| Summary: | 碩士 === 國立政治大學 === 教育研究所 === 94 === Administrative personnel have a critical impact to the overall success of the organization; therefore, the stability and turnover situation of those teachers who also perform administrative functions (referred as administrative teachers) is very important to the school itself. In addition, the work pressure and job satisfaction have close relationship to the turnover rate, so the goal of this dissertation is to study the correlations among those length of service, work pressure, job satisfaction and turnover frequency of these teachers. Also a set of conclusions and suggestions were proposed for future study reference for education administrations, school’s management board and those administrative teachers.
The survey of this dissertation was distributed to those junior high schools established prior than YR2000; total of 46 copies were sent out and received 40 back (87% of return rate) with 33 sets of completions (83%).The survey population was based on those administrative teachers among those 46 schools; sampling size was 463 teachers with 433 returns (94%) and 410 effective results (95%).For the data analytical tools: descriptive statistics,T-test,one-way-ANOVA,canonical correlation,Pearson product-mo-
ment correlation,multiple regression analysis,stepwise multiple regression analysis , factor analysis were utilized.
The conclusions are as follows:
I. The larger the size of Taoyuan junior high schools, the length of service (LOS) is longer for those administrative teachers, and the turnover rate is lower.
II. With Taoyuan junior high schools’ history being not long, the LOS of Directors and
Supervisors was longer. For older schools, the LOS of Supervisors is longer, but with higher turnover rate of Directors and Supervsiors.
III. The pressure level of those administrative teachers is Medium and the work load pressure tends to be the highest. The job satisfaction is Medium, and the leadership satisfaction is the highest, while the turnover tendency tends to be Medium.
IV. For the overall work pressure level of those administrative teachers: 30 yrs old > 41-50 yrs old; LOS under 5 yrs > 16-25 yrs; single > married; student affairs supervisor > academic affairs Director; administrative LOS under 5 yrs > 6-15 yrs; school history longer than 50 yrs > 10-20, 20-30, 30-40, 40-50 yrs; master degree and above < university (college) degree
V. For overall job satisfaction (for administrative teachers): age of 51 and above > 31-40; LOS greater than 26 yrs > 5/under and 6-15 yrs; school size 73 classes and more > 13-36 classes; school’s history with 20 to 30 yrs > 10 yrs and below, 30-40 yrs, 40-50 yrs, and 50 yrs above.
VI. For overall turnover tendency: 30 yrs and below > 41-50 yrs old and above; LOS under 5 yrs > 16-25 and 26 yrs and above; single > married; academic affairs supervisors and student affairs supervisor > counseling director; administrative LOS under 5 yrs > 6-15 yrs; school size with 13-36 classes and 37-72 classes > 73 classes.
VII. Overall work pressure and turnover tendency have a positive correlation.
VIII. Overall job satisfaction and turnover tendency have a negative correlation.
IX. Overall job satisfaction and overall work pressure have a negative correlation.
X. The job role conflict situation could be used as an indictor of future turnover tendency.
Based on the conclusions of the study, the suggestions of this dissertation are as follows:
I. Set up training and counseling system for administrative teachers; provide sufficient encouragement, rewards and care.
II. Apply for more funds to improve the overall school environment and facilities.
III. Combine similar businesses to reduce unnecessary paperwork.
IV. Set up appropriate job-assigning process to reduce administrative procedures.
V. Encourage continuous learning (ex. pursuing for higher degree)
VI. Learn to adjust pressure and to build up good communication skills.
KEY WORDS: administrative teachers, work pressure, job satisfaction, turnover tendency
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