Submitted to the Faculty of Education in partial fulfilment of the requirements of the Master of Education in Educational Planning and Administration at the University of Zululand, 2010. / The study focused on developmental appraisal in primary schools at Esikhaleni senkosi ward.

Published Article / The purpose of this paper, based on a doctoral study, is to examine how teachers in the Foundation Phase of schools in the Free State province perceived, conceptualised and implemented Developmental Appraisal System (DAS) as a component of the Integrated Quality Management System (IQMS). The epistemological and ontological perspectives pertaining to both quantitative and qualitative approaches compelled the researcher to choose the Mixed Method Research (MMR). Data analysis consisted of the inferential and descriptive statistics for quantitative data analysis and, themes, patterns and behaviours for qualitative data analysis. Unbalanced two-way ANOVA, T-test and frequency distributions were used in analysis of quantitative data while themes and patterns resembled qualitative data analysis. The majority of teachers perceived DAS as a developmental process while a sizable minority claimed to the contrary. The Department of Basic Education did not provide direct training to teachers on matters pertaining to both the DAS and IQMS. Furthermore, the money reward earned through the process of DAS was perceived to be a source of conflict between teachers and school management.

The need to improve on the quality and equity in education has been a direct challenge for the Department of Education in the South African post-apartheid era. The Department of Education, in agreement with the Education Labour Relation Council, implemented the Integrated Quality Management System (IQMS) as a quality management system, consisting of three programmes, aimed at enhancing and monitoring performance of the education system. The Integrated Quality Management System was the focus of this study and, in particular, the attitudes of educators towards Developmental Appraisal and Classroom Observation. The research was guided by the following three main research questions: What are the attitudes of educators towards Developmental Appraisal as an evaluation policy for accountability purposes? What are the attitudes of educators towards Classroom Observation as a practice for staff development with a developmental purpose? and To what extent do the attitudes of educators influence the implementation of Developmental Appraisal and Classroom Observation? Several factors influencing the implementation of Integrated Quality Management Systems were identified from literature and were selected for the study, namely the objectives, prevalence and frequency, benefits and difficulties of Developmental Appraisal and Classroom Observation. These were conceptualized in terms of three opposing dimensions using the Cube Model of Evaluation: internal and external, pull and push and bottom-up and top-down, all of which have varying degrees of tensions between them. Thus a point of balance on this three-dimensional continuum has to be delicately managed. The findings of this study, which resulted from analysing data collected from forty-four educators by means of questionnaires and semi-structured interviews, revealed the following: the overall conclusion regarding the educators' perceptions on the policy objectives of Developmental Appraisal is that the majority of the respondents tended to agree with the policy objective of Developmental Appraisal. However, one should take note of participants who did not agree, which illustrates the tension between policy and implementation and the possible resistance of educators. The findings of this study further revealed that initially educators were 'threatened' by Internal and External Evaluation and Developmental Appraisal, weighing heavily on the Performance Management aspect, which could be seen as manifesting a resistance to change. However, over time and through deeper understanding, there has been a shift in attitude once educators realised the developmental function of Developmental Appraisal in informing teaching and learning which consequently plays a major role in educators' professional development. In addition, this may have a positive effect on the implementation of Developmental Appraisal in future. However, the aspect of pressure, represented in the adapted model, is aimed at accountability of the various stakeholders within the schools to the Department of Education to ensure that quality education is provided. This suggests that there was a shift in the educators' attitudes from one of resistance to top-down directives to compliance and even a willingness to participate in the process of Developmental Appraisal and Classroom Observation. This could be a result of the monetary reward attached to performance. There was also a growing realisation of the potential effect on teaching and learning, which has resulted in the policy being viewed in a more positive light. However, there was concern about the lack of support, resources and facilities from the Department of Education, which resulted in the policy not being properly implemented. Finally, the findings of this study bring another dimension to the issue of the politics of resistance towards Integrated Quality Management Systems, in that rejection of evaluation is not against the system per se; educators as represented by the South African Democratic Teachers' Union (SADTU) want appraisal to be an essential part of their development and not a mechanism for enforcing control or imposing a 'police unit' on educators. Copyright / Dissertation (MEd)--University of Pretoria, 2008. / Curriculum Studies / unrestricted

This research is underpinned by a conceptual framework which is based upon the theory that the principal should share leadership responsibilities with educators to inspire commitment in creating a quality learning environment. The research investigates the role of the principal in creating a quality learning environment to improve school performance and the achievement of its learners. The research considered complexities surrounding educational reforms which require a collaborative approach wherein the principal invites educators to participate in a discussion on how instructional activities should be conducted in a school. When principals who are instructional leaders accept their instructional role and exercise it in collaboration with educators, they practice an integrated form of leadership. This report is relevant in the South African context because the situation in South Africa is made critical by the introduction of a new curriculum framework which requires an approach which will emphasise the principal’s interactive role with educators in the central area of curriculum, instruction and assessment. Shared instructional leadership is an inclusive concept, compatible with competent and empowered educators. Educators assume leadership responsibility when they interact with other adults in the school community around school reform efforts, encourage others to improve their professional practice, or learn together with their school colleagues (Moller & Katzenmeyer, 1996). iii A qualitative methodology was used which involved a secondary school in Gauteng.This case study was undertaken to establish the principal’s and educators’ perception of the role of the principal as an instructional leader. Although limited in its scope, the research revealed valuable information which identified contextual factors such as socio-economic, organizational climate and educator commitment which concluded that these are factors which play a significant role in creating a quality learning environment. What is needed in South Africa for a quality education to take place is an inclusive approach to leadership to promote a school climate supportive of teaching and learning. Instructional leadershipis shared, therefore, in that specific leadership functions are carried out by designated staff members working in collaboration, under the guidance and direction of the principal.

Submitted in fidfillment of the requirements for the degree DOCTORATE OF EDUCATION in the Department of Educational Psychology of the Faculty of Education at the University of Zululand, 2006. / The aim of this investigation was to establish educators' perceptions of developmental appraisal by means of a literature study and an empirical investigation. As an introduction to the study, the developmental appraisal system in other countries was reviewed. In doing so the South African developmental appraisal system was compared with other countries, and the common characteristics were highlighted. Educators* perceptions of developmental appraisal in other countries were also focused on. The literature review reflects that there has been a paradigm shift in teacher evaluation from a judgmental approach to a developmental approach. In the judgmental approach there is a tendency to find fault, to be negative in reports that are written and not to acknowledge the positive things that educators do. The main aim of the developmental appraisal is to facilitate the personal and professional development of educators in order to improve the quality of teaching practice and education management. The primary aim of this investigation was to investigate educators' perceptions of developmental appraisal through the medium of literature and empirical study. The implementation of developmental appraisal, appraisal and staff development and the integrated quality management system were investigated using the literature and empirical study. The study revealed that educators have a negative perception of developmental appraisal. For the purpose of the empirical investigation, a self-structured questionnaire was utilized. An analysis was undertaken using 217 questionnaires completed by educators in the eThekwini Region- The data obtained from the completed questionnaires was processed and analysed by means of descriptive and inferential statistics. Essentially the following were the main research findings: XXll • the process of developmental appraisal did not contribute to the development of educators; • outside assessors were not invited when needed; • the rating scale of A or B was not adequate; • appraisal of educators did not result in improvement of qualifications; • the quality management initiatives resulted in an unnecessary increase in educator's workload; and • a better working relationship between the staff development team and the school management team was encouraged. The summary and findings emanating from the literature study and the descriptive and inferential statistics were presented. Based on these findings the following recommendations were made: • The Department of Education must re-introduce incentives and rewards for further study. • The inclusion of an appraisee from the outside on the appraisal panel should be made compulsory. • The Department of Education, teacher unions, principal's forum and other educational organizations must convene seminars, workshops and training programmes for appraisal panel members. • Further research should be conducted on the following: > The changing role of the educator and its impact on developmental appraisal. > The success of developmental appraisal based on the staff development team's leadership style. > Educators' perceptions of what role developmental appraisal serves in the integrated quality management system.

The study examines the effectiveness of the implementation of Developmental Appraisal (DA) within the Integrated Quality Management System (IQMS) in selected secondary schools in Matlosana, North West Province. The methods used to gather information includes the literature review and the empirical investigation, based on the qualitative research approach, which involved six focus group interviews from the six sampled secondary schools in Matlosana Area Project Office, in the North West Province. The review of related literature revealed that there are roles and responsibilities officials are tasked with; processes; challenges; and effective strategies when implementing DA. The empirical investigation revealed that there are challenges that hamper the effective implementation of DA in schools. The challenges include: inadequate support from the Area Project Office; lack of resources for educator development; inadequate time frames for implementation; disruption of normal teaching and learning; lack of honesty on the part of the appraisee and appraiser; and conflict. At the end, the study recommends some strategies that can be used to overcome some of these challenges. / Educational Studies / M. Ed. (Educational Management)

The study examines the effectiveness of the implementation of Developmental Appraisal (DA) within the Integrated Quality Management System (IQMS) in selected secondary schools in Matlosana, North West Province. The methods used to gather information includes the literature review and the empirical investigation, based on the qualitative research approach, which involved six focus group interviews from the six sampled secondary schools in Matlosana Area Project Office, in the North West Province. The review of related literature revealed that there are roles and responsibilities officials are tasked with; processes; challenges; and effective strategies when implementing DA. The empirical investigation revealed that there are challenges that hamper the effective implementation of DA in schools. The challenges include: inadequate support from the Area Project Office; lack of resources for educator development; inadequate time frames for implementation; disruption of normal teaching and learning; lack of honesty on the part of the appraisee and appraiser; and conflict. At the end, the study recommends some strategies that can be used to overcome some of these challenges. / Educational Studies / M. Ed. (Educational Management)

Educational dispensation has brought about radical changes in schools, particularly with reference to curriculum changes and delivery, not only internationally but specifically in South Africa. With a move towards the introduction of new curricular in schools, the concept Continuous Professional Development has been revisited and thus has propagated further review on new approaches of teaching and learning, which leads to the need for establishment of school-based professional development of educators to meet the new challenges of curriculum changes. The school based training of educators should not be seen as short courses or workshops done for the educators, only to be left without a continuous support and guidance. It should be noted that school based educators are part of the community of learners with the shared purpose of ensuring quality learning experiences of all learners, every day, without exception and this is reinforced by the following goals: -- Providing of all school personnel with opportunity of further developing, and enriching their professional skills and knowledge. -- Challenging all school personnel to examine their attitudes and beliefs regarding the capacity of all students at high level, as well as their accountability for continuous improvement in student performance (Fer, 2005:2). The problem is how to cultivate the culture of school based continuous training and participation of all educators in the programmes. The Employment of Educators Act offers enormous possibilities for educators’ professional development. The principal is tasked with the responsibility of establishing staff development progammes, both school based, school focused and externally directed (Personnel Administrative Measures (PAM) of 1998, as determined by the Minister of Education in terms of the Employment of Educators Act, 1998). It also stress that curriculum delivery is the basic of training in order to effect changes. This study draws a distinction between short courses and workshops, and continuous professional development. Short courses is about training educators for about three to five days and leave the on their own. Continuous professional development means training educators on regular bases with follow ups after thereafter. Finally, principals and School Management Teams should ensure that there school based professional development programmes are established at schools and all educators should participate to ensure appropriate curriculum delivery. / Dissertation (MEd (Leadership))--University of Pretoria, 2007. / Education Management and Policy Studies / MEd / unrestricted

Research on policy implementation suggests that many education reforms designed to improve the quality of education in general have been more rhetorical than substantive in their impact on the organisation of schools and classrooms. Schools and classrooms do change, but the extent and directions of change are not always consistent with the intention of policy initiatives. This same argument applies to the South African education policy process, where a substantial body of literature has documented the gaps between the intention of policy makers (intended policy) and their implementation (implemented policy) in schools. The gap has been especially relevant for those policies focusing on the change of the knowledge, skills and competency levels of teachers through accountability and professional development policies. The purpose of this investigative and descriptive study originated in a hypothesis that the lack of orientation, knowledge sharing, understanding and the capacity building of teachers on policy intentions make it difficult for teachers to implement policies. I assumed therefore that through information and workshop sessions the gap between the policy intentions and the practice of teachers can be solved. In particular, my involvement in the drafting of the Developmental Appraisal System (DAS) policy gave me the sense that there was nothing fundamentally wrong with the policy, but that the lack of capacity building among teachers is what is undermining the implementation of the policy in schools. The study therefore intended to investigate the impact of a five-day information session on the implementation process of the DAS policy at Cape Flats Secondary School (CFSS) – this is a pseudo name. These sessions were facilitated by me during the last semester of 2001. Thereafter, the school was given a year to implement the policy during 2002. Regular contact with the chairperson of the Staff Development Team (SDT) to ascertain the progress of implementation brought me to the realisation after eighteen months and still no implementation that the focus of my study had to change to understand the challenges of implementation at the school. As a member of the Policy Formulation team, I could not understand why a policy with such immense potential in enhancing professional development among teachers could not be implemented in a school where staff members publicly stated their commitment to implement the policy. This school (CFSS) in particular, had a high number of union leaders involved at numerous levels within the union who researched and developed the initial ideas and proposals of the DAS policy. The study is therefore guided by the following questions: 1. What made it difficult for the staff of Cape Flats Secondary School to implement the DAS policy, despite a high level of stated commitment to implement the policy and a thorough five-day information session (both theoretical and practical) on how to implement the policy? a) What was the expected level, scope or depth of the policy change, envisaged by policy formulators, necessary by the school to implement the policy? b) Which elements of the policy and the conditions at the school needed to be supported by implementation support agents (national, provincial and district officials) to facilitate the implementation at school level? and c) What was the level of functionality of the school to facilitate the successful implementation of this policy? This research explains how the different levels of functionality of schools affect the potential of implementation of a ‘one-size-fits-all’ policy. In particular, I reflect on the deliberations which inform the features of the DAS policy, during the policy formulation stage. I furthermore pay special attention to what interviewees called the ‘what was going on’ at the school, as if ‘outsiders’ don’t know what was going on in the school. The research therefore focuses on the functionality of the school through the lenses of ten school functionality components. Teachers at CFSS believe that policy makers do not understand and know what is going on at their school and therefore the effect, relevance and implementability of their policies are disconnected from the operational implementation contexts of schools. The data was collected over a period of six months. In this regard, I used multiple methods of data collection which include critical engagement with the entire staff through information workshop sessions, semi-structured interviews, critical engagements with the strategic liaison team, structured questionnaires, document analysis and photographic records. The main insights of the study include the following: -- Policy makers have to re-assess and re-conceptualise the current policy making paradigm in operation in developing ‘professional’ policy; -- The influence and power relations of employers and employee parties in the policy-making process must be re-assessed and re-conceptualised in order to clarify the policy-making process in South Africa; -- The lack of systems (both technical and human), at different levels of education, makes it impossible to monitor and evaluate the effective and efficient implementation of the DAS policy; -- Understanding schools as individual organisations with unique characteristics, is a key pre-requisite for developing policies that are aimed at addressing real problems at specific schools; -- Leadership and management skills are seriously lacking at South African schools; -- Educators should implement reform policies around clear performance standards and accountability expectations; -- Intervention support agents should help schools make informed choices among a variety of implementation strategies; -- Policy makers should allocate target funding to encourage adoption of proven change practice; -- Policy makers should focus on schools that are ready for change with an expectation that many schools not ready for change this year may in the normal course of events become ready within a few years. The key insights of this research make this study unique and offer critical advice to policy makers. In particular, the re-organisation of the literature on policy-practice gaps (PPG) is insightful. The utilisation of both qualitative and quantitative data adds validity and reliability to the study. More importantly, the study shows that quantitative data can contribute towards understanding the policy implementation challenges in schools. Finally, my ‘insider’ experience of the policy-making process shares rare deliberations of what are the ‘trade-offs’ during the policy formulation stage. / Thesis (PhD (Education Policy Studies))--University of Pretoria, 2007. / Education Management and Policy Studies / unrestricted

This research focuses on the role of the school principal as instructional leader in primary schools in Thoyandou area, Limpopo Province. It was motivated by a marked decline in the fulfilment of the instructional leadership role of principals in certain schools in the Limpopo Province. A literature study was undertaken to determine the role of a instructional leader, approaches to this role as well as the relationship between the principal's instructional leadership role and staff development and staff appraisal respectively. A qualitative inquiry was conducted using a focus group and personal interviews with a small sample of participants selected by judgement sampling. The findings suggest that understanding of the instructional leadership is fragmented; principals often fail to develop staff adequately; and the Department of Education's new approach to staff and development appraisals is not adequately implemented in schools. Finally guidelines are provided to assist principals in fulfilling their role as effective instructional leaders. / Educational Studies / M.Ed. (Education Management)