Career changers and fast-track induction: teacher perspectives on their early professional development

In this article, the early professional development of mature, early career teachers who entered the profession via an employment-based route to teaching in England is presented and explored from the teachers’ own perspectives. From a larger sample in a longitudinal study, the development of four career changers is traced in detail, using a model of professional learning which highlights teaching and professional skills. There is some evidence that those who undertake the programme experience a smoother induction into teaching than those from more traditional routes, although the internship year itself is challenging and demands a high level of commitment and resilience on the part of the pre-service teachers. Contextual factors, such as school support and learning from experienced teachers, are vital in enabling early professional development and the absence of these can hinder learning and self-confidence. Findings are analysed with reference to the model, as well as research on teachers’ development, within a socio-cultural learning framework. The study makes a valuable contribution to knowledge about the professional development of mature entrants to teaching

Social justice and leadership development

The revised professional standards for the teaching profession in Scotland are underpinned by a set of values which includes a detailed articulation of social justice for education covering rights, diversity and sustainability. There is a future orientation in these standards that privileges the contribution of teachers and leaders to realizing a wider social aspiration for social justice. This expectation on leaders to contribute to this wider aspiration for social justice raises questions about the practice of leaders and their development. This article considers the implications of the articulation of social justice in the professional standards for career-long leadership development. The article explores some of the issues related to social justice and the role of leadership in school. The article then focuses on the context of Scottish education, looking firstly at the professional standards and secondly at the issues related to social justice leadership. From this discussion the implications for career-long leadership development are considered. The article concludes with a framework for social justice leadership development identifying key aspects of values, knowledge and understanding, inclusive practice, policy, issues of equity and equality that can be developed progressively across a leadership development continuum

Managing staff for improved performance : human resource management in schools

Managing Staff for Improved Performance provides a comprehensive guide to people management in schools, giving school leaders and managers clear insights into how to develop employee performance and ensure high quality service in education. Middlewood and Abbott explore human resource management (HRM) theory and practice, drawing on examples from a wide-range of school contexts across many different countries. They examine what is meant by all levels of performance, from excellent to poor, and offer strategies for evaluating the performance of all staff – starting with the school leader. The authors also explore a range of issues including recruitment, performance-related pay, working with unions and other professional organisations, engaging stakeholders and the thorny issues around dismissal procedures