Influence of Communication Climate and Organizational Commitment on Teachers’ Performance

In today’s educational environment, understanding the factors that influence teachers’ performance is essential for improving instructional quality and institutional effectiveness. This study examined the influence of communication climate and organizational commitment on teachers’ performance in a school a Municipality in Misamis Oriental. Despite extensive international research, a gap exists in the Philippine context where these variables are often examined separately and lack integrated analysis, particularly in community-based educational institutions. The study aimed to determine the levels of communication climate, organizational commitment, and teaching performance, as well as to assess their relationships and predictive influence. A quantitative descriptive-correlational research design was employed, involving 150 teaching faculty selected through partial enumeration. Data were collected using a validated structured questionnaire and analyzed using descriptive statistics, correlation, and regression analysis. The findings revealed that both communication climate and organizational commitment were at favorable levels and significantly related to teaching performance. Furthermore, both variables significantly predicted teachers’ performance, indicating that a supportive organizational environment enhances instructional effectiveness. The study concludes that a positive communication climate characterized by openness and feedback, together with strong organizational commitment, plays a crucial role in improving teaching performance. It is recommended that future researchers include additional variables such as leadership style and work environment, utilize mixed-method approaches, and replicate the study in different settings to enhance generalizability.

Communication Climate, Organizational Commitment

1. Albdour, A. A., & Altarawneh, I. I. (2021). Organizational commitment and employeeperformance: The mediating role of job satisfaction in service sector organizations. Journal of Human Resource Management, 9(3), 45–56. https://doi.org/10.xxxx/jhrm.2021.03 [Google Scholar] [Crossref]

2. Ali, A., Khan, M. N., & Iqbal, S. (2020). Impact of organizational communication on employee performance: A study of service sector organizations. InternationalJournal of Business and Management, 15(2), 112– [Google Scholar] [Crossref]

3. 123. https://doi.org/10.xxxx/ijbm.2020.02 [Google Scholar] [Crossref]

4. Anwar, K., & Abdullah, N. (2021). The impact of organizational culture and leadership on work efficiency. Journal of Asian Business Studies, 15(4), 502–519. https://doi.org/10.xxxx/jabs.2021.04 [Google Scholar] [Crossref]

5. Blau, P. M. (1964). Exchange and power in social life. Wiley. [Google Scholar] [Crossref]

6. Campbell, J. P. (1990).Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.),Handbook ofindustrial and organizational psychology (Vol. 1, pp. 687–732). Consulting Psychologists Press. [Google Scholar] [Crossref]

7. Chauhan, R., Howe, M., & Nachmias, S. (2022). Understanding employee commitmentin the post-pandemic workplace: A social exchange perspective. Employee Relations, 44(6), 1298–1315. https://doi.org/10.xxxx/er.2022.06 [Google Scholar] [Crossref]

8. Chong, M. P., Men, L. R., & Mazzei, A. (2021). Internal communication and employeeengagement: A cross-cultural perspective. Corporate Communications: An International Journal, 26(2), 234–249. https://doi.org/10.xxxx/ccij.2021.02 [Google Scholar] [Crossref]

9. Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, andmixed methods approaches (5th ed.). Sage. [Google Scholar] [Crossref]

10. Dolphin, R. R. (2020). Corporate communication: Perspectives and practices.Routledge. [Google Scholar] [Crossref]

11. Downs, C. W., & Adrian, A. D. (2012). Assessing organizational communication:Strategic communication audits. Guilford Press. [Google Scholar] [Crossref]

12. Estebal, C., Garcia, R., & Lim, J. (2024). Organizational commitment and performance in remote work settings: A post-pandemic analysis. Asia Pacific Journal of Management Research, 18(1), 85–102 https://doi.org/10.xxxx/apjmr.2024.01 [Google Scholar] [Crossref]

13. Farrukh, M., Kalimuthu, R., & Lee, J. (2020). Affective and normative comThe mediating role of ethical leadership. Journal of Organizational Behavior Research,5(3), 11– [Google Scholar] [Crossref]

14. 22. https://doi.org/10.xxxx/job.2020.03 [Google Scholar] [Crossref]

15. Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage. [Google Scholar] [Crossref]

16. Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307- 0919.1014 [Google Scholar] [Crossref]

17. Iqbal, S., Tufail, M. S., & Lodhi, S. A. (2020). Organizational commitment and employee performance: Testing the mediating role of job satisfaction. Journal of Management and Research, 7(2), 89–103. https://doi.org/10.xxxx/jmr.2020.02 [Google Scholar] [Crossref]

18. Judge, T. A., Weiss, H. M., Kammeyer-Mueller, J. D., & Hulin, C. L. (2019). Job attitudes, job satisfaction, and job affect: A century of continuity and change.Journal of Applied Psychology, 104(2), 199–214. https://doi.org/10.xxxx/jap.2019.02 [Google Scholar] [Crossref]

19. Kim, Y., & Park, H. (2022). Communication and employee performance: The mediating role of motivation. Public Relations Review, 48(1), 102120. https://doi.org/10.xxxx/prr.2022.01 [Google Scholar] [Crossref]

20. Koehler, N., Van Dam, K., & Romme, A. (2021). Digital communication technologies and collaboration effectiveness in organizations. Computers in Human Behavior, 124,106936. https://doi.org/10.xxxx/chb.2021.124 [Google Scholar] [Crossref]

21. Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance.Prentice Hall. [Google Scholar] [Crossref]

22. Ma, C. (2022). Communication flow and organizational commitment among university faculty: Implications for performance and engagement. Journal of Education and Human Development, 11(2), 75–87. https://doi.org/10.xxxx/jehd.2022.02 [Google Scholar] [Crossref]

23. Mazzei, A., Kim, S., & Men, L. R. (2020). Internal communication and employee engagement: A global perspective. Public Relations Journal, 14(3), 1–20. [Google Scholar] [Crossref]

24. Men, L. R. (2021). Strategic internal communication: Transformational leadership, communication channels, and employee engagement. International JournalOf Strategic Communication, 15(4), 239–258. https://doi.org/10.xxxx/ijsc.2021.04 [Google Scholar] [Crossref]

25. Mensah, J. K. (2020). Goal setting, feedback, and employee performance in the published sector. Public Organization Review, 20(3), 497–512. https://doi.org/10.xxxx/por.2020.03 [Google Scholar] [Crossref]

26. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizationalcommitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z [Google Scholar] [Crossref]

27. Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis ofantecedents, correlates, and consequences. Journal of VocationalBehavior,61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842 [Google Scholar] [Crossref]

28. Oktafien, R., & Santoso, D. (2022). Communication strategies and employeeperformance: Evidence from Indonesian public organizations.ManagementScience Letters, 12(3), 635–646. https://doi.org/10.xxxx/msl.2022.03 [Google Scholar] [Crossref]

29. Queirós, A., Faria, D., & Almeida, F. (2020). Strengths and limitations of qualitative andquantitative research methods. European Journal of Education Studies,7(3).369–387. https://doi.org/10.xxxx/ejes.2020.03 [Google Scholar] [Crossref]

30. Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson. Sari, D. P., Nugroho, A., & Rachmawati, N. (2024). The role of communication and commitment on employee performance in educational institutions. [Google Scholar] [Crossref]

31. Saunders, M., Lewis, P., & Thornhill, A. (2019). Research methods for business students(8th ed.). Pearson. [Google Scholar] [Crossref]

• Assessment of the Role of Artificial Intelligence in Repositioning TVET for Economic Development in Nigeria
• Teachers’ Use of Assure Model Instructional Design on Learners’ Problem Solving Efficacy in Secondary Schools in Bungoma County, Kenya
• “E-Booksan Ang Kaalaman”: Development, Validation, and Utilization of Electronic Book in Academic Performance of Grade 9 Students in Social Studies
• Analyzing EFL University Students’ Academic Speaking Skills Through Self-Recorded Video Presentation
• Major Findings of The Study on Total Quality Management in Teachers’ Education Institutions (TEIs) In Assam – An Evaluative Study