Contemporary Administrative and Supervisory Practices, Organizational Climate, and Institutional Performance in Higher Education Institutions (HEIs) in the National Capital Region: Basis for a Proposed Strengthening Program

Abstract

This study examined contemporary administrative and supervisory practices, organizational climate, and institutional performance in selected Higher Education Institutions (HEIs) in the National Capital Region (NCR) as basis for a strengthening program. It assessed practices in strategic planning, digital transformation, student-centered services, quality assurance and accreditation, inclusivity and diversity, financial management and sustainability, faculty and staff development, technology-enhanced communication, community and industry engagement, and ethical leadership and compliance. Organizational climate was examined in terms of leadership and management style, communication, collaboration and collegiality, work environment, job satisfaction and morale, equity, diversity and inclusion, organizational support and development, autonomy and empowerment, and change readiness and innovation culture. Using a descriptive-correlational design, the study involved 491 respondents from a population of 2,565 personnel, comprising 50 administrators, 268 faculty members, and 173 non-teaching personnel. Data were gathered through a validated researcher-made questionnaire and institutional performance records covering two academic years and analyzed using percentage, weighted mean, one-way analysis of variance, post hoc analysis, Pearson correlation, and tests of significance. Findings showed that administrative and supervisory practices were Evident (4.19), while organizational climate was also Evident (4.15). Significant differences emerged in technology-enhanced communication, ethical leadership and compliance, communication, and work environment. Institutional performance was generally high. Administrative and supervisory practices were significantly and positively related to organizational climate, whereas organizational climate had a negligible and nonsignificant relationship with institutional performance. Challenges were rated Encountered. Based on the findings, the TRANSFORM program was developed and rated Highly Feasible (4.86), Highly Acceptable (4.79), and Highly Suitable (4.72).