A dissertation submitted to: Department of Educational Planning and Administration, University of Zululand In partial fulfillment of the requirements for the degree of MASTER OF EDUCATION, 2006. / The momentum of change continued to build. Some schools adapt to ongoing change, whilst others are playing the difficult role of catch-up. The management of change is a challenge for school leaders, which requires an approach that will impact positively on educator attitudes, so that change is implemented successfully. The key to organisational change management included promoting effective change, by gaining the educators' support and commitment for implementation.

Submitted in partial fulfilment of a Masters Degree in the Department of Educational Planning and Administration at the University of Zululand, South Africa, 2005. / Current demands in education necessitate a shift away from traditional inspection and supervision models for school improvement, toward a transparent and democratic approach for Whole School Development (WSD). This has resulted in the need for schools to implement an Integrated Quality Management System (IQMS). The IGMS, in an educational context, is a collective concept that integrates three fundamental components of WSD, namely the Developmental Appraisal System (DAS), the Performance Measurement (PM) and Whole School Evaluation (WSE). This study investigates the implementation of the IQMS in secondary schools within the Umlazi district. Insight into the IQMS is provided via a review of relevant literature. Furthermore, questionnaires have been used to access data from educators about the implementation of the IQMS. Although most secondary schools have introduced the IQMS, many educators are still confused, not only about the process of implementing the IQMS, but also about the concepts used by the IQMS. Key findings of this study indicate the following: • In some schools, educators do not understand the IQMS instrument. • Advocacy and training programmes, in respect of the IQMS, are ineffective in some schools. • Some IQMS structures are not yet in place. Although the majority of educators indicated that they were aware of the IQMS instrument, 32% of the educators who participated in the survey indicated they had never heard about the IQMS instrument for educator evaluation. It is evident that such educators need greater exposure to the IQMS through advocacy and training programmes. It is also clear from this study that most schools are aware of the IQMS instrument but that implementation thereof remains problematic. This study is significant in that it exposes, in its findings, some of the problems experienced by schools in the implementation of the 1QMS. Recommendations to address some of these limitations are made in the last chapter of this publication.

Submitted in fulfilment of the requirements for the degree Doctor of Education in the Department of Educational Psychology and Special Education of the Faculty of Education at the University of Zululand, South Africa, 2013. / Integrated Quality Management System (IQMS) is an appraisal system of the KwaZulu-Natal Department of Education. The appraisal system intended to develop educators on an on-going basis. The primary aim of this investigation was to establish the effect that IQMS has on educator efficacy. As an introduction to the study, the requirements for educator efficacy were reviewed. In so doing, the various characteristics for effective teaching-learning situation and of an “ideal” educator were highlighted. The didactical behaviour of successful educators was also in focus. The requirements for educator efficacy and the effects of IQMS on educator efficacy were investigated using a literature and empirical study. The study revealed that IQMS has a positive effect on educator performances. For the purposes of the empirical investigation, a structured questionnaire was used. Four hundred and six (406) questionnaires were completed by educators from the primary and secondary schools from the Pinetown District in the Ethekwini Region of KZN and these questionnaires were analysed. The data was processed and interpreted using descriptive and inferential statistics. / University of Zululand

This study looked at the way poor-performing public secondary schools in Gauteng Province understand school accountability; their current internal accountability instruments; the way professional development is conducted; and their engagement with the Integrated Quality Management System, the external school accountability system. The intention of the study was to identify possible instruments to mobilise bureaucratic and professional accountability in poor-performing secondary schools. The study was a case study of three poor-performing secondary schools and relied on teachers and principals at these schools to learn their understanding and reactions to the notion of accountability. The study revealed that such schools use bureaucratic instruments (such as attendance registers) to realise accountability and to create structure and routine in their schools. However, where leadership is weak, even these bureaucratic tools such as attendance registers are ineffective. These schools do not take action against non-conformance by teachers and principals. In the schools investigated, accountability was seen as ‘doing your work as you were trained to do during your pre-service training and reporting on learner performance’. The study revealed that, to move towards greater professional accountability in the school sector, a long-term approach is needed that is underscored by ongoing professional development complemented with pressure or performance management. Equally important is the need to build collective power through improving knowledge and skills and motivation for improvement amongst both teachers and school managers.

The implementation of the Integrated Quality Management System (IQMS) is analysed with interest in its effect on professional development of the teaching staff. This analysis is done through the experiences and perceptions of educators who are involved in this process. IQMS is a national policy of appraising and developing the teaching staff and was formed after an agreement was reached between the South African Department of Education and the teacher organizations in 2003. It was scheduled to be implemented in 2004. This article determines teacher appraisal processes on an international level and how similar appraisal processes are applied in South African context and then determines how educators in the South African context experience and perceive the effects of their appraisal process (IQMS) on their professional development. / Dissertation (MEd)--University of Pretoria, 2012. / Education Management and Policy Studies / unrestricted

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.

This study investigated how educators experience the peer observation component of the Integrated Quality Management System (IQMS), a quality and performance management system that was introduced into South African schools in 2005. The extent to which the Integrated Quality Management System has contributed to the development of schools in their entirety has been largely unchartered. The objective of this dissertation was to investigate the perceived experiences of educators concerning the peer observation component of the Integrated Quality Management System. A qualitative research paradigm was employed in order to gather data for this study. Semi- structured interviews were conducted with educators; data collected from the interviews was compared and integrated with data collected from the documentsthat were studied. The data gathered was analyzed using the theory of collegiality in order to explore how educators experience peer observation as a component of the IQMS during its implementationas well as what impact it had on collegiality The findings revealed that teachers are given an opportunity to select their peers during peer observation implementation which, however, leads to an inconsistent and subjective allocation and rating of scores in order to get a 1% pay progression. The study found that the peer observation part of the IQMS is an effective tool for teachers‟ development as it helps them identify areas that need to be developed in order to improve on their teaching practice. The study‟s findings also revealed that if favourable conditions for peer observation are created, peer observation enhances collegiality among teachers. / Dissertation (MEd)--University of Pretoria, 2017. / Education Management and Policy Studies / MEd / Unrestricted

The purpose of this research study was to explore how district officials monitor and provide support to teachers through the effective implementation of the Integrated Quality Management System (IQMS) in South African public schools. Through the utilization of a qualitative case study approach, and guided by a theoretical framework of “performative society”, the study attempted to provide a glimpse of how district officials carry out their responsibilities. Among others, by monitoring and providing necessary support to teachers in order to address various developmental needs as identified during the IQMS implementation cycles at institutional level. Data collection was a mix of semi-structured interviews, observations, field notes and a researcher journal. The major findings emanating from this study were six fold: First, district officials were very conversant with the policy imperatives of the ELRC Resolution 8 of 2003 that deals with the implementation of IQMS in public schools. Second, the study revealed a sense of despair and hopelessness on the side of educators because of evident absence of district officials’ provision of support, particularly during the IQMS cyclic implementation process. Third, while school based educators understood the principles, purposes and procedures of IQMS fully well, they were still struggling to translate theory into practice. Fourth, lack of proper planning in schools hindered the effective implementation of IQMS. Fifth, lack of special incentives for the SDTs. And sixth, is lack of resources in some public schools, as well as the attitude of teachers and school managers towards the implementation of IQMS in schools. These factors, the study revealed, were cited as reasons impeding the effective implementation of IQMS in public schools. Copyright / Dissertation (MEd)--University of Pretoria, 2011. / Humanities Education / Unrestricted

Thesis (MEd)--Stellenbosch University, 2012. / Bibliography / This study is an investigation of the link between the current South African Integrated Quality Management System (IQMS) as an assessment process and teacher professional development in South Africa. A review of literature confirms that teacher assessment should and could facilitate teacher professional development. However, how teacher assessment affects teacher professional development has not been fully recognized. There is, however, little empirical research available on how teacher assessment affects teacher professional development. Steyn and van Niekerk (2002) have noticed that little is known on the kind of support that teachers should receive as a result of teacher assessment. As a result, people are unclear on how teacher assessment should be implemented in order to yield effective teacher professional development. Though the government took numerous efforts to ensure greater teacher accountability and functional schools over some years via policy interventions such as IQMS, there are still deep-seated challenges that hamper these interventions from working effectively. Therefore, the qualitative case study has used three secondary schools in Limpopo, Capricorn District as the research sites to explore the role of IQMS in teacher professional development. The results from the participants indicate that IQMS is effective but only if a numbers of issues can be considered. Participants highlighted issues like, if every teacher can be trained, and there could be quality training with competitive facilitators, also, if there could be a conducive culture and the climate of the school then that could impact positively on teacher development.

Parents, together with the learners, are the customers and therefore major stakeholders of schools. The management of performance is vital for these stakeholders to ensure the most effective application of their resources. Therefore, this research on how SGBs and SMTs in Section 21 Schools apply performance management, at school level, to ensure effective management of the school and its resources was undertaken. Other key questions were: Which performance management tools do these schools use and what are the perceived benefits, gained by the application of performance management at school level? The research was supported by a detailed literature review covering education in South Africa, performance management and the available frameworks to evaluate the application of performance management and to gain a base for the analysis of the empirical data. Qualitative research was chosen as the preferred method of research since this was an exploratory study and qualitative research allowed key factors to emerge. Purposive sampling was used to select the participants in order to obtain insight into the application of performance management and participants‟ perspective of the benefits gained by applying performance management. Interviews were conducted with the principals and a parent representative of each of the SGBs at these schools. An interview guide was used to guide the interviews. The findings showed that all the schools under investigation made use of the Integrated Quality Management System. Participants however agreed that this system was not adequate and they needed to add their own performance management tools in order to maintain their current performance and position as prestigious schools. Although all participating schools were using some form of benchmarking, setting goals and targets, measuring learners‟ performance on all activities and measuring learners‟ behaviour, the findings also revealed that most of the schools did not implement a formal system covering all the dimensions of a school. It was evident from the findings that most of the participating schools benefitted from the application of performance management in the form of effective management and personnel development. Findings from the evaluation of the performance management systems revealed that the implementation of performance management systems is seldom carried through to the final stages and information is not always used to draft strategy in order to improve performance. It was concluded that SGBs and SMTs of the participating schools complied with some requirements indicated in literature to apply performance management systems. However most of the methods or systems are not fully implemented and there are many shortcomings. The findings suggested that the Integrated Quality Management System is reviewed by the Department of Basic Education. Furthermore, it also suggested that schools need to create formal procedures and policies in order to ensure the complete and effective application of performance management and establish a clear link between performance measures and the overall strategy of the school. The study also suggested that the schools‟ management have to design a performance management system, incorporating all the dimensions of their school and refrain from focusing only on incentives. / MCom (Management Accountancy), North-West University, Potchefstroom Campus, 2013