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Teacher hiring practices : a study of the teacher hiring process used by Indiana public school principals

机译：教师招聘实践：对印第安纳州公立学校校长使用的教师招聘流程的研究

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摘要

Gordon Donaldson, Jr. said, “The best opportunity a principal has to improveteaching and learning in a school is when a teacher is hired.” This is the basic premisefrom which this study began, and it suggests, that in addition to the day-to-day teachingand learning that takes place in the classroom, the next most important activity of aschool district is the hiring of talented, skilled, knowledgeable, and effective teachers. Inthe next five years, educational leaders will have the opportunity unlike any other in thepast to have a dramatic impact on the educational process. Anecdotal information isbacked by the statistical data that there will be a major turnover of teachers and adramatic need for new teachers.This study examined the hiring practices of a sample of Indiana public schoolprincipals to determine the components that school administrators use and consider mostcritical in hiring effective teachers, and to compare the components to what researchindicates is effective practice. This examination identified the most commonly usedcomponents of the teacher hiring process across the state of Indiana, identified the mostcommonly involved stakeholders in the process, and identified what factors, skills, orcharacteristics principals utilize and look for most often when making teacher hiringdecisions.Respondents completed a survey with questions based on the related literature toquantify the desired target areas focusing on strategies used in the five steps of theteacher hiring process. The questions were centered on research-based components of aneffective hiring process, as well as questions focused on gaining insight from schoolprincipals into the steps they utilized and deemed important in the teacher hiring process.Principals were asked to report the extent to which they utilize each strategy as well asthe degree of importance they place on each strategy.The data were presented using descriptive statistics. The findings were discussedand compared to what the literature indicates is best practice in the teacher hiring process.Recommendations for further research were offered as well as recommendations toadministrators for practical strategies for creating a strategic and systemic process forrecruiting, hiring, and retaining high quality teachers.
机译：小戈登·唐纳森（Gordon Donaldson）说：“校长改善学校教学和学习的最佳机会就是聘请老师。”这是本研究开始的基本前提，它表明，除了课堂上的日常教学和学习外，学区的下一个最重要的活动是聘请有才华，技术精湛，知识渊博的人。 ，以及高效的老师。在未来五年中，教育领导者将有机会获得与过去任何其他人不同的机会，对教育过程产生巨大影响。统计数据支持的轶事信息是，将有大量的教师流失和对新教师的强烈需求。本研究调查了印第安纳州公立学校校长样本的聘用做法，以确定学校管理员使用的组件，并认为在聘用有效人员中最关键的部分教师，并将其与研究指示的有效实践进行比较。这项检查确定了整个印第安纳州教师聘用流程中最常用的组成部分，确定了流程中参与程度最高的利益相关者，并确定了在制定教师聘用决策时最常使用和寻找哪些因素，技能或性格特征的受访者。根据相关文献对问题进行调查，以量化期望的目标领域，重点放在教师招聘过程的五个步骤中使用的策略上。这些问题集中于有效聘用过程中以研究为基础的组成部分，以及侧重于让学校校长了解他们在教师聘用过程中被认为重要的步骤的问题。校长被要求报告他们在每项工作中的运用程度策略以及它们在每种策略上的重要性。数据使用描述性统计数据表示。对研究结果进行了讨论，并与文献中指出的最佳做法进行了比较，并提出了进一步研究的建议，并向管理员建议了实用策略，以建立战略性和系统性的招聘，聘用和保留高素质教师的过程。

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  • 作者

    Atha John Fitzgerald.;

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  • 年度 2009
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  • 正文语种 {"code":"en","name":"English","id":9}
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