School-based management, school decision-making and education outcomes in Indonesian primary schools

This paper examines the key aspects of the practices of school-based management in Indonesia, and its effect on education quality. Using a conceptual framework of an accountability system of public service delivery, the paper explores the relations among Indonesian parents, school committees, schools, and government education supervisory bodies from three tenets: participation and voice; autonomy; and accountability. Using the data from a nationally representative survey of about 400 public primary schools in Indonesia, the paper finds that the level of parental participation and voice in school management is extremely low in Indonesia. While the role of school committees is still limited to community relations, school facilities, and other administrative areas of school management, school principals, together with teachers, are much more empowered to assert professional control of the schools. The accountability system has remained weak in Indonesia's school system, which is reflected by inadequate information flow to parents, as well as seemingly low parental awareness of the need to hold schools accountable. The accountability arrangement of the Indonesian school system currently puts more emphasis on top-down supervision and monitoring by government supervisory bodies. The findings show that although the scope of school-based management in Indonesia is limited, it has begun to help schools make the right decisions on allocation of resources and hiring additional (non-civil servant) teachers, and to create an enabling environment of learning, including increasing teacher attendance rates. These aspects are found to have significantly positive effects on student learning outcomes.Education For All,Tertiary Education,Primary Education,Teaching and Learning,Disability

What are Some Retention Strategies that Sales Organizations in Various Industries Have Been Using to Retain Sales Reps Aside from Compensation?

[Excerpt] Management of sales organization views sales force retention as a critical objective. The total costs associated with the quit decision of a single salesperson (recruiting, training and opportunity costs of lost sales from unmanned positions) is in the $50,000-$75,000 range. Clearly, the adverse impact of salesforce turnover on both the profitability of the organization as well as the motivation level of the salesforce can be substantial. Therefore, it is urgent as well as crucial for sales organizations to develop retention strategies to incentivize sales representatives to stay with the company. The most crucial reason for voluntary turnover among salesforce is higher wages. Salary growth effects on turnover were greatest for high performers, that is, high salary growth significantly reduced turnover for high performing employees. However, besides salary, there are still a wide range of other strategies that companies can adopt to retain the salesforce

What Organizational Changes Have Companies Experienced upon Eliminating Ratings within their Performance Management System?

[Excerpt] Over the past decade, organizations have begun to move away from traditional performance management processes (annual reviews, assigned performance ratings, a link to compensation) to remove “performance ratings” based on the perception that traditional PM is not working. As of 2015, more than 55 companies have removed performance ratings. Among those are some high-profile companies such as GE, Microsoft, Accenture, etc. (see Appendix A). According to a study of 244 companies in 2016, almost all companies in the study use ongoing feedback, 52% of companies have adopted ratingless reviews, and 34% of companies use ratingless reviews and ongoing feedback. 80% of participating organizations say that managers make decisions how to allocate rewards without ratings while staying within budget constraints. The perceived impact of these new performance practices is high: 90% of companies that have redesigned performance management see direct improvements in engagement, 96% say processes are more simple, and 83% say they see the quality of conversations between employees and managers increasing. It is noteworthy that the positive impact may not all be attributed to the removal of performance ratings

Are Exit Interviews Still Worthy for Companies to Invest Time, Money, and Efforts?

[Excerpt] 80% of employees dissatisfied with their supervisors are disengaged, and likely planning their exit (Dale Carnegie Employee Engagement Study). Developing a comprehensive retention strategy starts with assessing the different reasons why employees quit. Employees who leave are also a representative sample of the potential exits as well. Therefore, exiting employees provide insights into the preferences, expectations, and intents of current employees. The method of obtaining this information is equally important. Exit interviews serve as a tool for gathering information from the employees separating from the organization. Interviews are particularly appealing as a feedback instrument in that employees at this transitional stage of their organizational career are likely to be particularly candid about their perceptions of the organization