Effect of School Management Practices on Honesty, Responsibility and Courage Development in Secondary School Students

Authors

  • Khadija Awan Ph.D Research Scholar, Mohi ud Din Islamic University (MIU), Narian Sharif (AJ&K) Pakistan
  • Professor Dr. M. Aslam Asghar Dean, Department of Education, Faculty of Social Sciences, Mohi-ud-Din Islamic University, Nerian Sharif, AJ&K, Pakistan
  • Dr. M. Javed Iqbal Professor, Department of Education, Faculty of Social Sciences,Mohi-ud-Din Islamic University, Nerian Sharif, AJ&K, Pakistan
  • Dr. Muhammad Nisar ul Haq Assistant Professor, Department of Educational Development, Karakoram International University, Gilgit-Baltistan.

DOI:

https://doi.org/10.53575/irjei.25-v2.2(21)235-245

Keywords:

School management, character building, teaching practices, secondary level

Abstract

The purpose of this article is to understand the school management practices to build the character of students at secondary level. Character building is a track. This track is followed by the teachers for polishing the personality of the student in context of moral values i.e. honesty, responsibility and courage that are useful in daily activities. Character is a sign of differentiation that distinguishes him/her from other individuals. Therefore, this research proves the importance of honesty, responsibility and courage development among students through teaching practices. It was descriptive research. Survey method was used to collect the data. Three questionnaires were designed based on close ended questions. Each questionnaire consisted of nine statements. Participants of this research were 118 principal, 303 teachers of class X, and 375 students of X class. Stratified random sampling was used to collect the data.

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Published

2021-09-30

How to Cite

Awan, K., Asghar, P. D. M. A., Iqbal, D. M. J., & ul Haq, D. M. N. (2021). Effect of School Management Practices on Honesty, Responsibility and Courage Development in Secondary School Students. International Research Journal of Education and Innovation, 2(2), 235–245. https://doi.org/10.53575/irjei.25-v2.2(21)235-245