Measuring and Improving the Effectiveness of High School Teachers

Discusses the need to invest in multiple methods to measure a teacher's effectiveness, as well as in high-quality evaluations and career development to improve it. Describes "value-added" analysis, its limitations, and other measures of effectiveness

The relationship between teachers' educational philosophies and the ability-achievement growth of their elementary school classes.

Thesis (Ed.M.)--Boston Universit

Good for Teachers, Good for Students: The Need for Smart Teacher Evaluation in Michigan

Michigan school districts and charter schools are struggling to support teachers in building their skills, a report by the nonprofit Education Trust-Midwest found. "Good for Teachers, Good for Students" examines 28 local teacher evaluation models across Michigan and urges the state to make a new educator evaluation system a priority

Beyond GDP: the need for new measures of progress

This repository item contains a single issue of The Pardee Papers, a series papers that began publishing in 2008 by the Boston University Frederick S. Pardee Center for the Study of the Longer-Range Future. The Pardee Papers series features working papers by Pardee Center Fellows and other invited authors. Papers in this series explore current and future challenges by anticipating the pathways to human progress, human development, and human well-being. This series includes papers on a wide range of topics, with a special emphasis on interdisciplinary perspectives and a development orientation.This paper is a call for better indicators of human well-being in nations around the world. We critique the inappropriate use of Gross Domestic Product (GDP) as a measure of national well-being, something for which it was never designed. We also question the idea that economic growth is always synonymous with improved well-being. Useful measures of progress and well-being must be measures of the degree to which society’s goals (i.e., to sustainably provide basic human needs for food, shelter, freedom, participation, etc.) are met, rather than measures of the mere volume of marketed economic activity, which is only one means to that end. Various alternatives and complements to GDP are discussed in terms of their motives, objectives, and limitations. Some of these are revised measures of economic activity while others measure changes in community capital—natural, social, human, and built—in an attempt to measure the extent to which development is using up the principle of community capital rather than living off its interest. We conclude that much useful work has been done; many of the alternative indicators have been used successfully in various levels of community planning. But the continued misuse of GDP as a measure of well-being necessitates an immediate, aggressive, and ongoing campaign to change the indicators that decision makers are using to guide policies and evaluate progress. We need indicators that promote truly sustainable development—development that improves the quality of human life while living within the carrying capacity of the supporting ecosystems. We end with a call for consensus on appropriate new measures of progress toward this new social goal

Committed to Safety: Ten Case Studies on Reducing Harm to Patients

Presents case studies of healthcare organizations, clinical teams, and learning collaborations to illustrate successful innovations for improving patient safety nationwide. Includes actions taken, results achieved, lessons learned, and recommendations

Human resource management in India: strategy, performance and complementarity

This study seeks to explore which types of HR practice are associated with better organisational performance (OP). Whilst the core finding—that specific HR practices lead to better organisational outcomes may not be surprising—we also found an absence of complementarity. Normally, the absence of complementarities would suggest limitations in institutional supports; on the one hand, however, institutional shortfalls are not unique to India and may be encountered in many emerging market settings. In contrast, the great internal diversity of the Indian setting, with strong variations recognised amongst institutions, along with enforcement capabilities, might suggest that these tendencies are particularly pronounced. We also found a strong link between the intrinsic rewards and performance—an unexpected result in a low-income country, where wages are generally low. We suggest that this may reflect the nature of the labour market and the limited (and possibly proportionately shrinking) pool of good jobs, making exit a difficult option for all but the best qualified. Whilst this puts employees in a poor bargaining position in bidding-up pay (making pay rises seem unfeasible), the intrinsic attributes of the job become more important

Measuring Youth Program Quality: A Guide to Assessment Tools

Thanks to growing interest in the subject of youth program quality, many tools are now available to help organizations and systems assess and improve quality. Given the size and diversity of the youth-serving sector, it is unrealistic to expect that any one tool or process will fit all programs or circumstances. This report compares the purpose, history, structure, methodology, content and technical properties of nine different program observation tools

Research and Applications of the Processes of Performance Appraisal: A Bibliography of Recent Literature, 1981-1989

[Excerpt] There have been several recent reviews of different subtopics within the general performance appraisal literature. The reader of these reviews will find, however, that the accompanying citations may be of limited utility for one or more reasons. For example, the reference sections of these reviews are usually composed of citations which support a specific theory or practical approach to the evaluation of human performance. Consequently, the citation lists for these reviews are, as they must be, highly selective and do not include works that may have only a peripheral relationship to a given reviewer\u27s target concerns. Another problem is that the citations are out of date. That is, review articles frequently contain many citations that are fifteen or more years old. The generation of new studies and knowledge in this field occurs very rapidly. This creates a need for additional reference information solely devoted to identifying the wealth of new research, ideas, and writing that is changing the field

Understanding the construction of marketers’ credibility by NZ senior managers: An interpretive study

Academics report that marketers are losing their influence in the boardroom due in part to serious challenges to marketing’s credibility. Although the credibility of marketing sources has received much attention since the early 1950s, research into how individuals in business organisations construct the credibility of marketers is scarce. This study, using in-depth interviews, describes how seven senior managers from different New Zealand businesses construct the credibility of marketers. For these senior managers, the credibility of marketers is grounded in their performance in delivering commercial outcomes. The findings also suggest that senior managers construct credibility in terms of a work aspect and a social aspect of a marketer’s performance, and that both these aspects have to be present if the marketer is to be considered credible. The work aspect of performance is made up of a marketer’s Pedigree, Projects, and Pervasive Influence. The Pedigree of a marketer includes their qualifications, skills and background. A degree is usually the minimum qualification required, particularly for more senior marketing roles. Skills expected from marketers include leadership, management, sales and intuition. With regard to background, the marketer needs to demonstrate they have achieved commercial outcomes in previous employment to be considered credible. Projects describes how marketers must design and implement cogent marketing plans, work effectively without supervision, achieve commercial outcomes in a clever or creative way, and provide evidence that their projects have contributed to commercial outcomes. Pervasive Influence describes how marketers influence others in the organisation toward customer-centricity. Marketers can lose credibility in the work aspect of their performance when they have no structured purpose to their marketing research, are unable to execute marketing plans or are unable to demonstrate the results of a marketing project. The social aspect of a marketer’s performance is made up of Personal Integrity and Professional Conduct. Personal Integrity describes marketers who are respected, take pride in their work, strive to improve themselves and are not precious. Professional Conduct describes a marketer who relates and collaborates competently and professionally with others, and is a team fit. Marketers lose credibility in the social aspect of their performance when they are precious, flighty, argumentative, and only out for themselves. This paper contributes a framework that describes the construction of a marketer’s credibility from a senior manager’s perspective. It also introduces a new understanding of credibility, grounded in performance terms, which is distinct from past conceptualisations of credibility found in the literature, which is based on expertise and trustworthiness. These findings demonstrate that while a marketer might be considered an expert and trustworthy, if they are not delivering commercial outcomes then they may not be considered credible, from a senior manager’s perspective

Business-Oriented Leadership Competencies of K-12 Educational Leaders

Contemporary K-12 educational leaders must fulfill many roles and responsibilities similar to those fulfilled by traditional business leaders. There is, however, a lack of information about the business-oriented competencies of K12 educational leaders in comparison with business executive norms. This lack of information places K-12 institutions at risk of selecting leaders who are not capable of accomplishing institutional goals and objectives, improving the efficiency and sustainability of business operations, meeting stakeholder expectations, managing social responsibilities, and improving the educational foundation of the next-generation workforce. Grounded in leadership theory, this nonexperimental study included the California Psychological Inventory 260 assessment to capture leadership scale values of 20 K-12 educational leaders in the United States. A 2-tailed, 1-sample t test was used to examine the difference between the leadership scale mean of the sample (n = 20) and the leadership scale mean test value of 62 as measured by the Center for Creative Leadership within a group of business executives (n = 5,610). Using a 95% confidence level, the calculated leadership scale mean value for the sample was 61.96 (p = .982). Although no significant difference existed between the leadership scale means, the identification of gaps in business-oriented leadership competencies indicates that some K-12 leaders may require additional professional development. The findings from this study may influence positive social change by providing human resource and hiring managers with knowledge about using leadership scale measurements to improve the selection and professional development of K-12 educational leader