THE IMPACT OF ORGANIZATIONAL CULTURE TO TEACHER MORALE AND EMPOWERMENT AMONG LOCAL COLLEGES AND UNIVERSITIES IN THE NATIONAL CAPITAL REGION

The study sought to determine the relationship of organizational culture to teacher morale and empowerment among local colleges and universities in the National Capital Region (NCR). Specifically, the existing Organization Culture in terms of innovation and risk taking, attention to details, outcome orientation, people orientation, team orientation, aggressiveness and stability, the extent of teacher morale in terms of belongingness, rationality and identification, the perceived teachers' level of empowerment in terms of decision making, professional growth, status, self – efficacy, autonomy and impact were assessed; and the significant relationship of the organizational culture to teacher morale and empowerment was tested. In this descriptive correlational research, the researcher adapted and allowed expert validation of the questionnaire, with statements anchored on the Robbins' Constructs of Organizational Culture, Kevin Smith's Model on Staff Morale and School Participant Empowerment Scale of Short and Rinehart to the simple randomly selected 415 teachers from locally-funded Colleges and Universities in NCR. Percentage, Weighted Mean, and Pearson Correlational Coefficient r were the statistical tools used in the data. Research found out that majority of the teachers' respondent agreed on the 7 domains of organizational culture with high teacher morale despite some obstacles in the organizational culture and with acceptable teacher morale. Meanwhile, the relationship of organizational culture to teacher morale and teacher morale was deemed significant to each other.