SCHOOL HEADS’ HUMAN RESOURCE MANAGEMENT PRACTICES, TEACHERS’ SCHOOL ENGAGEMENT, AND TEACHING PERFORMANCE

The main thrust of the study was to evaluate school heads’ human resource management (HRM) practices in relation teachers’ engagement and teaching performance. employed a descriptive survey method. It conducted among 55 private elementary schools Division Bohol using modified questionnaire checklists from Khan N. (2015), Klassen et al. (2012), Education Manpower Bureau (2003). Spearman Rank Correlation Coefficient determined relationship between variables, while p-value tested significance level. With sudden shift educational landscape, HRM practices, engagement, performance have not shown an interdependent since their p-values 0.846, 0.103, 0.178, respectively, are greater than 0.05 level significance. Teachers independently performed duties responsibilities new normal setup regardless intervention heads. School been associated with Hence, researcher recommends that Board Directors (BODs), owners, heads should maintain high practice policies procedures more emphasis on compensation reward conduct professional developmental activities for teachers regarding modular distance learning delivery modality. Moreover, focusing issues they met implementing learning, like student cheating. They design anti-cheating scheme answering modules. Also, safeguard mental health as carry out roles curriculum implementers normal. In terms performance, stress providing support students ensure quality despite absence face-to-face interaction them students.