Chapter 7

HUMAN RESOURCE

MANAGEMENT AND

SUPERVISION

PERSONNEL POLICIES

• POLICIES IN WRITING

• CONTAINED IN HANDBOOK/MANUAL

• SOUND AND UP-TO-DATE

• CONSISTENT WITH PRINCIPLES OF MANAGEMENT THEORY

• DEVELOPED THROUGH CONSULTATION

• REVIEWED/UPDATED REGULARLY (AT LEAST ANNUALLY)

PRINCIPLES OF SUPERVISION

• COOPERATION AND TRUST

• INDIVIDUAL AS MEMBER OF AN ORGANIZATION

• FINAL AUTHORITY

• STAFF MORALE

FACTORS FOR MORALE

• LEADERSHIP

• PHYSICAL AND SOCIAL ENVIRONMENT

• OPPORTUNITIES FOR ADVANCEMENT

• RECOGNITION OF SERVICE

• INDIVIDUAL DIFFERENCES

• DIFFERENTIATED STAFFING

PERSONNEL SELECTION AND DEVELOPMENT

• SELECT QUALIFIED PERSONNEL

• PROVIDE ORIENTATION

• MENTOR

• PROVIDE PRE-SERVICE AND IN-SERVICE TRAINING

• PROVIDE OPPORTUNITIES FOR STAFF DEVELOPMENT

GUIDELINES FOR STAFF RECRUITMENT / SELECTION

• PREPARE JOB DESCRIPTION

• COMPLY WITH EQUAL OPPORTUNITY EMPLOYMENT ACT (1972)

• ANNOUNCE/ADVERTISE VACANCY

• REQUIRE JOB APPLICATIONS AND APPROPRIATE DOCUMENTATION

• STANDARDIZE INTERVIEW QUESTIONS

SUPERVISION

QUALITIES OF LEADERSHIP– ADAPTS LEADERSHIP TO SITUATION

(HERSEY & BLANCHARD, 1993)– KNOWLEDGEABLE OF LITERATURE ON

MANAGEMENT (CASE, 1984)– UNDERSTANDS HUMAN MOTIVATIONS– COMMUNICATES WELL– WILLING TO ACCEPT RESPONSIBILITY

GROUP DYNAMICS• UNDERSTANDING THE NATURE & ROLE

OF GROUPS / GROUP INTERACTIONS

• GROUP EFFECTIVENESS (SHAW, 1971)– GROUP PERFORMANCE INCREASES

MOTIVATION OVER INDIVIDUAL PERFORMANCE

– BETTER SOLUTIONS THAN INDIVIDUALLY– LEARN FASTER THAN INDIVIDUALLY– MORE NEW & DIFFERENT IDEAS COME

FROM GROUPS THAN INDIVIDUALLY

WORKING RELATIONSHIPSSUPERVISORS SHOULD:• UNDERSTAND HUMAN NATURE

• UNDERSTAND THEIR OWN BEHAVIOR

• EXERCISE AUTHORITY WISELY

• COMMUNICATE EFFECTIVELY

• PROVIDE LEADERSHIP

• PROVIDE CLEAR-CUT PROCEDURES

• PLAN MEANINGFUL MEETINGS

• SHOW NO FAVORITISM

WORKING RELATIONSHIPS

STAFF MEMBERS SHOULD:• TAKE AN INTEREST IN SUPERVISION

• PERFORM INDIVIDUAL DUTIES AND RESPONSIBILITIES EFFICIENTLY

• PROMPTLY COMPLETE ASSIGNMENTS

• DEMONSTRATE LOYALTY

• OBSERVE PROPER PROTOCOL

• BE PROFESSIONAL

EVALUATION OF PERSONNEL

EVALUATION SHOULD:

• INCLUDE STAFF MEMBERS

• CENTER ON PERFORMANCE

• HELP STAFF MEMBERS IMPROVE

• FOCUS ON THE FUTURE

• BE WELL ORGANIZED

METHODS OF EVALUATION

• OBSERVATIONS OF TEACHER/COACH

• MONITOR STUDENT PROGRESS

• RATINGS AND CHECKLISTS

• ACCOUNTABILITY

• STUDENT EVALUATIONS

• SELF-EVALUATION

• INDEPENDENT EVALUATORS

EVALUATING PROSPECTIVE TEACHER AND COACH

• COMPREHENSIVE TESTING OF GENERAL AND SPECIFIC MASTERY

• PERFORMANCE TESTING BASED ON TEACHING TASK ANALYSIS

• PERFORMANCE ON TEACHING OR COACHING INTERNSHIP/PRACTICUM

SPECIAL PERSONNEL PROBLEMS

• TEACHER BURNOUT

• STRESS MANAGEMENT

• EXCLUSIVE REPRESENTATION/UNIONS

• AFFIRMATIVE ACTION

• USE OF NONCERTIFIED PERSONNEL

• GRIEVANCE AND DUE PROCESS