Thesis (MEd)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: With the aim of promoting learner achievement, development is regarded as indispensable for the teaching and learning process. Many schools however, face the challenge of teachers who are not willing to participate in development activities. Motivation is viewed as a catalyst that may aid in teachers‟ participation in development activities, as motivation provides a reason to display certain behaviour. In the case of this research behaviour refers to the behaviour to participate in development activities. Participation in development activities refers to teachers‟ inclination to submit to self-development, engage in daily development activities of the school or engaging in formal development activities arranged by the school or Department of Education. This research addressed some of the factors that motivate staff in underperforming secondary schools to participate in staff development activities. Schools are categorised as underperforming if they do not obtain a pass rate of at least 60% in the National Senior Certificate examinations. Underperforming schools are mainly townships schools with peculiar contexts. This study focuses on the particular context of underperforming schools and the role of the principal in staff‟s motivation to participate in development activities as these are important aspects in the development of a school from an underperforming to a performing categorisation. The literature was reviewed on aspects of activities of staff development, the motivation theories and adult learning principles. Teachers are adults and therefore the factors that motivate adults to participate in development activities are important as they require a different approach than children‟s learning. Qualitative research was conducted with the principal and four teachers from each of two township schools located in the same education district, but two different circuits. Both schools were categorised as underperforming two years ago, but have developed to performing schools. The data were gathered through semi-structured interviews. The findings indicated that teachers in this study are intrinsically motivated to participate in development activities. Factors such as passion, empowerment, collaboration and the child‟s wellbeing are mentioned as factors that motivate these teachers to participate in development activities. Despite these intrinsic factors, teachers mentioned extrinsic factors that impact on their inclination to participate in development activities. These factors include contextual and organisational factors. The role of the principal is emphasised as the principal is accountable for the development of staff. Furthermore, the principal, having the highest authority at a school has an influence on the factors that motivate staff as well as those factors that may deter staff from participating in development activities. Recommendations for the motivation of staff and staff development activities are made, as well as recommendations for further studies. This research is significant as it indicates factors that motivate staff and factors which impact on their motivation to participate in development activities. These factors are important in the pursuit of development from an underperforming to a performing school. / AFRIKAANSE OPSOMMING: Ontwikkeling het ten doel om leerder prestasie te verhoog. Dus word ontwikkeling beskou as onontbeerlik vir die onderrig en leer proses. Baie skole staar egter die uitdaging van opvoeders wie onwillig is om deel te neem aan ontwikkelingsaktiwiteite in die gesig. Motivering kan beskou word as 'n katalisator wat assisteer in die deelname van opvoeders aan ontwikkelingsaktiwiteite, aangesien dit aan opvoeders 'n rede verskaf om sekere gedrag ten opsigte van ontwikkeling te openbaar. In hierdie navorsing verwys gedrag na die gedrag om deel te neem aan ontwikkelingsaktiwiteite. Deelname aan ontwikkelingsaktiwiteite verwys na die neiging van opvoeders om hulself te verryk deur selfontwikkeling, deelname aan die daaglikse aktiwiteite van die skool of aan formele aktiwiteite wat deur die skool of Departement van Onderwys gereël word. Hierdie navorsing addresseer sommige van die faktore wat personeel in onderpresterende sekondêre skole motiveer om deel te neem aan personeel ontwikkelingsaktiwiteite. Skole word gekategoriseer as onderpresterend indien hulle „n slaagpersentasie van minder as 60% verkry in die Nasionale Senior Sertifikaat eksamen. Onderpresterende skole is kenmerkend van die informele nedersettings met hul sonderlinge agtergrond. Hierdie studie fokus op die bepaalde agtergrond van onderpresterende skole en die rol van die prinsipaal in die motivering van personeel om aan ontwikkelingsaktiwiteite deel te neem. Hierdie word beskou as belangrike aspekte in die ontwikkeling van 'n skool vanaf onderpresterend na presterend. Die literatuur oorsig is gedoen op aspekte van aktiwiteite van personeelontwikkeling, motiveringsteorieë en volwasse leer beginsels. Opvoeders is volwassenes en daarom is die faktore wat volwassenes motiveer om aan ontwikkelingsaktiwiteite deel te neem belangrik, aangesien hulle 'n verskillende benadering as kinders se leer benodig. Kwalitatiewe navorsing was gedoen met die prinsipale en vier opvoeders van elk van twee skole wat informele nedersettings bedien. Die skole is geleë in dieselfde opvoedkundige distrik, maar uit twee verskillende kringe. Beide skole was twee jaar gelede as onderpresterend geklassifiseer, maar het in die tussentyd tot presterende skole ontwikkel. Data was deur middel van semi-gestruktureerde onderhoude ingesamel. Die bevindinge toon dat opvoeders in hierdie studie intrinsiek gemotiveer is om aan ontwikkelingsaktiwiteite deel te neem. Faktore soos passie, bemagtiging, samewerking en die kind se welstand word genoem as faktore wat die opvoeders motiveer om aan ontwikkelingsaktiwiteite deel te neem. Behalwe hierdie intrinsieke faktore het opvoeders ook ekstrinsieke faktore genoem wat 'n impak het op hul ingesteldheid om aan ontwikkelingsaktiwiteite deel te neem. Hierdie ekstrinsieke faktore sluit in kontekstuele en organisatoriese faktore. Die rol van die prinsipaal word beklemtoon aangesien die prinsipaal verantwoordbaar is vir die ontwikkeling van die personeel. Verder, aangesien die prinsipaal die hoogste gesagsfiguur is in die skool, het hy/sy 'n invloed op die faktore wat die personeel motiveer, sowel as daardie faktore wat personeel mag weerhou van deelname aan ontwikkelingsaktiwiteite. Aanbevelings rakende die motivering van personeel en personeel ontwikkelingsaktiwiteite word gemaak, sowel as aanbevelings vir verdere studie. Hierdie navorsing is noemenswaardig aangesien dit faktore aandui wat personeel kan motiveer, asook dit wat 'n invloed het op hul motivering om deel te neem aan ontwikkelingsaktiwiteite in die strewe na ontwikkeling vanaf 'n onderpresterende na 'n presterende skool.

Thesis (MEd)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: The greatest challenge facing the Head of Department is how to successfully manage change. Since 1994 a plethora of changes have taken place in Education. Increasingly schools are being held responsible for every aspect of education. The department is the most appropriate and most important unit for change to provide sustaining quality teaching to learners. The Head of Department is the key to the development of a department or phase at school level. The responsibility of the Head of Department is to develop staff members and to ensure that learners are exposed quality teaching and learning. The Head of Department finds himself/herself in a unique position in that he/she is both a manager of managers and a leader of leaders. The HOD is seen as the driving force of the improvement of the learning process at school. The need for distributed leadership is clear because of the complexity of the management of a school. More staff members are required to lead and the extension of leadership leads to the development of educators. The aim of the study was to analyse and describe what the role of the distributed leadership style of the HOD plays in the development educators and the provision of sustainable quality teaching to all learners. I wanted to determine how educators and the HOD experience the distributed leadership style and to determine if the it enables the HOD to carry out the expected duties using this leadership style. I wanted to determine the appropriateness of distributed leadership and to explore the challenges in the execution of this leadership style by the HOD. The roles and responsibilities of the HOD and the accompanying challenges with the implementation of a distributed leadership style were explored. The experiences, interpretation and the perspectives of the HOD and the educators of the Head of Department’s distributed leadership style were analysed and described. The problem was investigated on the basis of the Head of Department and teachers’ personal experiences and opinions. The result will be of a descriptive, interpretive and analytical nature. The study had a qualitative perspective in the research approach and the research methods were used within an interpretative framework. The research methods that I used in this study were conceptual analysis and interviews. Data was collected through semi-structured interviews. The research findings generally indicated that with more distributed leadership style educators within the department or phase are given an opportunity to make contributions, to develop and to grow in self-confidence. Staff development is visible in the department to deal with the complexity of the education profession. Distributed leadership offers growth and development opportunities for individuals and the department to provide sustainable quality teaching to all learners. / AFRIKAANSE OPSOMMING: Die grootste uitdaging vir die departementshoof is om verandering suksesvol te bestuur. Vele veranderinge in die onderwysberoep het sedert 1994 plaasgevind. Skole word al hoe meer verantwoordelik gehou vir elke aspek van opvoeding. Die departement is die belangrikste en gepaste eenheid vir verandering om volhoubare gehalte onderrig aan alle leerders te verskaf. Die departementshoof is die sleutel tot die ontwikkeling van ‘n suksesvolle departement en ‘n skool. Die departementshoof het die taak om die personeel te ontwikkel en kwaliteit onderrig en leer te verseker aan die leerders. Die departementshoof word blootgestel aan vele uitdagings om kwaliteit onderrig en leer te verseker. Die departementshoof bevind hom in ‘n unieke posisie dat hy ‘n bestuurder van bestuurders is en ‘n leier van leiers is. Die departementshoof word gesien as die dryfveer en dus die sleutel tot die verbetering van die leerproses by die skool. Die behoefte vir deelnemende leierskap is sigbaar weens die kompleksiteit van die bestuur van ‘n skool, meer personeellede word benodig en die verspreiding van leierskap lei tot die ontwikkeling van opvoeders. Die doel van die studie was om die rol wat die deelnemende leierskapstyl speel vir die departementshoof om opvoeders te ontwikkel om volhoubare gehalte onderrig te verskaf aan alle leerders te analiseer en beskryf. Ek wou vasstel hoe die opvoeders en die departementshoof die deelnemende leierskapstyl ervaar en die departementshoof instaat is om verwagte pligte uit te voer met ‘n deelnemende leierskapstyl. Ek wou die geskiktheid van die deelnemende leierskapstyl bepaal en die uitdagings in die uitvoering van die deelnemende leierskapstyl deur die departementshoof verken. Die pligte en rolle van die departementshoof en die gepaardgaande uitdagings met die uitleef van ‘n deelnemende leierskapstyl is verken. Die departementshoof en opvoeders se belewenisse, interpretasie en hul perspektief van die departementshoof se deelnemende leierskapstyl is geanaliseer en beskryf. Die probleem is ondersoek aan die hand van die departementshoof en opvoeders se persoonlike ervarings en opinies. Die resultaat sal beskrywend, interpreterend en ontledend van aard wees. Die navorsingstudie het ‘n kwalitatiewe perspektief beslaan in die navorsingsbenadering en navorsingsmetodes gebruik binne ‘n interpretatiewe raamwerk. Die navorsingsmetode wat ek in hierdie studie gebruik het, was konseptuele analise en onderhoude. Data is versamel deur semi-gestruktureerde onderhoude. Die navorsingsbevindinge het in die algemeen daarop gedui dat met ‘n deelnemende leierskapstyl die opvoeders van die departement geleentheid gegee word om ‘n bydrae te maak, te ontwikkel en te groei in selfvertroue. Personeelontwikkeling is sigbaar in die departement om die kompleksiteit van die onderwys-professie te hanteer. Deelnemende leierskap bied groei en ontwikkelings-geleenthede vir die indiwidu en die departement om volhoubare gehalte onderrig aan alle leerders te verskaf.

This study analyzed participants in an online professional development and certification program can to see if they could predict the learning value of individual distance education tools. The Texas Center for Educational Technology (TCET) funded by the Texas Telecommunications Infrastructure Fund (TIF) designed the Technology Applications Certification Program (TACP). In the TACP, students are offered four graduate level classes which, when combined, meet the standards for the State Board for Educator Certification (SBEC) Technology Applications certification. The four courses that comprise the TACP are Computers in Education, Introduction to the Internet, Multimedia in Technology Applications, and Introduction to Video Technologies. The first course started in January 2002 with approximately 706 participants in 40 cohorts across the state of Texas. The TACP combines two different worlds of technology training. Half of the coursework was completed through asynchronous content and discussions, while the remaining classes were hands-on classes in local district computer labs. These face-to-face meetings enabled learners to get hands-on training with direct assistance. Between the online and face-to-face segments, a variety of learning tools were introduced to the participants. Participants were surveyed through the online Snapshot Survey in January and again in September.

The aim of this thesis is to analyze and evaluate the current situation of the education system in the company BAEST Machinery Holding, Inc. Minor task is to map all steps of the education process in the concrete company with its strengths and weaknesses. To find out more about employee's satisfaction or dissatisfaction with corporate training was used a questionnaire survey that unfold skills development perception of course participants. The work is divided into theoretical and analytical part. The first mentioned contains human resources activities and stuff training described in detail steps together with methods and subjects. The theoretical block also contains results of the surveys carried out in the field of education in the ČR and abroad. The second part of this thesis is devoted to analyzing the education system in BAEST Machinery Holding, Inc. The introduction of the company is followed by the current situation of education in the firm. In detail are analyzed the steps of the systematic training cycle and published opinions of the employees in the form of survey results. In the conclusion are the proposals and recommendations to improve the educational activities of the company.

The purpose of this study was to collect and report on the perceptions of elementary school teachers as to the quality of staff development programs being offered in schools and school systems throughout Northeast Tennessee. A second purpose was to study the relationship between certain school district characteristics and teacher perception scores related to the staff development programs. The National Staff Development Council's Self-Assessment and Planning Tool was used to collect data related to teacher perceptions. Mean scores were calculated and t-test analysis completed for each variable named in the study. Conclusions of the study are consistent with most findings in the literature. Evidence suggests that significantly higher perception scores on the quality of staff development programs are obtained when school systems budget more than 1% of the total operating budget to staff development compared to school systems that budget less than 1%. Higher perception scores are also obtained in school systems where there is at least a half-time coordinator for staff development activities compared to school systems where there is either no formal coordination, or less than a half time coordinator for staff development activities. There is no indication that the amount of teacher input into the planning and delivery of staff development programs has any significant impact on teacher perceptions of the quality of staff development programs in school systems in Northeast Tennessee. The results of this study may be used by school systems to plan for future staff development events. Similar studies should be conducted with middle school and high school teachers to assist staff developers at these levels.

Creating meaningful and effective professional development (PD) programs for K-12 teachers is an ongoing challenge. The problem is exacerbated when PD models are implemented without fully aligning PD resources and plans with the training needs of teachers and the organization. The guiding question sought to understand the experiences of teachers at an online charter school about the implementation of PD as a means for improving student outcomes. The purpose of the study was to find ways to enhance PD in order to improve student outcomes at the school. The conceptual framework for this study is interwoven through the constructs of student-centered learning, adult learning theory, transformational learning, self-directed learning, and emotional intelligence (EI). A qualitative case study was used in an appreciative inquiry approach that included a document review, written response survey, a positive assessment of EI skills, and focus group interview with 5 teacher participants. The EI data were analyzed using descriptive statistics to create an average EI profile for the group, and qualitative data were analyzed using inductive and comparative techniques. The results indicated that the teachers desired more focused PD that aligns to organizational goals, is collaborative, and includes support from leadership. Results informed the design of a workshop for school administrators focused on designing a PD implementation plan. This study promotes positive social change by increasing understanding of teachers' professional learning experiences and proposes a research-derived PD planning and implementation cycle in order to increase student achievement at the school.

In Australia, the combination of a changing workforce profile, the changing nature of work and industrial agreements and the changing role of education and training gave rise to the National Training Reform Agenda (NTRA). The main aim of the NTRA is to increase the competitiveness and productivity of Australian industry through industry responsive reform of the vocational education and training system. The development of a National Framework for the Recognition of Training (NFROT) and nationally endorsed industry competency standards, along with The Training Guarantee Act (1990), were intended to ensure that the Government’s major reform program for education and training for Australian industry took effect.

This study investigated the effectiveness of staff training and development programmes and policies at the Unisa Library. The aim of the study was to establish how staff training and development needs were met and also how staff felt about the centralisation of the Human Resources Department. Self-administered questionnaires were distributed among the Unisa Library staff including the Unisa Branch Libraries. Interviews with four divisional managers were also conducted. Staff development is an ongoing process that, by means of a systematic approach, serves to orient, train, and develop each member of the library staff to work together and to serve their customers with the skills necessary to deliver a quality service. As a result, training can be viewed as an essential vehicle to efficient and effective performance by staff and also as a process that develops the skills, awareness or expertise of staff. This is important for both professional and non-professional employees. Chapter one of this dissertation provided the orientation of this study. Chapter two looked at how the study was conducted, including the research design and methods. Chapter three provided information on the legal aspects of training and development in the workplace and what employees need to be aware of and to know. Chapter four dealt with staff training and development and a literature survey. Chapter five gave an analysis and interpretation of the research findings. Chapter six described the situation at Unisa with respect to staff training and development, while in chapter seven recommendations were made based on the findings of this study. It was found that the personal development of staff was hindered as only job - related training is supported by the Library's STD workgroup. It is recommended that a training needs analysis be compiled in the Library based on the individual staff training requirements expressed during annual performance appraisals. Fifty percent of the staff who were surveyed thought it was good to centralise the Human Resources Department. / Information Science / M. A. (Information Science)

Emergency services 24 hours non-hospital of the Secretary of State of Alagoas are public institutions that features field training in different training areas. But in the last two years in the studied unit stages are restricted to one sector and an interest in expanding this type of activity has been evidenced for unit managers. Thus, questions arose that culminated in the preparation of this academic work. The research sought to identify aspects that guide the development stage in an emergency service through the speeches of the managers in order to understand what they think and know about the stages was expressed in a scientific article and its results have led to production of a intervention project. Through this work placements of managers emerged demonstrating that the lack of integrative actions between academia and professional service occurs because the professionals do not feel able to teach, but even so the stages are authorized by managers because they felt something needed in training. The intervention project is the starting point for building collective reflection on planning and shared with the stakeholders is something relevant in this construction. / Os serviços de Urgência 24 horas não hospitalar da Secretaria de Estado de Alagoas são instituições públicas que apresenta campo do estágio em diferentes áreas de formação. Mas nos últimos dois anos na unidade em estudo os estágios se restringem a um setor e o interesse pela ampliação desse tipo de atividade não tem sido evidenciado entre os gestores da unidade. Com isso, surgiram indagações que culminaram na elaboração deste trabalho acadêmico. A pesquisa procurou identificar os aspectos que norteiam o desenvolvimento do estágio em um serviço de urgência através das falas dos gestores com o intuito de compreender o que eles pensam e sabem acerca dos estágios Foi expressa em um artigo científico e seus resultados levaram a produção de um projeto de intervenção. Através deste trabalho surgiram posicionamentos dos gestores demonstrando que a falta de ações integrativas entre academia e profissionais do serviço ocorre em virtude dos profissionais não se sentirem aptos para o ensino, mas mesmo assim os estágios são autorizados pelos gestores por acharem algo necessário na formação profissional. O projeto de intervenção é o ponto de partida para a construção coletiva e uma reflexão sobre planejamento compartilhado com os atores envolvidos é algo relevante nesta construção.

This study is an evaluation of the effectiveness of the current teacher appraisal system as practised in Botswana secondary schools. The study sought to establish inter alia the relationship between the current teacher appraisal and the day to day duties of teachers, the extent to which it leads to improvements in the teaching and students' learning process, how it addresses the staff development needs of the teachers, and whether the mechanisms and procedures for the management and implementation of the appraisal system in the schools is adequate. Teacher appraisal was defined as a process of staff development aimed at the professional development of the teacher through collegial interaction in order to enhance the quality of teaching and students' learning. Other strategies to achieve the effectiveness were also discussed in the thesis. Chapter One of the thesis provided the orientation of the study, while Chapter Two looked at the international literature on appraisal, including two case studies on the introduction of teacher appraisal in Great Britain and the United States of America. Chapter Three provided the contextual literature for the study. Chapter Four provided the research design of the study. Chapter Five discussed and analysed the research findings and Chapter Six presented the summary, conclusions and recommendations of the study. A survey questionnaire based on a five items Likert Scale and a semi-structured interview were used to collect data. The study was carried out in the Southern Region of Botswana in the Lobatse and Kanye Clusters of secondary schools. From both the literature reviews and the empirical research findings, it became clear that:  Teacher appraisal is a process and not an event;  The clarity of the purpose of the appraisal process is fundamental to its effectiveness;  The training of both the appraisees and appraisers on the appraisal process is crucial to its effectiveness;  Feedback is a sine qua non for the appraisal process to be effective. / Teacher Education / D.Ed. (Education Management)