21x4 1 84 0x1 Item 49 16x4 0 64 Item 50 15x4 60 Overall Weighted Mean 87

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Pearson r Computation for Organizational Culture and Its Relationship to Teachers’ Performance Direction y x2 y2 xy 3.8 2.52 14.44 6.3504 9.576 x 2.61 10.24 6.8121 8.352 3.2 2.58 10.24 6.6564 8.256 3.2 2.92 8.5264 8.76 3 2.25 5.0625 6.75 3 2.54 9 6.4516 8.128 3 2.79 9 7.7841 8.37 3.2 2.55 10.24 6.5025 10.2 3.2 2.6 9 8.32 4 2.58 6.6564 7.74 3 2.99 10.24 6.76 8.97 3 16 3 2.59 9 8.9401 7.77 2.64 9 6.9696 10.56 4 2.67 9 6.7081 10.68 4 2.55 6.5025 10.2 2.6 2.63 16 7.1289 6.838 4 2.65 16 7.0225 8.48 4 2.6 6.76 6.9169 10.4 3.2 2.53 16 6.4009 10.12 3.6 2.67 16 9.612 4 2.53 10.24 6.4009 10.12 3 2.69 12.96 6.76 8.07 4 2.96 16 8.7616 9.472 3.4 2.67 9 7.1289 9.078 3.2 2.58 16 6.6564 9.804 4 2.56 11.56 7.2361 10.24 3.8 2.62 10.24 6.8644 7.86 3 2.73 16 7.1289 8.19 3 2.67 14.44 7.1289 8.544 3.6 2.67 9 6.5536 9.612 3.2 2.78 9 7.7284 11.12 4 2.64 12.96 7.4529 10.56 4 2.52 10.24 6.3504 7.56 3 2.64 16 7.1289 7.92 3 2.61 16 6.8121 9.918 4 2.69 9 6.9696 10.76 3.8 2.55 9 6.5025 8.16 3 2.65 16 6.9696 7.95 3.2 2.67 14.44 7.1289 8.01 4 2.57 9 7.2361 10.28 3 2.79 10.24 7.7841 9.486 3 16 7.0225 3.4 2.55 9 6.5025 8.67 4 2 9 6.6049 6 3.4 2.67 11.56 7.1289 9.078 3 2.58 16 10.32 3.4 2.75 11.56 7.5625 11 4 2.65 9 4 7.95 4 2.65 11.56 7.0225 10.07 3 2.73 16 6.6564 10.92 3.8 2.77 16 7.6729 9.418 4 2.62 9 7.0225 7.86 3.4 2.61 14.44 6.8121 9.396 3 2.61 16 7.4529 10.44 3.6 2.67 11.56 7.1289 10.146 4 2.62 9 6.8644 7.86 3.8 2.74 12.96 7.5076 8.22 3 16 6.8121 3 2.66 14.44 7.0756 10.64 4 2 9 6.8644 8 4 2.65 9 7.0225 7.95 3 2.74 16 8.22 3 2.66 16 7.0756 7.98 4 2.58 9 4 10.32 3 9 6 3 2.64 16 7.5076 7.92 3 2 9 4 7.228 4 2.56 9 6.6564 10.24 2.6 2.78 9 7.7284 7.56 3 2.71 16 6.9696 8.13 3 2.52 6.76 6.3504 10.404 4 2.58 9 6.5536 10.32 3.6 2.89 9 8.3521 9.656 3 2.64 16 7.3441 7.92 3.4 2.84 12.96 8.0656 11 4 2.63 9 6.6564 10.52 4 2.75 11.56 7.5625 10.146 3 2.81 16 6.9696 8.43 3.8 2.67 16 7.1289 11.12 4 2.51 9 6.9169 10.04 4 2.78 14.44 7.7284 8 3 2.75 16 7.8961 8.25 4 16 9.18 4 2.88 9 6.3001 11.52 3.6 2 16 4 10.8 3 2.92 16 7.5625 8.76 4 2.55 12.96 6.5025 8 2.94 9 8.2944 11.76 4 2.7 16 7.59 ∑ ������ = 2.97 8.5264 8.91 3 16 7.29 9.072 322 ∑ ������������ = 8.6436 3.6 2 9 4 9.18 ∑ ������ = 1134.16 8.8209 ∑ ������������= 3.6 2.53 12.96 6.942 244.23 844.436 2.6 2.52 12.96 6.4009 8.544 ∑ ������������= 3.2 2.55 6.76 6.3504 10.04 644.786 4 2.67 10.24 6.5025 2.67 16 7.1289 2.51 7.1289 6.3001 88

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(844.436) − (322)(244.23) ������ = √[93(1134.16) − (322)2][93(644.786) − (244.23)2] 78532.55 − 78642.06 ������ = √[105476.9 − 103684][59965.05 − 59648.29] −109.512 ������ = √[1792.88][316.7586] −109.512 ������ = √567910.2 −109.512 ������ = 753.5981 ������ =-0.14532 Negligible Correlation Integration 3.4 2 11.56 4 6.8 xy 3.4 2.61 x2 y2 xy 3.4 2.78 11.56 7.7284 9.452 3 2.92 11.56 6.8121 8.874 3.6 2.54 8.5264 8.76 3.4 2.52 11.56 6.3504 8.568 3.2 2.55 9 6.4516 9.144 3.2 2.58 12.96 6.5025 8.16 3.4 2.89 11.56 8.3521 9.826 3.2 2.64 10.24 6.6564 8.256 3 2.55 10.24 6.9696 8.448 3.4 2.84 11.56 8.0656 9.656 4 2.65 10.24 6.5025 7.65 3.4 2.53 7.0225 10.6 3.4 2.75 11.56 7.5625 9.35 3.4 2.53 9 6.4009 8.602 4 2.96 16 6.4009 8.602 3 2.67 9 7.1289 8.01 3.8 2.58 11.56 8.7616 11.84 3.8 2.62 11.56 6.6564 9.804 3.6 2.78 12.96 7.7284 10.008 3.2 2.67 16 6.8644 9.956 3.6 2.78 14.44 7.1289 8.544 32946 3 2.52 14.44 7.7284 10.008 4 2.61 10.24 6.3504 7.56 3.2 2.55 10.24 6.5025 8.16 3.4 2.55 12.96 6.8121 10.44 3.4 2.67 9 6.5025 8.67 3 2.7 9 7.29 8.1 3 2.79 16 7.1289 9.078 3.2 2.55 11.56 7.7841 8.37 3.4 2 11.56 4 6.8 3.4 2.67 11.56 6.5025 8.16 3 2.75 9 7.1289 9.078 3 2.53 9 6.4009 7.59 3.4 2.65 10.24 7.5625 8.25 3.4 2.77 11.56 7.0225 9.01 3.2 2.52 10.24 6.3504 8.064 3.4 2.61 9 7.6729 9.418 3.4 2.67 11.56 6.8121 8.874 3 2.55 9 6.5025 7.65 3.4 2.74 11.56 7.1289 9.078 3.4 2.66 11.56 7.5076 9.316 3.8 2.67 14.44 7.1289 10.146 3.4 2.65 11.56 7.0756 9.044 3.4 2.66 11.56 7.0225 9.01 3 2.67 9 7.1289 8.01 11.56 7.0756 9.044 11.56 3.6 2.51 12.96 6.3001 9.036 11.56 3 2.52 9 6.3504 7.56 3 2.58 9 6.6564 7.74 3 2.25 9 5.0625 6.75 4 2.79 16 7.7841 11.16 3 2.6 9 6.76 7.8 3.6 2.99 12.96 8.9401 10.764 3 2.59 9 6.7081 7.77 3.8 2.67 14.44 7.1289 10.146 4 2.63 16 6.9169 10.52 3 2.6 9 6.76 7.8 3 2.67 9 7.1289 8.01 3.2 2.69 10.24 7.2361 8.608 3 2.67 9 7.1289 8.01 3 2.56 9 6.5536 7.68 3 2.73 9 7.4529 8.19 89

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.4 2.67 11.56 7.1289 9.078 4 2.64 16 6.9696 10.56 4 2.56 16 6.5536 10.24 3 2.64 9 6.9696 7.92 4 2.71 16 7.3441 10.84 4 2.58 16 6.6564 10.32 3 2.64 9 6.9696 7.92 4 2.64 16 6.9696 10.56 4 2.63 16 6.9169 10.52 3 2.69 9 7.2361 8.07 4 2.81 16 7.8961 11.24 4 2.51 16 6.3001 10.04 3 2.65 9 7.0225 7.95 4 2.75 16 7.5625 4 2.88 16 8.2944 11 3 2.57 9 6.6049 7.71 4 2.92 16 8.5264 11.52 4 2.94 16 8.6436 11.68 32946 4 2.97 16 8.8209 11.76 11.88 4 2.58 16 6.6564 10.32 ∑ ������ = ∑ ������ = ∑ ������������ = ∑ ������������= 320.2 244.23 1116.44 644.786 ∑ ������������= 3.6 2.65 12.96 7.0225 9.54 842.916 4 2.73 16 7.4529 10.92 4 2.62 16 6.8644 10.48 3 2.61 9 6.8121 7.83 3.8 2.62 14.44 6.8644 9.956 3.2 2 10.24 4 6.4 4 2.74 16 7.5076 10.96 4 2.58 16 6.6564 10.32 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(842.916) − (320.2)(244.23) ������ = √[93(1116.44) − (320.2)2][93(644.786) − (244.23)2] 78391.19 − 78202.45 ������ = √[103828.9 − 102528][59965.05 − 59648.29] 188.742 ������ = √[1300.88][316.7586] 188.742 ������ = √412064.9 188.742 ������ = 641.9228 ������ = 0.294026 Low Correlation Management Support 3.4 2.67 11.56 7.1289 9.078 x y x2 3.6 2.61 12.96 y2 xy 3.6 2.78 12.96 7.7284 10.008 3.4 2.92 11.56 6.8121 9.396 3.6 2.54 12.96 8.5264 9.928 3.4 2.52 11.56 6.3504 8.568 3.4 2.55 11.56 6.4516 9.144 3.6 2.58 12.96 6.5025 8.67 3.6 2.61 12.96 6.8121 9.396 3.4 2.64 11.56 6.6564 9.288 3.6 2.55 12.96 6.9696 8.976 3.4 2.55 11.56 6.5025 8.67 3.4 2.65 11.56 6.5025 9.18 3.6 2.53 12.96 7.0225 9.01 3.6 2.67 12.96 7.1289 9.612 3.4 2.53 11.56 6.4009 9.108 3.6 2.96 12.96 6.4009 8.602 3.4 2.79 11.56 7.7841 9.486 3.4 2.58 11.56 8.7616 10.656 3.6 2.62 12.96 6.6564 8.772 3.6 2.55 12.96 6.5025 9.18 6.8644 9.432 3.4 2.67 11.56 7.1289 9.078 3.6 2.75 12.96 7.5625 9.9 3.4 2.65 11.56 7.0225 9.01 3.6 2.77 12.96 7.6729 9.972 3.4 2.61 11.56 6.8121 8.874 3.6 2.67 12.96 7.1289 9.612 3.4 2.74 11.56 7.5076 9.316 90

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.6 2.66 12.96 7.0756 9.576 3.2 2.73 10.24 7.4529 8.736 3.4 2.65 11.56 7.0225 9.01 3.4 2.67 11.56 7.1289 9.078 3 2.66 7.0756 7.98 3.6 2.64 12.96 6.9696 9.504 3.8 2 9 7.6 3.4 2.64 11.56 6.9696 8.976 3 2.78 14.44 4 8.34 3.6 2.69 12.96 7.2361 9.684 3.2 2.52 7.7284 8.064 2.8 2.65 7.84 7.0225 7.42 3.6 2.89 9 6.3504 10.404 3.6 2.57 12.96 6.6049 9.252 2.8 2.84 10.24 8.3521 7.952 3 4 2.75 12.96 8.0656 11 3.6 2 9 4 6 4 2.67 7.84 7.5625 10.68 3.8 2.58 12.96 6.6564 9.288 3 2.78 7.1289 8.34 3 2.65 14.44 7.0225 10.07 42 16 7.7284 3 2.73 7.4529 8.19 3.4 2.55 16 8 3 2.62 9 6.8644 7.86 3.8 2.7 9 4 8.67 3 2.61 9 6.8121 7.83 3.2 2 16 6.5025 10.26 3 2.62 9 6.8644 7.86 3 2.53 11.56 6.4 3.8 9 3.4 2.52 14.44 7.29 3.2 2 9 4 6 3.8 2.55 10.24 4 7.59 3.2 2.74 14.44 7.5076 10.412 3.6 2.67 8.568 3.2 2.58 10.24 6.6564 8.256 2.8 2.67 9 6.4009 9.69 3 2.64 10.24 6.9696 8.448 3.2 2.51 11.56 6.3504 9.612 3 2.56 10.24 6.5536 8.192 3 2.52 14.44 6.5025 7.476 3 2.71 9 7.3441 3.6 2.58 12.96 7.1289 8.032 3.6 2.58 9 6.6564 8.13 3 2.25 7.84 7.1289 7.56 3.6 2.64 9 6.9696 7.74 3.2 2.79 10.24 6.3001 9.288 3.8 2.63 12.96 6.9169 7.92 3.6 2.6 6.3504 6.75 3 2.81 12.96 7.8961 9.468 3.2 2.99 9 6.6564 8.928 3 2.51 14.44 6.3001 10.116 3.6 2.59 12.96 5.0625 9.36 3 2.75 9 7.5625 9.538 3.4 2.67 7.7841 9.568 4 2.88 9 8.2944 8.25 3 2.63 9 9.324 3 2.92 9 8.5264 8.64 3.2 2.6 10.24 6.76 9.078 2.94 16 8.6436 8.76 3 2.67 12.96 8.9401 7.89 ∑ ������ = 2.97 9 8.8209 11.76 3 2.69 10.24 6.7081 8.32 311.8 8.91 3 2.67 12.96 7.1289 8.01 ∑ ������ = ∑ ������������ = ∑ ������������= 2 2.56 11.56 6.9169 8.07 244.23 1055.72 644.786 ∑ ������������= 818.73 Computation for r: 9 6.76 8.01 10.24 7.1289 5.12 7.2361 9 9 7.1289 6.5536 9 4 ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(818.73) − (311.8)(244.23) ������ = √[93(1055.72) − (311.8)2][93(644.786) − (244.23)2] 76141.89 − 76150.91 ������ = √[98181.96 − 97219.24][59965.05 − 59648.29] −9.024 ������ = √[962.72][316.7586] 188.742 ������ = √304949.8 188.742 ������ = 552.2226 ������ = -0.01634 Negligible Correlation 91

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Control y x2 y2 xy 3 2.51 9 6.3001 7.53 x 2.61 10.24 6.8121 8.352 3.2 2.52 10.24 6.3504 8.064 3.2 2.92 8.5264 8.76 2.8 2.58 7.84 6.6564 7.224 3 2.54 9 6.4516 8.128 3.2 2.25 10.24 5.0625 3.2 2.55 10.24 6.5025 9.69 3 2.79 7.7841 7.2 3.8 2.58 14.44 6.6564 8.256 3.2 2.6 9 8.37 3.2 2.64 10.24 6.9696 6.864 2.6 2.99 10.24 6.76 8.32 2.6 2.55 6.76 6.5025 8.16 3.2 2.59 6.76 8.9401 7.774 3.2 2.65 10.24 7.0225 7.95 3.8 2.67 10.24 6.7081 8.288 3 2.53 6.4009 8.096 3.2 2.63 14.44 7.1289 10.146 3.2 2.53 9 6.4009 9.614 3 2.6 10.24 6.9169 8.416 3.8 2.96 10.24 8.7616 9.472 3.2 2.67 7.8 3.2 14.44 3 2.69 9 6.76 8.544 2.58 10.24 6.6564 7.74 3 2.67 10.24 7.1289 8.07 3 2.62 6.8644 8.384 2.4 2.56 7.2361 8.01 3.2 2.67 9 7.1289 10.68 3 2.73 9 7.1289 6.144 4 2.78 10.24 7.7284 8.896 3.6 2.67 9 6.5536 8.19 3.2 2.52 6.3504 9.072 3.4 2.64 5.76 7.4529 9.612 3.6 2.61 16 6.8121 8.352 3 2.64 9 7.1289 8.976 3.2 2.55 10.24 6.5025 8.16 3.2 2.69 12.96 6.9696 7.92 3.2 2.67 12.96 7.1289 8.544 3 2.65 11.56 6.9696 8.608 3.2 2.79 10.24 7.7841 11.16 3.4 2.57 9 7.2361 7.95 4 2.55 10.24 6.5025 8.16 3.6 10.24 7.0225 8.738 3.2 2.67 10.24 7.1289 10.146 3.6 2 9 6.6049 7.2 3.8 2.75 7.5625 3.8 2.58 11.56 9.288 3.2 2.65 16 7.0225 8.8 2.6 2.65 12.96 4 10.07 4 2.77 10.24 7.6729 10.6 3 2.73 12.96 6.6564 7.098 3.2 2.61 14.44 6.8121 8.864 2.8 2.62 14.44 7.0225 7.86 3 2.67 10.24 7.1289 7.83 3 2.61 6.76 7.4529 7.308 3.2 2.74 7.5076 8.544 3 2.62 9 6.8644 7.86 3.2 2.66 16 7.0756 8.768 3.4 7.84 6.8121 3.2 10.24 8.512 3.8 2 9 6.8644 6 2.65 7.0225 3 2.74 9 9.316 3.2 2.66 9 7.0756 8.48 3 2.58 11.56 4 9.804 3.2 10.24 8.512 3 2.64 14.44 7.5076 7.92 4 2 10.24 4 3 2.56 9 6.6564 7.68 3.2 2.78 10.24 7.7284 8 3 2.71 9 6.9696 8.13 3.2 2.52 6.3504 8.896 3 2.58 9 6.5536 7.74 3 2.89 10.24 8.3521 8.064 4 2.64 9 7.3441 7.92 3.2 2.84 10.24 8.0656 8.67 2.4 2.63 9 6.6564 7.89 3 2.75 7.5625 9.088 4 2.81 9 6.9696 11.24 3.2 2.67 16 7.1289 8.25 3 2.51 16 6.9169 6.024 3.2 2.78 10.24 7.7284 8.544 3.4 2.75 5.76 7.8961 3.2 10.24 8.896 3.6 2.88 16 6.3001 11 3.4 2 4 3.4 2.92 9 7.5625 8.64 3.2 2.55 9 6.5025 6.4 2.94 11.56 8.2944 9.928 3 2.7 10.24 8.67 ∑ ������ = 2.97 12.96 8.5264 10.584 3.2 7.29 8.64 300.2 11.56 8.6436 10.098 3 2 9 4 ∑ ������ = 8.8209 3.2 2.53 10.24 6 244.23 ∑ ������������ = ∑ ������������= 3.6 2.52 10.24 6.4009 8.096 979.88 ∑ ������������= 788.128 3.2 2.55 10.24 6.3504 7.56 644.786 2.67 11.56 6.5025 8.16 2.67 10.24 7.1289 9.612 7.1289 8.544 9 10.24 9 10.24 12.96 10.24 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 92

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 93(788.128) − (300.2)(244.23) ������ = √[93(979.88) − (300.2)2][93(644.786) − (244.23)2] 73295.9 − 73317.85 ������ = √[91128.84 − 90120.04][59965.05 − 59648.29] −21.942 ������ = √[1008.8][316.7586] −21.942 ������ = √319546.1 −21.942 ������ = 565.2841 ������ = -0.03882 Negligible Correlation Reward System 2.6 2 6.76 4 5.2 xy 2.6 2.61 x2 y2 xy 3.2 2.55 10.24 6.5025 8.16 3 2.92 6.76 6.8121 6.786 2.6 2.54 8.5264 8.76 3.8 2.7 14.44 7.29 10.26 3.4 2.55 9 6.4516 6.604 2.6 2.58 6.76 6.5025 8.67 3.2 2 10.24 4 6.4 2.8 2.64 11.56 6.6564 6.708 2.6 2.55 6.76 6.9696 7.392 3 2.53 9 6.4009 7.59 3 2.65 7.84 6.5025 6.63 2.6 2.53 6.76 7.0225 7.95 3.2 2.52 10.24 6.3504 8.064 3.6 2.53 6.4009 6.578 2.6 2.96 9 6.4009 9.108 4 2.55 16 6.5025 10.2 4 2.58 6.76 8.7616 7.696 2.6 2.62 12.96 6.6564 10.32 3.2 2.67 10.24 7.1289 8.544 3.4 2.67 6.76 6.8644 6.812 2.6 2.78 16 7.1289 9.078 3 2.67 9 7.1289 8.01 3.8 2.52 6.76 7.7284 7.228 2.6 2.61 11.56 6.3504 9.576 3.2 2.51 10.24 6.3001 8.032 3.8 2.55 6.76 6.8121 6.786 2.6 2.67 14.44 6.5025 9.69 3.4 2.52 11.56 6.3504 8.568 3.2 2.79 6.76 7.1289 6.942 2.6 2.55 14.44 7.7841 8.928 3.2 2.58 10.24 6.6564 8.256 4 2.67 6.76 6.5025 6.63 2.6 2.75 10.24 7.1289 10.68 3 2.25 9 5.0625 6.75 3 2.65 6.76 7.5625 7.15 2.6 2.77 16 7.0225 7.95 3.2 2.79 10.24 7.7841 8.928 3 2.61 6.76 7.6729 7.202 2.6 2.67 6.8121 7.83 3.6 2.6 12.96 6.76 9.36 3 2.74 9 7.1289 6.942 2.6 2.66 6.76 7.5076 8.22 3.2 2.99 10.24 8.9401 9.568 4 2.65 7.0756 6.916 3.2 2.66 9 7.0225 10.6 3 2.59 9 6.7081 7.77 2.6 2 6.76 7.0756 8.512 3.2 2.78 3.2 2.67 10.24 7.1289 8.544 3.4 2.52 9 4 5.2 3.2 2.89 6.76 7.7284 8.896 3 2.63 9 6.9169 7.89 2.8 2.84 16 6.3504 8.568 3.2 2.75 10.24 8.3521 9.248 3.2 2.6 10.24 6.76 8.32 3 2.67 6.76 8.0656 7.952 3.2 2.78 10.24 7.5625 3 2.67 9 7.1289 8.01 11.56 7.1289 8.8 10.24 7.7284 8.01 3.2 2.69 10.24 7.2361 8.608 7.84 8.896 10.24 3 2.67 9 7.1289 8.01 9 3.2 2.56 10.24 6.5536 8.192 10.24 2.4 2.73 5.76 7.4529 6.552 3.2 2.67 10.24 7.1289 8.544 3 2.64 9 6.9696 7.92 3.6 2.64 12.96 6.9696 9.504 2.4 2.69 5.76 7.2361 6.456 3.2 2.65 10.24 7.0225 8.48 3.8 2.57 14.44 6.6049 9.766 3.2 2 10.24 4 6.4 4 2.58 16 6.6564 10.32 3.2 2.65 10.24 7.0225 8.48 4 2.73 16 7.4529 10.92 3 2.62 9 6.8644 7.86 4 2.61 16 6.8121 10.44 2.8 2.62 7.84 6.8644 7.336 2.6 2 6.76 4 5.2 3 2.74 9 7.5076 8.22 3.8 2.58 14.44 6.6564 9.804 93

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3 2.64 9 6.9696 7.92 1.6 2.88 2.56 8.2944 4.608 8.704 4 2.92 16 8.5264 11.68 3.4 2.56 11.56 6.5536 3.2 2.94 10.24 8.6436 9.408 9.756 3 2.97 9 8.8209 8.91 3.6 2.71 12.96 7.3441 7.74 5.808 ∑ ������ = ∑ ������ = ∑ ������������ = ∑ ������������= ∑ ������������= 3 2.58 9 6.6564 289 244.23 917.88 644.7855 759.088 7.89 2.2 2.64 4.84 6.9696 9.554 7.53 3 2.63 9 6.9169 7.7 3.4 2.81 11.56 7.8961 3 2.51 9 6.3001 2.8 2.75 7.84 7.5625 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(759.088) − (289)(244.23) ������ = √[93(917.88) − (289)2][93(644.786) − (244.23)2] 70595.18 − 70582.47 ������ = √[85362.84 − 83521][59965.05 − 59648.29] 12.714 ������ = √[1841.84][316.7586] 12.714 ������ = √583418.7 12.714 ������ = 763.8185 ������ = 0.016645 Negligible Correlation Communication Patterns 3 2.67 9 7.1289 8.01 x y x2 3.2 2.61 10.24 y2 xy 3.2 2.75 10.24 7.5625 8.8 3 2.92 9 6.8121 8.352 3.2 2.54 10.24 8.5264 8.76 3 2.65 9 7.0225 7.95 3 2.55 9 6.4516 8.128 3.2 2.58 10.24 6.5025 7.65 3.2 2.77 10.24 7.6729 8.864 3 2.64 9 6.6564 8.256 3.2 2.55 10.24 6.9696 7.92 3 2.61 9 6.8121 7.83 3 2.65 9 6.5025 8.16 3.2 2.53 10.24 7.0225 7.95 3.2 2.67 10.24 7.1289 8.544 3 2.53 9 6.4009 8.096 3.2 2.96 10.24 6.4009 7.59 3 2.74 9 7.5076 8.22 3 2.58 9 8.7616 9.472 3.2 2.62 10.24 6.6564 7.74 3.2 2.66 10.24 7.0756 8.512 3 2.67 9 6.8644 8.384 3.2 2.78 10.24 7.1289 8.01 3 2.65 9 7.0225 7.95 3 2.52 9 7.7284 8.896 3.2 2.61 10.24 6.3504 7.56 3 2.66 9 7.0756 7.98 3 2.55 9 6.8121 8.352 3.2 2.67 10.24 6.5025 7.65 3.4 2 11.56 4 6.8 3 2.79 9 7.1289 8.544 3.2 2.55 10.24 7.7841 8.37 3.2 2.78 10.24 7.7284 8.896 6.5025 8.16 3 2.52 9 6.3504 7.56 3.6 2.89 12.96 8.3521 10.404 3 2.84 9 8.0656 8.52 4 2.75 16 7.5625 11 3 2.67 9 7.1289 8.01 4 2.78 16 7.7284 11.12 3 29 4 6 4 2.55 16 6.5025 10.2 3.4 2.7 11.56 7.29 9.18 4 2 16 4 8 3 2.53 9 6.4009 7.59 94

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3.4 2.52 11.56 6.3504 8.568 3.4 2.58 11.56 6.6564 8.772 3.8 2.65 14.44 7.0225 10.07 3 2.55 9 6.5025 7.65 4 2.73 7.4529 10.92 3 2.62 16 6.8644 7.86 4 2.67 16 7.1289 10.68 2.6 2.61 9 6.8121 6.786 3 2.62 6.76 6.8644 7.86 3.2 2.67 10.24 7.1289 8.544 3.4 9 3 2 11.56 4 6.8 2.8 2.51 7.84 6.3001 7.028 3 2.74 9 7.5076 8.22 3.2 2.58 9 6.6564 7.74 3.4 2.52 11.56 6.3504 8.568 3 2.64 10.24 6.9696 8.448 3.2 2.56 9 6.5536 7.68 2.8 2.58 7.84 6.6564 7.224 2.8 2.71 10.24 7.3441 8.672 3 2.58 7.84 6.6564 7.224 3.2 2.25 10.24 5.0625 7.2 3.2 2.64 9 6.9696 7.92 3 2.63 10.24 6.9169 8.416 3 2.79 9 7.7841 8.37 4 2.81 9 7.8961 8.43 1.4 2.51 16 6.3001 10.04 3 2.6 9 6.76 7.8 4 2.75 1.96 7.5625 3.85 3 2.88 16 8.2944 11.52 3.6 2.99 12.96 8.9401 10.764 4 2.92 9 8.5264 8.76 3 2.94 16 8.6436 11.76 3 2.59 9 6.7081 7.77 2.97 9 8.8209 8.91 ∑ ������ =296.2 ∑ ������ = ∑ ������������= 2.6 2.67 6.76 7.1289 6.942 244.2 ∑ ������������ = 644.785 ∑ ������������= 957.64 777.304 3 2.63 9 6.9169 7.89 3 5 3.6 2.6 12.96 6.76 9.36 3 2.67 9 7.1289 8.01 3.4 2.69 11.56 7.2361 9.146 3 2.67 9 7.1289 8.01 2.8 2.56 7.84 6.5536 7.168 3 2.73 9 7.4529 8.19 3.2 2.67 10.24 7.1289 8.544 3 2.64 9 6.9696 7.92 4 2.64 16 6.9696 10.56 3 2.69 9 7.2361 8.07 2.8 2.65 7.84 7.0225 7.42 3 2.57 9 6.6049 7.71 3.8 2 14.44 4 7.6 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(777.304) − (296.2)(244.23) ������ = √[93(957.64) − (296.2)2][93(644.786) − (244.23)2] 722989.27 − 72340.93 ������ = √[89060.52 − 87734.44][59965.05 − 59648.29] −51.654 ������ = √[1326.08][316.7586] −51.654 ������ = √420047.2 −51.654 ������ = 648.1105 ������ = −0.0797 Negligible Correlation Individual Initiative 3 2.54 9 6.4516 7.62 xy 3 2.61 x2 y2 xy 3.8 2.55 14.44 6.5025 9.69 3.6 2.92 9 6.8121 7.83 12.96 8.5264 10.512 3 2.58 9 6.6564 7.74 4 2.64 16 6.9696 10.56 3 2.55 9 6.5025 7.65 95

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 4 2.65 16 7.0225 10.6 3.8 2.6 14.44 6.76 9.88 3 2.99 9 8.9401 8.97 3.6 2.53 12.96 6.4009 9.108 3.8 2.59 6.7081 9.842 4 2.67 14.44 7.1289 10.68 4 2.53 16 6.4009 10.12 3.2 2.63 16 6.9169 8.416 4 2.6 10.4 3 2.96 9 8.7616 8.88 3 2.67 10.24 6.76 8.01 3.6 2.69 16 7.1289 9.684 4 2.58 16 6.6564 10.32 3.2 2.67 9 7.2361 8.544 3.8 2.56 7.1289 9.728 3.2 2.62 10.24 6.8644 8.384 3.6 2.73 12.96 6.5536 9.828 3.2 2.67 10.24 7.4529 8.544 4 2.67 16 7.1289 10.68 3.6 2.64 14.44 7.1289 9.504 3.2 2.64 12.96 6.9696 8.448 3.2 2.78 10.24 7.7284 8.896 3.6 2.69 10.24 6.9696 9.684 3.2 2.65 12.96 7.2361 8.48 3.4 2.52 11.56 6.3504 8.568 3.6 2.57 10.24 7.0225 9.252 3.2 12.96 6.6049 6.4 4 2.61 16 6.8121 10.44 3.6 2 10.24 9.288 3.2 2.58 12.96 4 8.48 3 2.55 9 6.5025 7.65 3.6 2.65 10.24 6.6564 9.828 3.2 2.73 12.96 7.0225 8.384 3.4 2.67 11.56 7.1289 9.078 3.6 2.62 10.24 7.4529 9.396 3.2 2.61 12.96 6.8644 8.384 3 2.79 9 7.7841 8.37 3.6 2.62 10.24 6.8121 7.2 3.2 12.96 6.8644 8.768 3.4 2.55 11.56 6.5025 8.67 3.6 2 10.24 9.288 3.2 2.74 12.96 4 8.448 3 2.67 9 7.1289 8.01 3.6 2.58 10.24 7.5076 9.216 3.2 2.64 12.96 6.6564 8.672 3.6 2.75 12.96 7.5625 9.9 3.6 2.56 10.24 6.9696 9.288 3.2 2.71 12.96 6.5536 8.448 3 2.65 9 7.0225 7.95 3.6 2.58 10.24 7.3441 9.468 3.2 2.64 12.96 6.6564 8.992 3.4 2.77 11.56 7.6729 9.418 3.6 2.63 10.24 6.9696 9.036 3.2 2.81 12.96 6.9169 8.8 4 2.61 16 6.8121 10.44 3.6 2.51 10.24 7.8961 10.368 3.2 2.75 12.96 6.3001 9.344 3.4 2.67 11.56 7.1289 9.078 3.6 2.88 10.24 7.5625 10.584 3.2 2.92 12.96 8.2944 9.504 3 2.74 9 7.5076 8.22 2.94 10.24 8.5264 ∑ ������ =317 2.97 12.96 8.6436 ∑ ������������= 3.4 2.66 11.56 7.0756 9.044 10.24 8.8209 831.52 ∑ ������ = 3 2.65 9 7.0225 7.95 244.23 ∑ ������������ = ∑ ������������= 1091.56 644.7855 3.4 2.66 11.56 7.0756 9.044 3 29 46 2.8 2.78 7.84 7.7284 7.784 3 2.52 9 6.3504 7.56 3.8 2.89 14.44 8.3521 10.982 3 2.84 9 8.0656 8.52 4 2.75 16 7.5625 11 3 2.67 9 7.1289 8.01 3.4 2.78 11.56 7.7284 9.452 4 2 16 4 8 3.4 2.55 11.56 6.5025 8.67 4 2.7 16 7.29 10.8 3.8 2 14.44 4 7.6 3.6 2.53 12.96 6.4009 9.108 2.8 2.52 7.84 6.3504 7.056 3.6 2.55 12.96 6.5025 9.18 3 2.67 9 7.1289 8.01 3.4 2.67 11.56 7.1289 9.078 3 2.51 9 6.3001 7.53 3.6 2.52 12.96 6.3504 9.072 3 2.58 9 6.6564 7.74 3.6 2.25 12.96 5.0625 8.1 3 2.79 9 7.7841 8.37 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(831.52) − (317)(244.23) ������ = √[93(1091.56) − (317)2][93(644.786) − (244.23)2] 77331.63 − 77420.91 ������ = √[101515.1 − 100489][59965.05 − 59648.29] 96

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School −89.55 ������ = √[1026.08][316.7586] −89.55 ������ = √325019.7 −89.55 ������ = 570.105 ������ = −0.15708 Negligible Correlation Risk Tolerance x2 y2 xy 3 2.67 9 7.1289 8.01 xy 14.44 6.8121 9.918 3.2 2.51 10.24 6.3001 8.032 3.8 2.61 8.5264 8.76 4 2.52 6.3504 10.08 3 2.92 9 6.4516 9.652 3.2 2.58 16 6.6564 8.256 3.8 2.54 14.44 6.5025 10.2 3.6 2.25 10.24 5.0625 4 2.55 6.6564 9.804 3.2 2.79 12.96 7.7841 8.1 3.8 2.58 16 6.9696 7.92 3.6 2.6 10.24 8.928 3 2.64 14.44 6.5025 9.69 3.2 2.99 12.96 6.76 9.36 3.8 2.55 7.0225 7.95 3.6 2.59 10.24 8.9401 9.568 3 2.65 9 6.4009 9.614 3.2 2.67 12.96 6.7081 9.324 3.8 2.53 14.44 6.4009 7.59 3 2.63 10.24 7.1289 8.544 3 2.53 8.7616 11.248 3.2 2.6 6.9169 7.89 3.8 2.96 9 6.6564 10.32 3 2.67 9 8.32 4 2.58 14.44 6.8644 9.956 3.2 2.69 10.24 6.76 8.01 3.8 2.62 7.1289 10.68 4 2.67 7.1289 8.608 4 2.67 9 7.7284 10.564 3 2.56 9 7.2361 10.68 3.8 2.78 14.44 6.3504 10.08 3.8 2.73 10.24 7.1289 7.68 4 2.52 6.8121 9.918 3.6 2.67 6.5536 10.374 3.8 2.61 16 6.5025 8.67 2.2 2.64 16 7.4529 9.612 3.4 2.55 14.44 7.1289 10.146 3.8 2.64 9 7.1289 5.808 3.8 2.67 7.7841 10.044 3.6 2.69 14.44 6.9696 10.032 3.6 2.79 16 6.5025 9.69 4 2.65 12.96 6.9696 9.684 3.8 2.55 14.44 7.1289 10.68 3.6 2.57 4.84 7.2361 10.6 4 2.67 7.5625 10.45 4 14.44 7.0225 9.252 3.8 2.75 16 7.0225 8.48 3.4 2 12.96 6.6049 3.2 2.65 14.44 7.6729 10.526 3.8 2.58 16 8 3.8 2.77 11.56 6.8121 7.83 3 2.65 12.96 4 8.772 3 2.61 14.44 7.1289 10.146 3.8 2.73 16 6.6564 10.07 3.8 2.67 12.96 7.5076 8.22 2.8 2.62 11.56 7.0225 8.19 3 2.74 14.44 7.0756 10.108 3 2.61 14.44 7.4529 9.956 3.8 2.66 7.0225 9.01 3.6 2.62 9 6.8644 7.308 3.4 2.65 16 7.0756 8.512 3 14.44 6.8121 7.86 3.2 2.66 14.44 7.2 4 2 7.84 6.8644 3.6 2 10.24 4 8.896 3 2.74 9 7.2 3.2 2.78 14.44 7.7284 9.576 4 2.58 12.96 4 8.22 3.8 2.52 6.3504 3 2.64 9 7.5076 10.32 9 9.248 3.2 2.56 16 6.6564 7.92 3.2 2.89 14.44 8.3521 10.792 3 2.71 9 6.9696 10.24 3.8 2.84 8.0656 8.8 3.8 2.58 16 6.5536 8.13 3.2 2.75 9 7.5625 10.146 4 2.64 9 7.3441 8.256 3.8 2.67 14.44 7.1289 8.896 3.2 2.63 10.24 6.6564 7.92 3.2 2.78 11.56 7.7284 6.8 4 2.81 9 6.9696 9.994 3.4 2 10.24 8.16 3 2.51 14.44 6.9169 11.24 3.2 2.55 12.96 4 8.1 3 2.75 16 7.8961 8.032 3 2.7 10.24 6.5025 6.4 4 2.88 10.24 6.3001 11 3.2 2 14.44 10.12 3 2.92 16 7.5625 8.64 4 2.53 7.29 8.064 2.94 9 8.2944 8.76 3.2 2.52 10.24 4 10.2 ∑ ������ =323.2 2.97 9 8.5264 11.76 4 2.55 14.44 8.544 16 8.6436 8.91 3.2 2.67 10.24 6.4009 ∑ ������ = 9 8.8209 14.44 6.3504 244.23 ∑ ������������= 10.24 6.5025 ∑ ������������ = ∑ ������������= 847.768 11.56 7.1289 1138.24 644.7855 10.24 9 10.24 16 10.24 16 10.24 97

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(847.768) − (323.2)(244.23) ������ = √[93(1138.24) − (323.2)2][93(644.786) − (244.23)2] 78842.42 − 78935.14 ������ = √[105856.3 − 104458.2][59965.05 − 59648.29] −92.712 ������ = √[1398.08][316.7586] −92.712 ������ = √442853.9 −92.712 ������ = 665.4727 ������ = −0.13932 Negligible Correlation Identity 3 29 4 6 x y x2 y2 xy 3.6 2.78 12.96 7.7284 10.008 3.6 2.61 12.96 6.8121 9.396 3.2 2.52 10.24 6.3504 8.064 3 2.92 9 8.5264 8.76 3.6 2.89 12.96 8.3521 10.404 3.6 2.54 12.96 6.4516 9.144 4 2.84 16 8.0656 11.36 3.8 2.55 14.44 6.5025 9.69 3 2.75 9 7.5625 8.25 3.6 2.58 12.96 6.6564 9.288 4 2.67 16 7.1289 10.68 3 2.64 9 6.9696 7.92 3.4 2.78 11.56 7.7284 9.452 3.6 2.55 12.96 6.5025 9.18 4 2 16 4 8 3.2 2.65 10.24 7.0225 8.48 3 2.55 9 6.5025 7.65 3.6 2.53 12.96 6.4009 9.108 4 2.7 16 7.29 10.8 3.8 2.53 14.44 6.4009 9.614 3.6 2 12.96 4 7.2 3.6 2.96 12.96 8.7616 10.656 4 2.53 16 6.4009 10.12 3 2.58 9 6.6564 7.74 3.2 2.52 10.24 6.3504 8.064 3.6 2.62 12.96 6.8644 9.432 4 2.55 16 6.5025 10.2 4 2.67 16 7.1289 10.68 3 2.67 9 7.1289 8.01 3.6 2.78 12.96 7.7284 10.008 4 2.67 16 7.1289 10.68 3.8 2.52 14.44 6.3504 9.576 3 2.51 9 6.3001 7.53 3.6 2.61 12.96 6.8121 9.396 4 2.52 16 6.3504 10.08 4 2.55 16 6.5025 10.2 3 2.58 9 6.6564 7.74 3.6 2.67 12.96 7.1289 9.612 4 2.25 16 5.0625 9 4 2.79 16 7.7841 11.16 3 2.79 9 7.7841 8.37 3.6 2.55 12.96 6.5025 9.18 4 2.6 16 6.76 10.4 4 2.67 16 7.1289 10.68 3 2.99 9 8.9401 8.97 3.6 2.75 12.96 7.5625 9.9 4 2.59 16 6.7081 10.36 3 2.65 9 7.0225 7.95 3.4 2.67 11.56 7.1289 9.078 3.6 2.77 12.96 7.6729 9.972 4 2.63 16 6.9169 10.52 4 2.61 16 6.8121 10.44 2.2 2.6 4.84 6.76 5.72 3.6 2.67 12.96 7.1289 9.612 4 2.67 16 7.1289 10.68 3 2.74 9 7.5076 8.22 3.6 2.69 12.96 7.2361 9.684 3.6 2.66 12.96 7.0756 9.576 4 2.67 16 7.1289 10.68 3 2.65 9 7.0225 7.95 3.6 2.56 12.96 6.5536 9.216 3.6 2.66 12.96 7.0756 9.576 4 2.73 16 7.4529 10.92 3.6 2.67 12.96 7.1289 9.612 98

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 4 2.64 16 6.9696 10.56 3.2 2.64 10.24 6.9696 8.448 4 2.56 16 6.5536 10.24 3 2.64 9 6.9696 7.92 3.2 2.71 7.3441 8.672 4 2.58 10.24 6.6564 10.32 4 2.69 16 7.2361 10.76 3 2.64 16 6.9696 7.92 4 2.63 9 6.9169 10.52 3 2.65 9 7.0225 7.95 2.2 2.81 16 7.8961 6.182 4 2.51 4.84 6.3001 10.04 4 2.57 16 6.6049 10.28 3 2.75 16 7.5625 8.25 4 2.88 9 8.2944 11.52 3 2 9 46 3 2.92 16 8.5264 8.76 4 2.94 9 8.6436 11.76 4 2.58 16 6.6564 10.32 3 2.97 16 8.8209 8.91 9 3 2.65 9 7.0225 7.95 ∑ ������ =329.2 ∑ ������ = ∑ ������������= ∑ ������������= 244.23 ∑ ������������ = 644.7855 863.572 4 2.73 16 7.4529 10.92 1183.92 3.2 2.62 10.24 6.8644 8.384 4 2.61 16 6.8121 10.44 3 2.62 9 6.8644 7.86 4 2 16 48 3.2 2.74 10.24 7.5076 8.768 4 2.58 16 6.6564 10.32 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(863.572) − (329.2)(244.23) ������ = √[93(1183.92) − (329.2)2][93(644.786) − (244.23)2] 80312.2 − 80400.52 ������ = √[110104.6 − 108372.6][59965.05 − 59648.29] −88.32 ������ = √[1731.92][316.7586] −88.32 ������ = √548600.6 −88.32 ������ = 740.6757 ������ = −0.11924 Negligible Correlation Conflict Tolerance 3 2.78 9 7.7284 8.34 xy 3 2.61 x2 y2 xy 4 2.52 16 6.3504 10.08 3.2 2.92 9 6.8121 7.83 10.24 8.5264 9.344 3 2.61 9 6.8121 7.83 3 2.54 2.6 2.55 9 6.4516 7.62 3.6 2.55 12.96 6.5025 9.18 3 2.58 6.76 6.5025 6.63 3.4 2.64 6.6564 7.74 3 2.67 9 7.1289 8.01 3 2.55 9 6.9696 8.976 4 2.65 11.56 6.5025 7.65 3.4 2.79 11.56 7.7841 9.486 3 2.53 7.0225 10.6 3.6 2.53 9 6.4009 7.59 3 2.55 9 6.5025 7.65 3 2.96 16 6.4009 9.108 3.4 2.58 9 8.7616 8.88 3.6 2.67 12.96 7.1289 9.612 3 2.62 12.96 6.6564 8.772 4 2.67 9 6.8644 7.86 3 2.75 9 7.5625 8.25 11.56 7.1289 10.68 9 4 2.65 16 7.0225 10.6 16 3 2.77 9 7.6729 8.31 2.8 2.61 7.84 6.8121 7.308 3 2.67 9 7.1289 8.01 3.4 2.74 11.56 7.5076 9.316 3 2.66 9 7.0756 7.98 4 2.65 16 7.0225 10.6 99

Organizational Culture and Its Relationship to Teachers’ Performance in Pacita Complex National High School 3 2.66 9 7.0756 7.98 3 2.67 9 7.1289 8.01 4.8 2.4 2.64 5.76 6.9696 6.336 2.4 2 5.76 4 8.34 3 2.64 6.9696 7.92 8.064 3.4 2.69 9 7.2361 9.146 3 2.78 9 7.7284 8.67 3 2.65 11.56 7.0225 7.95 5.68 3 2.57 6.6049 7.71 3.2 2.52 10.24 6.3504 8.25 3 9 9.612 3 2 9 4 6 3 2.89 9 8.3521 8.34 3 2.58 9 6.6564 7.74 5.2 3 2.65 9 7.0225 7.95 2 2.84 4 8.0656 7.65 3 2.73 9 7.4529 8.19 8.64 3 2.62 9 6.8644 7.86 3 2.75 9 7.5625 6 3 2.61 9 6.8121 7.83 8.096 3 2.62 9 6.8644 7.86 3.6 2.67 12.96 7.1289 7.56 3 9 3.2 2 9 4 6 3 2.78 9 7.7284 9.18 3 2.74 9 7.5076 8.22 8.01 4 2.58 10.24 6.6564 8.256 2.6 2 6.76 4 8.544 3 2.64 9 6.9696 7.92 7.53 1.6 2.56 16 6.5536 10.24 3 2.55 9 6.5025 10.08 3 2.71 9 7.3441 8.13 7.74 4 2.58 2.56 6.6564 4.128 3.2 2.7 10.24 7.29 3 2.64 9 6.9696 7.92 9 3 2.63 16 6.9169 10.52 3 29 4 8.37 3 2.81 9 7.8961 8.43 8.32 3 2.51 9 6.3001 7.53 3.2 2.53 10.24 6.4009 8.97 3 2.75 9 7.5625 8.25 8.288 3.8 2.88 9 8.2944 8.64 3 2.52 9 6.3504 8.01 3.2 2.92 9 8.5264 8.76 7.89 2.94 14.44 8.6436 11.172 3.6 2.55 12.96 6.5025 7.8 ∑ ������ =292 2.97 10.24 8.8209 9.504 10.68 3 2.67 9 7.1289 8.07 ∑ ������ = ∑ ������������ = ∑ ������������= ∑ ������������= 8.01 244.23 932.64 644.7855 767.208 3.2 2.67 10.24 7.1289 7.68 3 2.51 9 6.3001 8.19 4 2.52 16 6.3504 3 2.58 9 6.6564 4 2.25 16 5.0625 3 2.79 9 7.7841 3.2 2.6 10.24 6.76 3 2.99 9 8.9401 3.2 2.59 10.24 6.7081 3 2.67 9 7.1289 3 2.63 9 6.9169 3 2.6 9 6.76 4 2.67 16 7.1289 3 2.69 9 7.2361 3 2.67 9 7.1289 3 2.56 9 6.5536 3 2.73 9 7.4529 Computation for r: ������(∑ ������������) − ( ∑ ������)( ∑ ������) ������ = √[������ ∑ ������ 2 – (∑ ������)2][������ ∑ ������ 2 – (∑ ������)2] 93(767.208) − (292)(244.23) ������ = √[93(932.64) − (292)2][93(644.786) − (244.23)2] 71350.34 − 71315.16 ������ = √[86735.52 − 85264][59965.05 − 59648.29] 35.184 ������ = √[1471.52][316.7586] 35.184 ������ = √466116.6 35.184 ������ = 682.7273 ������ = 0.051534 Negligible Correlation 100