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Administrative Effectiveness & Human Resources
ManagementWilliam Kritsonis, PhD
Professor
PhD Program in Educational Leadership
Prairie View A&M University
Member of Texas A&M University System
Spring 2010
Presented to:
Charter College of Education
California State University, Los Angeles
by:
William Allan Kritsonis, PhD
The difference between retaining andlosing quality employees is LEADERSHIP
(Lynch, 2003)
Administrative Effectiveness
Recent studies have shown that pay, benefits, rewards, and recognition are inadequate tools to effectively retain employees
(Lynch, 2003)
What Does Research Say About Employee Retention?
Reasons Given For Staying:
• Fair treatment
• Exciting work and challenge
• Care and concern
• Working with great people and relationships
• Trust
• Career growth, learning and development
What Does An Effective Leader Do?
• Hire well
Hiring the right people is the first step to
retaining great talent. When hiring be
certain that the applicant understands
the job, organization, and culture.
Characteristics An Effective Leader Seeks:
• Innovation» Being innovative
» Imaginative
» Creative
» Perceptive
Characteristics An Effective Leader Seeks:
• Facilitation» Sharing Information Freely
» Being Supportive
» Praising Good Performance
Characteristics An Effective Leader Seeks:
• Team Orientation» Flexibility» Adaptability» Collaborative» Honesty/Integrity» Team Oriented» Cooperative» Trustworthy
Characteristics An Effective Leader Seeks:
• Reliable» Reliable
» Conscientious
» Thorough
» Cooperative
Characteristics An Effective Leader Seeks:
• Work Orientation
» Enthusiasm» Emphasis on Quality» Recognition for Performance» Taking Initiative» High Performance» Expectations» Enthusiasm» Active
Characteristics An Effective Leader Seeks:
• Skills» Oral Comprehension
» Oral Expression
What Does An Effective Administrator Do?
• Use preemployment assessments
When used properly, assessments provide insight into an individual’s tendency to perform
What Does An Effective Administrator Do?
• Consistent and proactive communication with valued staff members
Communicate openly; candidly and often.
What Does An Effective Administrator Do?
• Assign a mentor
Immediately upon arriving, assign a mentor or “buddy” to a new employee.
Develop a mentoring program.
What Does An Effective Administrator Do?
• Understand the needs of your team
Create a culture in which your employeesfeel valued.
Develop a core purpose and set ofprinciples.
What Does An Effective Administrator Do?
• Open-door policy
Have an open-door policy whereby employees are encouraged to stop by and talk or ask questions, etc
What Does An Effective Administrator Do?
• Reward and recognize
Rewards and recognition are tools intended to help retain employees.
Make an art of recognition.
What Does An Effective Administrator Do?
• Instill accountability
Provide the training needed to help them be accountable
What Does An Effective Administrator Do?
• Support your leaders
Your real success in retaining your employees will come when you concentrate on your team leaders and their interactions with employees.
What Does An Effective Administrator Do?
“High-performance and high-retention cultures succeed in creating an environment in which everyone is pulling in the same direction for the common good of the organization.”
(Bufe and Murphy, 2004)
Results?
• Higher staff morale
• Better teamwork
• Lower turnover
• Happier clients (i.e. children, parents, etc)
Human Resources Management
Call for improved organizational
Performance =
* state testing and accountability systems
* “adequately yearly progress”
Human Resources Management
“Most policymakers are immediately drawn to making changes in the instructional program to improve teaching…
Human Resources Management
Yet, they often overlook the need to support these changes by changing district human resource (HR) management practices.
(Heneman & Milanowski, 2004)
Human Resources Management
It is thought that HR management practices affect organizational performance through employee performance competencies
(Heneman & Judge, 2003; Shippman, 1999)
Human Resources Management
THEREFORE, building an HR management system to support the teacher performance competencies that define teacher quality requires developing or adapting a model that specifies these competencies.
(Heneman & Milanowski, 2004)
HR Alignment Model
In a large urban school district that employs 4000 classroom teachers, they refer to this model as the
District Scorecard.
Components of the Alignment
• Recruitment: Applicant Pools
Sources of applicants based on knowledge, skills, and abilities necessary for performance competency
Components of the Alignment
• Hiring Standards: Interview Score & Requirements
Method of assessing likely teacher performance competency based on the interview questions asked and the responses given by the applicant.
Components of the Alignment
• Selection: Teacher Certification
Teacher certification/licensing
requirements required for employment
Components of the Alignment
• Assessment: Teacher Evaluation
Provide last two years of teacher performance evaluation (PDAS)
Components of the Alignment
• Induction Preservice
Assistance and information provided to all new teachers hired during the three-day New Teacher Induction Academy held prior to the start of school.
Components of the Alignment
• On-the-job preservice:
Teachers receive an orientation to the teacher evaluation system
Components of the Alignment
• Mentoring:
Every teacher is provided either a mentor or
teacher buddy for the entire school year.
Each district campus has a mentor program
coordinator who coordinates the program
and serves as the liaison for new teachers.
Components of the Alignment
• Professional Development
Professional development opportunities are offered daily/weekly throughout the year.
Attendance is highly encouraged and is part of the
Teacher’s end-of-year assessment.
Components of the Alignment
• Compensation:
Offer competitive salaries.
Offer supplemental pay for critical needs teaching fields; grade or department chair; extracurricular activities sponsor; etc.
Components of the Alignment
• Hiring packages:
Offer other financial inducements, such as loan forgiveness, tuition reimbursement, tuition assistance for ACP teacher candidates.
Recommend housing assistance.
Components of the Alignment
• Training:
System for appraising teacher’s performance
Knowledge and skill building given in how to conduct and improve teacher evaluation and performance management
Components of the Alignment
• Performance Management:
Appraisal, feedback, coaching, goal setting, performance planning, discipline, termination
References
Baldiga, N. R. (May 2005). Opportunity and Balance: Is Your Organization Ready to Provide Both? Journal of Accountancy, 199(5), 39-44.
Buffe, B. and L. Murphy (Dec 2004). How to Keep Them Once You’ve Got Them. Journal of Accountancy, 198(6), 57-61.
References
Heneman, H. G. III. And A. Milanowski. (Dec 2004). Alignment of Human Resource Practices and Teacher Performance Competency. Peabody,Journal of Education 79(4), 108-125.
L. J. Lynch. (Dec 2003). Keeping the Best. Assoc Manage, 55(13), 447-461.
References
Miller, J.S. and R. L.Cardy. (2000). Technology and managing people: keeping the “human” in human resources. Journal of Labor Research, 21(3), 447-461.