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The decision to change one's job is usually preceded by a process of job evaluation and determining alternative employment opportunities. Dissatisfaction with the workplace can be a strong incentive to seek alternative opportunities. This study focuses on the role played by job satisfaction, morale and HIV/AIDS in educator attrition. The responses of educators who considered leaving their jobs were compared to the responses of those preferring to stay. Findings reveal that job dissatisfaction linked to poor salaries and limited possibilities for career development, as well as the lack of status and respect attached to the profession, may push educators out of the classroom. The low morale amongst potential leavers reflects this dissatisfaction, as well as the stress caused by curriculum transformation and the emotional impact of HIV/AIDS. Factors encouraging educators to stay in their profession included their passion for developing young people and strong collegial relationships. However, many also feel trapped by limited job alternatives, and may embark on withdrawal options such as increased absenteeism or lower outputs. It is crucially important to deal with the sources of educator frustration, lest the result becomes deteriorating service provision and quality in South African education.
This report develops a strategy for improving national and state forecasts of future teacher attrition rates. The authors (1) develop a theory of teacher attrition that accounts for the disparate reasons for attrition and explains the patterns of attrition unique to each life cycle and career stage; (2) selectively review existing literature on teacher attrition and present attrition patterns from several states in order to test hypotheses deriving from their theory; (3) review the data available to support improved attrition models and recommend ways to make better use of the data; and (4) identify sampling and data collection strategies that will improve the value of data collected in a future national survey of teachers.
This book explores the extent and causes of attrition and retention in university Language & Culture (L&C) programs through a detailed analysis of an institutional case study at The Australian National University (ANU). Using extensive data collected through student surveys, coupled with data mining of university-wide enrolment data, the authors explore the enrolment and progress of students in all ANU L&C programs. Through their detailed statistical analysis of attrition and retention outcomes, the authors reveal serious inadequacies in the traditional, and common, methodology for determining the extent of student attrition and retention in tertiary L&C programs. Readers are shown why a year-to-year comparison of students who continue or discontinue language studies using traditional statistical methodology cannot provide data that is sufficiently meaningful to allow for sound policy- and decision-making. The authors instead suggest a more valid, replicable methodology that provides a new approach potentially applicable to all disciplines and all student retention measures. The authors also demonstrate that the empirical data supports a new hypothesis for the reasons for attrition, based on students’ relative belief or doubt in their capacity to complete their studies successfully. By highlighting the importance of language capital as a factor in students’ concerns about their capacity for success, and hence in their decisions to stay in, or leave, a university language program, the authors show the importance of the ‘doubters’ dilemma’. By taking a rigorous approach to hypothesis building and testing around enrolment and attrition data, the authors provide valuable insights into attrition issues, and potential retention strategies, in L&C programs, which will be relevant to institutions, policy-makers and teaching academics.
In this 1994 classic work on student retention, Vincent Tinto synthesizes far-ranging research on student attrition and on actions institutions can and should take to reduce it. The key to effective retention, Tinto demonstrates, is in a strong commitment to quality education and the building of a strong sense of inclusive educational and social community on campus. He applies his theory of student departure to the experiences of minority, adult, and graduate students, and to the situation facing commuting institutions and two-year colleges. Especially critical to Tinto’s model is the central importance of the classroom experience and the role of multiple college communities.
Retaining quality teachers is a global challenge for schools, particularly those in rural districts. Trapped in a revolving door of teacher hiring and replacement, these schools drain their districts of funds that could be better spent to improve teaching quality and student achievement. These high attrition rates result in inexperienced teachers, high economic costs as teachers must be continually hired and trained, and a lack of continuity that makes institutional development and planning difficult. The purpose of this quantitative study was to determine factors that influence rural high school teachers' intent to leave teaching at their current school and to determine the factors influencing retention in their current rural high school. The study sites were five rural districts located near a big metropolitan city in Southeast Texas. An electronic survey was sent to 260 rural high school teachers in grades 9-12, who were purposively selected. All teachers had a minimum of six months teaching experience. Teacher perceptions were analyzed as possible indicators of teacher attrition in order to improve retention rate. The results from 176 respondents suggest that teacher job satisfaction significantly predicted teacher retention. Further analysis showed that teachers perceived administrator support as the most important factor in determining their decisions to stay followed by school climate and workplace conditions. Analysis based on percentages also indicated several factors that teachers perceived as reasons that caused their colleagues to leave. The top three reasons were better salary, accepting a teaching position in another school, and dissatisfaction with their jobs.
"This paper will explore the reasons for the high rate of attrition among special educators. It will also address potential alternatives to solving the problem of special educator attrition from the perspective of improving school administrative leadership, especially low-cost or no-cost alternatives and ones over which administrators may be able to exercise influence. Finally, this paper will describe current research efforts underway regarding alternative methods to effectively decrease special educator attrition in Minnesota, as well as recommendations and suggestions for leaders to effectively address special educator attrition which may increase retention of special educators and show positive results for both teachers and special needs students."--Leaf 4.
How to Recruit and Retain Higher Education Students is an invaluable resource for academic staff, administrators and policy makers involved in student recruitment and improving student retention. It offers practical advice on how universities can influence the expectations of prospective students, allowing them to make sensible decisions about careers, courses and institutions. Many surveys of students who drop out of university show that most do so out of disappointment. Failing to understand what higher education was about quickly enough, they become confused and frustrated. Dropping out seems the best solution. This book describes a series of practices proven to encourage students to stay on, discussing the background research on student attrition. By preparing students better for their higher education experience, the practices in this book are effective not only in recruiting students but also in matching them to the right institutions and programmes. The practices described range from those reaching out in a broad way to communities of potential students, to university support for pre-entry examinations, to enhanced communication between institutions and applicants. All are described in sufficient detail to allow judgments to be made about how to use and adapt them to suit local needs. How to Recruit and Retain Higher Education Students provides a sound theoretical foundation for research into student retention and provides the necessary underpinning for those academic staff embarking on courses and assists in preparing them for their roles in both teaching and student support.
There Has to be a Better Way offers an essential voice in understanding the dynamics of teacher attrition from the perspective of the teachers themselves. Drawing upon in-depth qualitative research with former teachers, the authors identify several themes that uncover the rarely-spoken reasons why teachers so often willingly leave the classroom.