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Urban school districts are beleaguered with the high attrition rate of teachers. This results in a staff that is largely inexperienced, and a large cost to the district in training and induction programs. Mentoring programs have been linked to new teacher retention, and one particular mentoring program, Peer Assistance and Review (PAR), is widely used by districts to create a structured support system for teachers. This mixed-methods study examined key players from the School District of Philadelphia’s PAR program, regarding their successes and failures within the program. By examining the PAR program in depth, we can identify the key components participants perceive to be important to the program, and make recommendations for PAR to meet optimal success. / Educational Leadership

The following dissertation examined the relationship between dissatisfaction found within teacher working conditions and Melvin Seeman's theory of alienation. More specifically, it showed that all forms of teacher dissatisfaction engender feelings of alienation and that the oppressive nature of alienation is the root cause of all the negative consequences associated with teacher dissatisfaction. After an introduction, the literature review presents detailed descriptions of Seeman's theory of alienation, Paulo Freire's theory of empowerment, and the latest information surrounding the issue of teacher dissatisfaction. Next, qualitative narratives from interviews with six teachers about their experiences with dissatisfaction are presented. The researcher then shows how the participants' answers matched the information from the literature surrounding dissatisfaction. The alienation framework is then applied to the data to show its presence within the teachers' experiences. Once the narratives are shown to be connected to both the dissatisfaction and alienation literature, the researcher discusses how alienation is an inextricable part of dissatisfying working conditions. An analysis is then presented to explain how alienation plays a foundational role in creating detrimental educational environments. Finally, possible solutions and further research possibilities are detailed.

This descriptive case study examined the perceptions of 6 beginning teachers regarding the supports offered to them during their 1st year of teaching. Based on purposeful and convenience sampling through administrative recommendations, the participants included 4 middle school 6th, 7th, and 8th grade teachers in their 2nd year of teaching. I collected data from documents and multiple interviews to understand the needs of beginning teachers and how to best support them. Utilizing the social cognitive learning framework, I analyzed the results in terms of which supports provided vicarious reinforcements, self-reinforcements, and ultimately self-efficacy. These perceptions and understandings were then compared to what is recommended in the research literature. The results of the study provide insight into the perceptions and understandings of the participants as they transitioned to their new roles as teachers. Findings suggest (1) new teachers need to be formally assigned a mentor in close proximity to them, (2) administrators should explicitly schedule times for novice teachers to observe effective instructional practices, and (3) a lack of administrative support can be offset by other positive, collegial relationships. Such findings suggest multiple implications for both school building administrators and teacher preparation programs.

Diverse mentoring models have been implemented by educational organizations to address teacher retention, but debate continues over which mentoring model is most beneficial. Two school districts in Utah, USA, hereafter referred to as the Asher and Dane (pseudonyms) School Districts, provide distinct approaches to mentoring. Both the Asher and Dane School District have used veteran teachers with full-time teaching loads to mentor beginning teachers. The Dane School District, however, has recently implemented a unique and distinct mentoring model in addition to in-school mentors. In this model, full-time released teacher "coaches" with specialized mentoring responsibilities are assigned by the district to mentor several beginning elementary teachers in one grade band (K-3 or 4-6) throughout the district. This longitudinal research studied the Asher and Dane School Districts' mentoring models to develop a grounded theory to explain how these two distinct mentoring models were related to beginning teacher retention rates. A stratified, random sample was utilized, resulting in 23 participants selected for this study. Interview data were gathered from each participant during their first year of teaching, as well as follow-up survey and interview data in their third year. Beginning teacher attrition data were gathered from both the Asher and Dane School Districts. A constant comparative qualitative analysis method, using NVivo software, facilitated the development of the grounded theory. Findings describe and explain the sources and types of support that beginning teachers in these two distinct mentoring models found most beneficial in their induction, development and retention during their first three years. Beginning teachers reported that key mentoring characteristics included a mentor that had experience and knowledge, particularly in their same grade level, as well as a personal relationship with someone who was open to listening to them and who empowered others. Overall, collaborative teams and in-school mentors were a great source of support for beginning teachers, and teacher retention occurred most often when beginning teachers felt supported by their principals. Beginning teachers also experienced a decrease in stress and increase in both autonomy and confidence with time or years of teaching, experience, and support. Findings suggested that district coaches in the Dane School District lacked proximity, personal relationship, and knowledge of the grade being taught by those they mentored. As a result, they lacked the ability to help induct beginning teachers into their school culture and develop informal networks in the school and ensure retention.

The loss of special education teachers is a problem for all school districts. The effects of special education teacher attrition are felt in the classrooms and by all school district personnel. The impact on student achievement can be profound, especially if the teacher leaves in the middle of a school year. This study examines the organizational factors that influenced the attrition of special education teachers in one Central Florida school district. Participation in the anonymous survey was voluntary. Invitations to participate were sent directly to 385 special education instructional personnel and distributed to all district personnel using an e-mail forum. After removing participants who did not meet the inclusion criteria, 250 completed surveys were included in the analysis. In addition to quantitative items, the survey also included open–ended items at the end of the survey. While special education instructional personnel were the focus of the study, data from general education instructional personnel were also collected for comparison. The findings indicated that the major organizational causes of attrition among exceptional education teachers were in the areas of the human resources, political and structural frames. Human resource factors included the emotional, physical, and mental toll of daily classroom responsibilities and the perceived lack of district administration support. The main structural frame factor was the lack of compensation for the extra duties that special education teachers must perform. The main political factor was the lack of time needed by the special education staff to complete assigned duties during an average school day. In addition, the symbolic frame factors suggested a lack of perceived support from the general education staff; however, respondents did not indicate that this was major factor affecting in the attrition of special education teachers in this district. The school district has implemented strategies to support teachers to meet State certification requirements, Federal mandates of being highly qualified, and with monthly district level support visits. However, based on these data, the school district needs to recognize organizational factors affecting attrition. The district should pinpoint and alleviate the daily factors that cause undue stress on the special education staff. It should also reallocate resources and personnel to provide more frequent district and school level administrative support. Additional monetary or non-monetary compensation for the extra duties or reducing the workload on the special education teachers may also reduce attrition.

Retaining quality teachers is critical to the success of America's schools. How to retain quality teachers, especially in high needs schools, is a question of fervent debate among educational researchers, policy makers, administrators, parents, and students. This study examines the issue of teacher retention from an emic perspective, focused on understanding the perspective of those closest to the retention decision, teachers in hard-to-staff schools. This study examines the lived experiences of four teachers at a hard-to-staff, urban, secondary school as these experiences impact their decisions to remain in teaching and at their current campus. Research methods adopted an existential phenomenological perspective and focused on understanding deeply the perspective of participants and how participants make meaning of their lived experiences as they relate to the retention decision. Three hour-long interviews were conducted with each of the four participants utilizing methodology laid out by Seidman (1991). Data were analyzed using NVIVO 10 to apply a series of coding and recoding procedures to interview transcripts. Conclusions suggest four factors motivated these teachers to teach and remain in their current hard-to-staff, urban, secondary school. These factors include: belief in the power of education, relationships with students, mentoring and professional partnering, and remaining professionally challenged. Findings suggest factors that drive teachers out of teaching and out of hard-to-staff schools include: inconsistent administrative support, low student motivation, and lack of resources.

The purpose of this study was to identify the perceptions of alternatively certified public K-12 teachers regarding their preparedness to teach and to identify key areas for training and administrative support needed for teacher retention. This basic qualitative study with elements of phenomenological design included a semi-structured focus group protocol in which 23 candidates participated in four focus groups. Study participants were provisionally licensed K-12 public school teachers in Virginia and represented elementary, middle, and high school teachers in both general and special education roles. Findings indicated that beginning teachers who have completed an alternative teacher certification program (ATCP) do not feel prepared for the teaching role and many have considered leaving the profession prematurely. Additionally, study findings indicate that ATCP teachers perceive that their training did not adequately prepare them for classroom management, working with parents, and managing the many responsibilities of a teacher, resulting in high levels of stress among provisionally licensed teachers. Data demonstrate that increased financial support for required coursework, a reduction in workload, mentoring programs, and more hands-on training will support ATCP teacher retention. Implications of this study's findings indicate that school, district, and state school leaders can positively impact ATCP teacher retention by implementing specific professional development programs, providing coaching and mentoring, and by adjusting ATCP training to better prepare their graduates for teaching in the areas of managing student behavior and working with parents. / Doctor of Education / The purpose of this qualitative study was to identify the perceptions of alternatively certified public K-12 teachers regarding their preparedness to teach and to identify key areas for training and administrative support needed for teacher retention. In this study, 23 candidates participated in four focus groups. Study participants were provisionally licensed K-12 public school teachers in Virginia and represented elementary, middle, and high school teachers in both general and special education roles, as well as school counselors, foreign language teachers, career and technical education, and business teachers. Findings from this study indicate that teachers who complete alternative teacher certification programs (ATCPs) perceive that they are unprepared when they begin teaching as a result of their training and many consider leaving the profession prematurely. Provisionally licensed teachers perceive they lack adequate training in areas including classroom management, academic instruction, and working with parents, resulting in high levels of stress and feeling overwhelmed. Findings from this study indicate that school, division, and state level educational leaders can provide coaching, mentoring, and professional development opportunities for ATCP teachers that will promote their retention. This study provides a lens through which to examine the experiences of ATCP teachers and understand their perceptions of their unique training and experiences so that they can be better prepared and supported by school leaders in order to remain in the profession. This study also recognizes the resiliency of ATCP teachers who overcome unique challenges in order to remain in their teaching role and positively impact student achievement.

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