Human Resource Management Practices and Organizational Performance in Public Schools in the Schools Division Office of Antipolo City: Basis for a Proposed Sustainable Context-Responsive Development Program

Abstract

Human resource management (HRM) serves as a strategic mechanism for enhancing workforce capability, accountability, and organizational effectiveness in educational institutions. This study examined HRM practices and organizational performance in the Schools Division Office of Antipolo City, Philippines, including differences in stakeholder assessments, facilitating and hindering factors, and the development of a Sustainable Context-Responsive Development Program. Using a quantitative descriptive–comparative–correlational design, data were gathered from 451 HR personnel, district supervisors, school administrators, and teaching and non-teaching personnel through a validated questionnaire. Data were analyzed using weighted mean, one-way analysis of variance, Tukey HSD post hoc analysis, and regression analysis at the .05 significance level. Results revealed that HRM practices were Highly Implemented overall, with Recruitment, Selection and Placement and Performance Management receiving the highest assessments. Organizational performance was rated Very Satisfactory, particularly in Leadership and Governance and Accountability and Continuous Improvement. Significant differences were identified among respondent groups in selected HRM dimensions. The retained aggregate regression indicated a strong positive association between Recruitment, Selection and Placement and organizational performance; however, the result was interpreted cautiously due to limited degrees of freedom. The proposed Sustainable Context-Responsive Development Program obtained favorable evaluations in terms of suitability (WM = 4.25), acceptability (WM = 4.31), and feasibility (WM = 4.03). The findings highlight the importance of strategically aligned HRM systems in strengthening workforce development and organizational improvement while emphasizing the need for further empirical validation through disaggregated analysis of HRM–performance relationships.