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This study explores the employee retention strategies implemented by administrators in educational institutions, focusing on Immaculate Conception College of Balayan, Inc. The qualitative case study involved 10 participants, including administrators and employees selected based on stable tenure and appropriate qualifications. Through face-to-face interviews, key determinants influencing retention, such as teacher satisfaction, job contentment, professional growth, and loyalty, were identified. Recognition and incentives emerged as the primary retention strategy, significantly influencing employee satisfaction and fostering a sense of belonging. The study concludes that these strategies are effective, contributing to the retention of skilled professionals. Recommendations emphasize the importance of recognizing and providing incentives as core strategies for administrators in educational settings, recognizing their role in creating a positive work environment and promoting sustained employee commitment. The findings at ICCBI underscore the observed effectiveness of these strategies.

This research explores the crucial role of leadership transitions in educational institutions, particularly at Immaculate Conception College of Balayan, Inc. (ICCBI). Recognizing the profound impact of leadership practices on organizational effectiveness, this study addresses nuanced aspects of employee engagement during transitions. Using qualitative case study design involving face-to-face interviews, common themes emerge regarding the transition of leadership, such as inclusive decision-making, resistance to new policies, unclear communication, continuity in vision, mission, and commitment, and transparency. The findings underscore the substantial influence of leadership transitions on the institution's dynamics, shaping its mission, vision, and commitment to both students and employees. Proactively addressing challenges is emphasized as crucial for maintaining a positive work environment and enhancing organizational effectiveness. The study further recommends a strategic focus on transforming challenges into opportunities, prioritizing employee engagement, and implementing the outlined strategies to foster a healthy work-life relationship within Immaculate Conception College of Balayan, Inc.

This study examines the correlation between job descriptions and salaries at Immaculate Conception College of Balayan Inc. (ICCBI), a private Catholic institution devoted to faith-based education. Using qualitative research, a single-case study was conducted with ten (10) participants selected through purposive sampling based on specific criteria. Through face-to-face interviews, data was collected and analyzed using a narrative approach. Thus, it was found out that job descriptions at ICCBI are established through methods like job analysis, role and responsibility approaches, qualifications, and the school manual-based method. Salary determination involves factors such as tenure, educational attainment, performance, teaching loads, experience, and collegial care. Key factors influencing job descriptions include salary differentiation, aligned job descriptions, career development opportunities, and increased duties and responsibilities. Variations in the salary structure are affected by teaching loads, department designations, and educational qualifications. The findings indicate that job descriptions impact employee salaries at the institution, and future research is encouraged to explore identified factors for insights into developing more efficient roles and contributing to organizational effectiveness. With this, the study proposed a strategic plan for future use and implementation.

This study aims to determine the school management strategies employed by AR schools during the pandemic and develop a School Strategic Improvement Plan (SSIP) based on the findings of a TOWS analysis. The study utilized an explanatory mixed-methods design that involved two phases. In Phase 1, a self-constructed questionnaire was administered to 71 purposively sampled respondents to assess the five facets of school management. Phase 2 employed semi-structured interviews to further support or refute the collected data in Phase 1. The findings revealed that AR schools effectively navigated the challenges of the pandemic by implementing various strategies. Collaborative meetings were established at the onset of the pandemic. Furthermore, the schools prioritized the development of leadership skills, knowledge, and abilities through training and professional development opportunities. The schools also modified their calendars, plans, and programs to suit the evolving needs of the students. Thus, 21st-century skills and competencies were integrated into the curriculum. To ensure effective monitoring, the schools invested in new/additional Learning Management Systems. To strengthen the school-parent relationship, the schools developed group chats and other communication channels to disseminate important announcements and information. Additionally, orientations, meetings, and seminars were conducted to educate parents. To engage with the community, AR schools intensified their presence through social media campaigns and promotions. Moreover, they actively organized and participated in outreach programs, fostering meaningful connections with the community. Based on these findings, the study proposes a comprehensive School Strategic Improvement Plan (SSIP) to enhance school management strategies further. This plan aims to sustain the positive outcomes achieved during the pandemic and position AR schools for continued success in the future. Keywords: School Management Strategies (SMS), AR schools, School Strategic Improvement Plan (SSIP)