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Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and procedures for recruitment and transfers. Teacher recruitment and transfer are significant aspects of teacher management in Indian states because of the size and the differences that exist in different locations, in terms of facilities including access to health care services, higher educational institutions, and also transport and mobility. The presence or absence of these facilities and services determine the perceived quality for teachers, especially as it also determines their and the family members’ (including spouse and children) ability to access education, health care, or job market. This makes the recruitment and transfer policy a critical aspect of teacher management that contributes significantly to the motivation and job satisfaction of the teacher. Karnataka was able to make progress on designing and implementing transparent and effective teacher recruitment and transfer policies and move away from a system plagued by the weaknesses exhibited by other states. This chapter undertakes a historical analysis of teacher recruitment and transfers in the state, examines the determinants that led to current policies and an examination of the on-going changes since the policy was first introduced. Using Karnataka’s example, it argues that effective and efficient teacher management systems can lead to better teacher quality.

Performance management can play an important role in the implementation of strategic change, by aligning employees’ mindsets and behavior with organizational goals. However, the ways in which employees react to change efforts aided by performance management practices are far from straight-forward. In this chapter, we develop a conceptual framework for understanding employees’ reactions to strategic change as a consequence of their occupational identities and their performance management outcome. We further apply the framework to an empirical study of a strategic change initiative in a school organization that was supported by a new performance management practice. We show how variations in perceived identity threat translate into four distinct patterns of emotional and behavioral reactions, where only one represents whole-hearted change acceptance. The study contributes to our understanding of individual- and group-level heterogeneity in reactions to strategic change, and also to a more nuanced conception of identity threat.

The United States (US) has accreditation agencies that assess higher education in a manner analogous to external examiners in the United Kingdom. An example accreditor, the Council for the Accreditation of Educator Preparation, requires university-level Educator Preparation Program providers (EPPs) to evaluate the degree to which (a) their graduates feel prepared to assume their professional roles as a result of their EPP training and (b) their impacts on PK-12 students’ learning. These are meaningful forms of programmatic assessment, however, governmental agencies in the United States do not uniformly collect these data. This has required many EPP providers to do so, with unintended negative consequences. The authors use this context as a case study to examine what must be done when reporting guidelines do not align with the data available. Although a single example, readers are asked to consider analogous situations within their own contexts. Presented in this chapter is the accreditation landscape, a description of the challenges listed above, common solutions, and recommendations for greater coordination among stakeholders in order to expand the systematic conferral of data in safe, ethical, and meaningful ways.

This paper is about extraordinary performance in organizations. Our specific focus is unusual. We examine a context with which many readers are deeply familiar, the public school classroom. We consider the work of highly effective teachers and generate a framework of hypotheses about how they get extraordinary results. These hypotheses may contrast with the reader’s assumptions of what a public school teacher does. The framework may therefore provoke insights about how to create and lead high performing organizations in other contexts.

There is a strong body of research that indicates that teacher quality has a stronger effect on student learning than any other school-based factor. At the same time, most teacher evaluation systems have traditionally failed to distinguish among different levels of teacher effectiveness or to link evaluation results to professional development in meaningful ways. In this chapter, we compare teacher responses in S. Korea and the United States to evaluation policies. We provide initial evidence that teachers and principals in Seoul defined “effective teachers” as those who helped manage their schools in areas such as affairs/planning, curriculum/instruction, science and technology, discipline, and extra-curricular activities. In contrast, the Michigan teachers and principals in the study were more likely to view effective teachers as those who planned instruction to meet student needs and provided evidence of student engagement and learning. In addition, educators’ notions of effective teachers seemed related to their responses to new teacher evaluation policies. In particular, the teachers in Seoul strongly resisted the new teacher evaluation policies while their counterparts in Michigan either supported the new evaluation policies or at least did not actively resist them. These differences seemed related to regulative, normative, and cultural-cognitive elements associated with the teacher evaluation policies in the jurisdictions where the teachers and principals worked.

The role and performance of a teacher is central to the teaching and learning process in any educational system, but they are often misinterpreted in the context of educational monitoring and quality assurance. Although efforts to relate teacher quality to educational quality are rarely challenged, establishing linkages between teacher quality and student performance have proven to be complex and inconclusive. This holds true especially in the Indian context wherein teachers experience diverse working conditions that may make traditional measures of teacher quality seem impractical and speculative. Teacher roles and performance, apart from being subjected to contrasting realities in schooling systems, are influenced by cultural capital, systemic forces, and teacher education programs. This chapter attempts to unravel the complexities of an Indian school teacher and highlight some of the issues that teachers are likely to face and grapple within their work situations. Nevertheless, the role of a professional and humane teacher will stand paramount in building the future of India.

The introduction of performance-related pay with performance management in the state school sector of England and Wales represents a considerable change in the school management system. After 2000, all teachers were subject to annual goal setting performance reviews. Experienced teachers were offered an extended pay scale based on performance instead of seniority, and to gain access to the new upper pay scale, teachers had to go through a ‘threshold assessment’ based on their professional skills and performance. This paper reports the results of a panel survey of classroom and head teachers which started in 2000 just before implementation of the new system, and then after one and after four years of operation. We find that both classroom and head teacher views have changed considerably over time, from initial general scepticism and opposition towards a more positive view, especially among head teachers by 2004. We argue that the adoption of an integrative bargaining approach to performance reviews explains why a growing minority of schools have achieved improved goal setting and improved pupil attainments as they have implemented performance management. Pay for performance has been one of the measures of organisational support that head teachers could bring to induce changes in teachers’ classroom priorities. We argue that the teachers’ case shows that a wider range of performance incentives than previously thought can be offered to employees in such occupations, provided that goal setting and performance measurement are approached as a form of negotiation instead of top-down.

Soon after Dal Lawrence became the first president of the Toledo Federation of Teachers (TFT) in 1967, he began an effort to expand the union’s role in teachers’ evaluations. Throughout most of the 1970s, the union pressed for greater job protection as well as a peer evaluation program for new teachers; a proposal that the school district refused repeatedly over that decade. In the 1981 contract negotiation, however, the district declared itself willing to include the issue, provided that the union would consider an intervention program for nonperforming teachers. This agreement – now in its third decade, despite a number of conflicts between the district and the union over the years – provided a framework for a totally new process of teacher assessment based on peer evaluation, the Toledo Plan (American Educator, 1984; Bradley, 1998b; Lawton, 1996). In the Toledo Plan, for the first time, teachers would be evaluating each other’s work, with real consequences for those who were not able to successfully meet agreed-upon expectations. “The idea of a teacher union evaluating members of its own bargaining unit was so controversial,” noted Gallegher, Lanier, and Kerchner (1993), “that the TFT president Dal Lawrence waited several months before telling a shocked American Federation of Teachers (AFT) executive council what he had done” (p. 158).

This chapter determines the impact of potential leaders in enabling professional independence to teachers in Autonomous Educational Institutions located in rural areas across the globe. The performance of students and institutions is majorly driven by the quality of teachers. Students perceive that a teacher should develop a responsible bond with students by sharing valuable knowledge following principles of ethics. Autonomous Institutions perceive that a teacher should commit toward their duties being a loyal person. Higher Education Commission of India governs and promotes same set of norms for regulation and academic standards (University Grants Commission, 2020).

Teachers with content-focused teaching and experienced teaching positively impacted on the development and achievement of students. Teachers play a vital role in the development of students’ personality and build their abilities to overcome challenges in professional and personal life events (Harris & Sass, 2008). So a teacher should be motivated to deliver their responsibilities with dedication and institutions should provide autonomy to both teachers and students for better growth of each individual. Quantitative research methodology is applied using Questionnaire as an instrument to measure three variables, namely teacher-learner autonomy, values-driven culture, and need of transformational leadership. Targeted population includes teaching, non-teaching staff, scholars, and students from autonomous higher educational institutions located in rural and semi-urban areas. The outcomes detail about the need of autonomy to teachers and students in institutional environment and the type of culture that inculcates ethics and morals in the lifestyle of students and teachers for positive transformation.