Perceived Competencies and Performance: A Study on Grade 11 Teachers at Government National Schools in the Welimada Education Zone

Abstract

Employee competencies and individual’s competencies represent the capability the individual brings to the job situation. This study is undertaken to understand how competencies of teachers will affect their job performance. It is important to understand the factors that affect teaching performance in order understand how to improve productivity and effectiveness in the teaching process. The study thus focuses on understanding the perception of teachers across different variables related to teacher competencies, performance and factors affecting them. The main objectives are to identify the current level of competencies of teachers, to understand the effect of demographic factors on JP and to understand the relationship between the level of competencies and JP. In order to address the set objectives, the research looks at competencies from the perspective of knowledge, skills and attitudes. JP was gauged through TP and OCB. The study assesses the effect of seven demographic factors and thirty specific competencies related to teaching on job performance. Sample sizes of 135 teachers of Grade 11 were selected from a study population of teachers from National schools in Welimada Education Zone. The perceived competency factors by Malhotra and Das (2009), TP scale by William & Anderson (1991), OCB scale by William & Anderson (1991) and Demographic variables scale by Borman and Motowidlo (1997) were the measures of the study. Findings from the study reveals that three dimensions of the perceived competencies; Knowledge, Skills and Attitudes of the teachers are very high and the relationship between perceived competencies and JP are positively correlated, to an increase in the level of perceived competencies adapted by individuals supporting influence performance as a group in organization. The study also reveals that the demographic variables education qualification and job tenure affect job performance, while gender, age and marital status do not affect job performance. Implications from the study for theoretical, managerial decision making and as well as recommendations for future research are discussed.