Vol. 4 No. 3 (2024): May
Open Access
Peer Reviewed

THE STRATEGY OF THE SCHOOL PRINCIPAL IN IMPROVING DISCIPLINE AND MOTIVATION OF TEACHERS AT TK. BA AL-IKHLAS, KRUENG BATEE, AND TKN. TAHFIDZ BAITUL GHAFUR, BLANGPIDIE, SOUTHWEST ACEH REGENCY

Authors

Hermanita. H , Murniati AR , Qismullah Yusuf

DOI:

10.54443/ijerlas.v4i3.1519

Published:

2024-05-12

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Abstract

The purpose of this research is to describe the strategic management undertaken by the school principal in improving discipline and motivation among teachers at TK.BA Al-Ikhlas Krueng Batee and TKN Tahfidz Baitul Ghafur Blangpidie, Southwest Aceh Regency. This study uses a descriptive research design with a qualitative approach. Data collection techniques involve interviews, observations, and documentation. The subjects of the study are the school principal and the teachers. Data analysis is conducted through descriptive, inductive, and deductive analyses. The formulation of strategies by the school principal to uphold discipline and motivate teachers involves the development of a vision and mission considering both internal and external environments. This is followed by setting goals and targets and determining appropriate strategies. The implementation of these strategies is carried out by elaborating on the formulated strategies in the form of specific activities. Evaluation is conducted through educational supervision of the teachers.

Keywords:

Strategic management, school principal, discipline, and teacher motivation

References

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Author Biographies

Hermanita. H, Universitas Syiah Kuala

Author Origin : Indonesia

Murniati AR, Universitas Syiah Kuala

Author Origin : Indonesia

Qismullah Yusuf, Universitas Syiah Kuala

Author Origin : Indonesia

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How to Cite

Hermanita. H, Murniati AR, & Qismullah Yusuf. (2024). THE STRATEGY OF THE SCHOOL PRINCIPAL IN IMPROVING DISCIPLINE AND MOTIVATION OF TEACHERS AT TK. BA AL-IKHLAS, KRUENG BATEE, AND TKN. TAHFIDZ BAITUL GHAFUR, BLANGPIDIE, SOUTHWEST ACEH REGENCY. International Journal of Educational Review, Law And Social Sciences (IJERLAS), 4(3), 732–738. https://doi.org/10.54443/ijerlas.v4i3.1519

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