Thesis (PhD. (Education )) - Central University of Technology, Free State, 2013 / Human Resource Development is receiving increased attention as organizations seek performance gains from their workforces during challenging economic times, as well as a measure of compliance with the Skills Development Levies Acts (1998 & 1999) and the subsequent National Skills Development Strategy (NSDS). Organisations are facing increasing pressure to demonstrate how well they perform and to provide plans for their future improvement. The Free State Department of Basic Education (FSDoBE) is one public sector organisation which has embarked on aligning its human resource development strategies with the current developments as they present themselves in the labour market and as per NSDS requirements. In this research study, the construct of an integrated human resource development plan is challenged mainly along two lines: how office-based educators’ training needs assist to determine the model of an integrated HRD plan; and how the impact of the developed integrated HRD plan will assist with the heightened job performance of office-based educators. The effectiveness of job performance by office-based educators will consequently serve as a route to improved learner results in schools. The delivery of quality education and training is one of the most important endeavours for the restoration of the culture of teaching and learning. The human resource development of office-based educators is therefore seen as an essential part for promoting the delivery of education and improving learners’ performance in schools. An essential part of developing an integrated HRD plan for office-based educators is typically with performance management process, which is the tool the FSDoBE has to use to meet its overall goals, and is directly dependent upon the ability of office-based educators to perform effectively in the management and delivery of services to schools. In order to successfully develop an integrated HRD plan, the literature overview on human resource development and performance management was presented. xvii Human resource development plans have been studied and implemented in various organizations, but not adequately explored in the FSDoBE to surface possible specific performance challenges. This study addresses this performance gaps by introducing an integrated HRD plan from the perspectives of various job ranks of office-based educators. It identifies gaps in the perceptions of office-based educators concerning performance management as conducted through the appraisal tool for office-based educators, the Performance Management and Development system (PMDS), and identifies steps in the development of an integrated HRD plan, concluding with lessons for practice. The data gathered through the literature study, questionnaires and interviews assisted the researcher to analyse and interpret the data and come up with the findings and conclude on the model of an integrated HRD plan for office-based educators. The questionnaires were administered to 60 office-based educators across their ranks (SESs, DCESs and CESs) and all 60 questionnaires were returned. The questionnaires and interviews were administered in the three education districts. The interviews were conducted to supplement the questionnaire data in order to gather rich responses from the participants. The data from corresponding questionnaire questions and interview questions was grouped together to correspond with the key research questions so as to provide the rich data as required by the research study. The key findings were that office-based educators have the desire to play a significant role in their job performance and that they need empowerment, resources and leadership to guide them in their daily duties. The analysis and interpretation of the data gathered further assisted the researcher to develop an integrated HRD plan as presented in Table 7.1 and as stated by the title of this research. The evidence of the narrative incidents with office-based educators suggest that the development of an integrated HRD plan will provide a useful research tool for those wishing to study the design and use of HRD plans in the future, as it gives a xviii holistic overview to be taken in the process and makes the development of an integrated plan a feasible task for the researcher. According to the model of the proposed integrated HRD plan, it requires a new way of thinking and interacting amongst district sections, and it should be regarded as a step forward to improved office-based educators’ development and subsequent influence on school-based educators’ knowledge and skills, and for improved learner performance in the schools.

In this study the problem concerning the contingency approach to the managerial tasks of the Black high school principal was investigated by means of literature study, interviews and observations. As a result the problems and challenges facing the Black principal were identified. The managerial tasks of the principal in the South Africa of the l 990's were identified and defined. It became clear that these tasks are performed under changing situational contingencies. The contingency approach, its basis, what it entails and its importance in the RSA of today was described. When the contingency approach was related to the managerial tasks, it became clear that under one set of circumstances one type of leadership style is effective. Interviews and observations were conducted in certain schools and with certain principals. Research findings revealed that the Black high school principal should be flexible in the face of many contingencies facing him. / Educational Leadership and Management / M. Ed. (Educational Management)

Dissertation submitted in partial compliance with the requirements for the Master's Degree in Technology: Education (Management), Technikon Natal, 2002. / This study explores the role of senior management in improving educators' morale in public, secondary schools in the Durban Central Area. The reasons for a decline in educators' morale and effectiveness are senior management's lack of incentives and rewards, violence in schools, poorly disciplined learners, conflict, nepotism and public condemnation of educators. Other factors include: 'right-sizing', rationalisation and redeployment, lack of transparency during the promotion process and the negative attitude to the appraisal policy. Motivating educators will lead to improved school performance and promote enthusiasm and confidence amongst educators. The researcher will provide support on the topic from observations and a study ofliterature. The qualitative method of research was undertaken. The representative sample included principals, deputy principals, heads of department and educators from public secondary schools in the Durban Central Area. Evidence from questionnaires suggested that educators in the Durban Central Area are demoralised and therefore there is an urgent need to address their morale. The researcher examined the causes and symptoms of educators' demoralisation and senior management's role in improving their morale. This investigation focuses on problems which lead to the demoralisation of educators; the causes and symptoms of demoralisation and how educators can contribute to a healthy and professional culture in schools. It is suggested that senior management should motivate individual educators. Some measures proposed to improve and / M

M.Ed. (Education) / Please refer to full text to view abstract

The purpose of this study was to identify perceived barriers to the implementation of site-based management for administrators in the Region XII Service Center area in Texas.

The purpose of this study was to investigate the effects of restructuring associated with site-based management and the change in roles of central office personnel. The study also attempted to determine if districts had a plan with definitions of responsibility and accountability in place. The study included relationships between the decentralization process of site-based management and central office personnel's perception of job satisfaction.

The major purpose of this descriptive study was to determine common characteristics and influences among women who were serving as public school superintendents of independent districts in Texas during the 1988-89 school year. Commonalities were determined in (1) personal characteristics, (2) personality traits, and (3) perceived barriers to career mobility. A seventy-item survey was developed, validated, and mailed to the thirty-three women superintendents in Texas. Data from the survey were analyzed to determine if commonalities existed among women superintendents. Based on the findings of this study, the following conclusions seem justified: (1) Commonalities in personal characteristics which exist among women superintendents include age, ethnicity, marital status, parenthood, positive attitudes toward being both mothers and superintendents, preference for husbands in the field of education, demonstration of early leadership traits, and self-perceptions of being assertive and risk-taking; (2) Most women superintendents share common views on subjective measures concerning their own personalities, and they rated themselves highest in areas which include self-esteem, general daily activity level, independence, job satisfaction, ability to operate under pressure and practicality; and (3) Most women superintendents perceive similar internal and external barriers to their career mobility; a lack of professional network and employers' negative attitudes toward women are the most common external barriers.

This study is designed to determine the degree to which female principals and vice-principals in Texas derive job satisfaction from their work and to identify those factors, both negative and positive, which affect the job satisfaction of these principals and vice-principals. A single questionnaire was used to collect the data for this study. Usable questionnaires were returned by 331 vice-principals and 504 principals. These represented 336 school districts throughout the state. Respondents were compared as to their view of their overall job satisfaction, the importance assigned to intrinsic and extrinsic job facets, their satisfaction with intrinsic and extrinsic job facets, and the differences in facet satisfaction connected with various personal characteristics.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2018-09-26T10:04:21Z No. of bitstreams: 1 Peterson José Cruz Fernandes.pdf: 2161579 bytes, checksum: a866a942320cd25553ba6047da2de81f (MD5) / Made available in DSpace on 2018-09-26T10:04:22Z (GMT). No. of bitstreams: 1 Peterson José Cruz Fernandes.pdf: 2161579 bytes, checksum: a866a942320cd25553ba6047da2de81f (MD5) Previous issue date: 2018-08-27 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / Given the complex context which challenges the contemporary private schools and, therefore, its own administration, this research – action – formation is aimed at answering the following questions: Who is the administrator of a school today? An educator or a manager? By making use of an interdisciplinary account of the researcher’s life story, the study seeks to systematize elements that could criticise a reality which offers risks to the identity of the school which, on its turn, has compromised its mission; and at the same time, seeks to present possibilities of ways and actions towards the building up of the curriculum of the professional that administrates schools today. From this moviment, it has become possible to develop a series of theoretical and practical inputs in order to build a curriculum abounding potentials to overcome existing dichotomies inside a school these days, particularly the Administration/Educational one, as it has been guided by the Interdisciplinarity, which enables to address the complexity of a school in a more suitable way, since it is integrated and, thus, integrator. This curriculum is organized upon three bases: Strong theoretical and practical formation; interdisciplinary experience and self – awareness. It enables the qualification of a school educator – administrator (answer to the initial questions) competent enough to articulate a wide range of contribution in the approach of school and educational contemporary elements. Through this journey, this professional has the opportunity to develop his own skills: consistency, humbleness, detachment, respect, waiting ability and capability to conceive a Phylosophy of School Administration / Diante de um contexto complexo, que desafia a escola privada contemporânea e, consequentemente, sua administração, a presente pesquisa-ação-formação objetivou responder às seguintes questões: quem é o administrador de uma escola hoje? Um educador, ou um administrador? Por meio de uma narrativa interdisciplinar da história de vida do pesquisador, buscou-se sistematizar elementos que pudessem criticar uma realidade que oferece riscos à identidade da escola e que, por isso, têm comprometido sua missão; e, ao mesmo tempo, apresentar possibilidades de caminhos e ações direcionadas à construção de um currículo do profissional que a administra hoje. A partir desse movimento, foi possível construir uma série de aportes teóricos e práticos para o desenvolvimento de um currículo repleto de potencialidades de superação das dicotomias existentes no interior da escola hoje, em especial, a pedagógico/administrativo, porque pautado na Interdisciplinaridade, o que lhe permite abordar de maneira mais adequada a complexidade do contexto escolar, por ser integrado e, consequentemente, integrador. Esse currículo estrutura-se a partir de três bases: vivência interdisciplinar; sólida formação teórica e prática; autoconhecimento. Ele possibilita a formação de um educador administrador escolar (resposta às questões iniciais) competente para articular os mais variados aportes na abordagem dos elementos escolares e educacionais contemporâneos, necessários para uma adequada administração da escola. Por meio dessa jornada, esse profissional tem a oportunidade de desenvolver competências próprias: coerência, humildade, desapego, respeito, espera e capacidade para engendrar uma Filosofia da Administração Escolar

As budget belts tighten in the public schools today, more and more schools are moving toward participation in federal Schoolwide Title I Programs to most effectively meet the needs of struggling students. This study seeks to inform school administrators how best to approach this yearlong change initiative by both meeting the needs of the rigorous federal standards and facilitating a positive school climate for staff, students, and community. Using a Problem-Based Learning method, the purpose of this study was to research, develop, and validate a handbook for shaping school culture during a major school change project while creating or maintaining a positive school culture. The handbook was developed as a resource for principals, and will ultimately be disseminated to Oregon school leaders with the goal of improving the transition process from a Targeted-Assistance Program (TAP) to a Schoolwide Title I Program (SWP). Research and development (R&D) methodology (Borg & Gall, 1989) was used to develop and validate Moving to a Schoolwide Title I Program: The Path Principals Should Follow to Maintain a Healthy School Culture. The literature review and the researcher's experience in Title I schools provided the necessary information to build the preliminary product (prototype). Field-test reviewers used an evaluation rubric to measure efficacy, practicality, effectiveness, and impact on school climate for each section of the handbook. The handbook was reviewed by three groups: principals of Title I schools, Title I directors and coordinators, and Title I compliance officials. The handbook was then piloted by the principal of an elementary school that is currently making the transition from a TAP to a SWP. Changes in the school's curriculum and innovations in the classroom, even if they are beneficial to student learning, can be challenging to the health of the school culture. Research suggests that school culture is defined by rituals, expectations, relationships, curricular focus, co-curricular activities, decision-making processes, school requirements, and a sense of the "way we do things here" (Bower, 1966, p. 22). School culture directly impacts a school's social, emotional, and academic end results. Through conversations with educators across the state, it is evident that the transition is not always sustainable or fully implemented by all staff, and many times the efforts for change are overcome by resistance, and the momentum toward change is abandoned. The handbook promotes the idea that though collaboration, shared leadership, data driven instruction, and staff buy-in, the yearlong transition process is not only possible, but it can also positively impact a variety of aspects which make up the school culture in hopes of creating a sustainable change.