The Role of Parents Teachers School Management Committee in Education of Higher Secondary Schools of Quetta

Authors

Keywords:

Parents Teachers School Management Committee, PTSMC, role, higher secondary schools, education, ICT

Abstract

For the development and prosperity of any society, an educated workforce contributes to productivity and innovation to achieve economic success. In this context, different stakeholders work together to improve quality of education and achieve academic excellence alongside economic success. The Parents Teachers School Management Committee (PTSMC) emerges as a central bridge between different stakeholders, specifically between community and school administration contributing uniquely to educational development. This cross-sectional study was designed to identify and compare the diverse roles of PTSMC in education of higher secondary schools of Quetta. Eight higher secondary schools with functional PTSMC were selected through the purposive sampling, from where, 208 teachers were randomly selected for data collection through a self-structured questionnaire. Findings reveal that PTSMC plays an essential role through the provision of teaching-learning resources, accountability of school funds, resource mobilization, utilization of ICT, and its utmost effort to promote quality education to meet the global educational standards. Among these five basic roles, provision of teaching-learning resources and accountability of school funds were the most important and well-managed roles. However, the utilization of ICT was less effectively managed by PTSMC which needs consideration. Study recommends promoting ICT utilization through resource assessment and skill development programs. Furthermore, there is a need to update policy and build connections with the community through outreach programs.

References

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Published

2024-06-30

How to Cite

The Role of Parents Teachers School Management Committee in Education of Higher Secondary Schools of Quetta. (2024). International Research Journal of Management and Social Sciences, 5(2), 972-985. https://irjmss.com/index.php/irjmss/article/view/418

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