Implementing Inspection Works of the Ministry of Education and Sports

Abstract

This research investigated the implementation of inspection work in the Ministry of Education and Sports (MoES). The objectives were to: (1) examine the current situation of inspection work implementation, (2) develop recommendations for improvement, and (3) evaluate the proposed recommendations. A mixed-methods research design was conducted in three phases. Phase 1 collected questionnaire data from 128 administrators and technical officers. Phase 2 developed recommendations through structured interviews with 10 administrators at ministerial, provincial, and district levels. Phase 3 evaluated the proposed recommendations through a questionnaire administered to 12 experts. Data were analyzed using frequency, percentage, mean, and standard deviation.

The findings showed that: (1) the overall implementation of inspection work at the MoES was at a high level, with all dimensions also rated high. Monitoring and Evaluation received the highest mean score, followed by Party Inspection, while Research on Complaints and Petitions received the lowest mean, (2) Key recommendations included clearly defining and regularly implementing inspection plans; strengthening enforcement of inspection-related laws and regulations; involving relevant sectors in developing and revising regulations; strictly applying legal and disciplinary measures against corruption; and ensuring that complaints and petitions are handled comprehensively, accurately, objectively, and fairly. Inspection mechanisms should also be improved with staff participation throughout the process and (3) The overall evaluation of the recommendations showed high levels of both appropriateness and feasibility. Research on Complaints and Petitions received the highest appropriateness rating and high feasibility, followed by State Inspection, which also achieved the highest appropriateness level. Party Inspection demonstrated high feasibility. Research, revision, and dissemination of legislation had the lowest appropriateness rating among the high-level categories, while organizational restructuring and staff capacity building had the lowest feasibility rating, although it remained high.