Intrinsic Motivation and School Climate as Predictors of Teacher Performance in Rural Indonesian Schools

Authors

DOI:

https://doi.org/10.12928/ijemi.v7i2.14580

Keywords:

Intrinsic motivation, Rural education, School climate, Teacher performance, Self-Determination Theory

Abstract

Background/purpose. Teacher performance is a critical determinant of educational quality, yet it remains challenged by declining motivation and suboptimal work environments, particularly in developing countries.

Materials/methods. This study examined the influence of intrinsic motivation and school climate on teacher performance among 72 public junior high school teachers in Empat Lawang District, South Sumatra, Indonesia, using a quantitative cross-sectional survey design. Data were collected through validated questionnaires (intrinsic motivation: α = .960; school climate: α = .866; teacher performance: α = .938) and analyzed using Pearson correlation and multiple regression.

Results. Both predictors demonstrated strong positive correlations with teacher performance (intrinsic motivation: r = .907; school climate: r = .826; p < .001). Simple regression revealed that intrinsic motivation accounted for 82.3% of the variance in performance (R² = .823), while school climate accounted for 68.1% of the variance (R² = .681). Multiple regression indicated that both variables jointly explained 84.2% of the variance (R² = .842, F = 183.326, p < .001), with intrinsic motivation emerging as the dominant predictor (β = .707) relative to school climate (β = .243).

Conclusion. These findings suggest that improving teacher effectiveness in resource-constrained rural settings requires prioritizing professional autonomy and competency development alongside a supportive organizational climate.

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Published

2026-04-21

How to Cite

Herli, H., Danim, S., Kartiwi, A. P. ., & Khairi, A. . (2026). Intrinsic Motivation and School Climate as Predictors of Teacher Performance in Rural Indonesian Schools. International Journal of Educational Management and Innovation, 7(2), 147–163. https://doi.org/10.12928/ijemi.v7i2.14580

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