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My district in North Carolina is one of many across the country impacted by a shortage of teachers caused by attrition and fewer people entering the profession. Educational leaders must increase teacher retention to sufficiently staff their schools. Data on teacher turnover is largely based on surveys completed by exiting teachers. This study gathers perspectives from the teachers who stay, to better understand what has kept them in the profession. This approach proactively identified strategies to improve teacher job satisfaction to increase the number of teachers who remain at their current school. Q Methodology was used to determine the factors that are most important for job satisfaction to teachers at a comprehensive high school in central North Carolina. Two distinct factor groups emerged from the data: Monarchy High School, named due to the significance of site-based school leadership and Federation High School where collegial relationships with peers were central to remaining in the profession. Post-sort interviews provided insight to why teachers hold their beliefs. The findings of this study can be used by school leaders to develop a better understanding of how to intentionally design supportive working environments to increase teacher retention.
This book explores an exciting new critical leadership model arising from critical theory and critical pedagogy traditions, and provides examples of applied critical leadership, ultimately expanding ways to think about current leadership models.
This thought-provoking collection examines the challenge of teacher shortages that is of international concern. It presents multiple perspectives, and explores the commonalities and differences in approaches from around the world to understand possible solutions for the current teacher workforce crisis. Acknowledging that solutions to attract and retain teachers vary by country, region and in some cases locality, the contributors scrutinise a range of workforce planning interventions at local and government level, including financial incentives and early career support. The book draws on different perspectives to understand a range of problems that negatively affect teacher recruitment and retention, unpicking key challenges, including links between the disadvantages of location and access to teachers for coastal and rural schools, rising pupil numbers, declining school budgets and the role of professional learning in raising teacher status. Abundant in critiques, research-informed positions and context-specific discussions about the impact of teacher workforce supply and shortages, this book will be valuable reading for teacher educators, educational leaders, education policy makers and academics in the field.
Opportunities and Challenges in Teacher Recruitment and Retention serves as a comprehensive resource for understanding teachers’ careers across the professional lifespan. Grounded in the notion that teachers’ voices are essential for understanding teachers’ lives, this edited volume contains chapters that privilege the voices of teachers above all. Book sections look closely at the particular issues that arise when recruiting an effective, committed, and diverse workforce, as well as the challenges that arise once teachers are immersed in the classroom setting. Promising directions are also included for particularly high-need areas such as early childhood teachers, Black male teachers, STEM teachers, and urban teachers. The book concludes with a call for self-care in teachers’ lives. Chapter contributions come from a variety of contexts across the United States and around the world. However, regardless of context or methodology, these chapters point to the importance of valuing and respecting teachers’ lives and work. Moreover, they demonstrate that teacher recruitment and retention is a complex and multifaceted issue that cannot be addressed through simplistic policy changes. Rather, attending to and appreciating the web of influences on teachers lives and careers is the only way to support their work and the impact they have on our next generation of students.
"Teaching to Stay: Unpacking the Causes and Cures of Teacher Turnover" is a compelling dive into the heart of American education through the eyes of James Roden, an educator with 20 years of experience. This isn't just another educational treatise; it's a journey narrated by a teacher who has walked the hallways of urban and suburban schools, witnessed the realities of classroom challenges, and has chosen to stay despite them. James Roden combines personal anecdotes with robust research to shed light on the critical issue of teacher turnover that plagues American schools. With chapters that explore the intricate web of professional development, classroom management, work environment, and the seismic shifts in educational technology, Roden provides a nuanced perspective on the factors that drive educators away from the profession they once loved. "Teaching to Stay" is a guidebook for resilience in a system facing crisis. It's a testament to the teachers who weather the storm of policy shifts, budget cuts, and the ever-changing educational landscape. It's also a blueprint for administrators and policymakers who are in positions to make substantive changes that can retain quality educators. This book is not merely a catalog of educational woes. It's a repository of hope, detailing successful strategies and programs from across the globe, equipping teachers with the tools they need to succeed, and urging leaders to enact policies that prioritize teacher retention as the foundation for student success. Ideal for educators at any stage in their career, school leaders aiming to create a nurturing work environment, and education advocates, "Teaching to Stay" encourages all stakeholders in education to contribute to a future where teachers are supported, valued, and empowered to stay.
Provides an analysis of conditions that contribute to chronic teacher shortages across school districts and states and calls for a national effort to improve teacher retention by fifty percent by 2006. Proposes strategies to meet this goal.
In 2004-2005, North Carolina's average teacher turnover rate was nearly 13 percent, ranging from a high of 29 percent to a low of 4 percent. Turnover among teachers in low-performing schools was substantially higher, with a low of 12 percent and a high of 57 percent. North Carolina has put strategies in place to address teacher retention but how will these strategies impact retention at low-performing schools? This research update summarizes three studies that address issues related to teacher retention. One study examined North Carolina's use of an annual bonus to certified math, science and special education teachers working in high poverty or academically failing public secondary schools. The study found that: (1) The bonus payment was sufficient to reduce mean turnover rates of the targeted teachers by 12 percent; (2) Responses to the program were concentrated among experienced teachers; and (3) In 2003-04, 17 percent of principals in schools with the program did not know their schools had ever been eligible and 13 percent of teachers receiving the program that year did not know they were eligible. Implications of the study indicate that: (1) Supplemental pay may be a promising approach to retaining teachers in hard to staff subjects and schools; and (2) Greater efforts must be made to promote such programs. A second study examined 272 hard-to-staff schools and found that: (1) Minority, disadvantaged, and academically struggling students are more likely to be in hard-to-staff schools and less likely to have experienced, effective teachers; (2) In 2000-01, in hard-to-staff schools, 71 percent of students performed at grade level on End of Grade or End of Course tests, compared with 80 percent of students in other schools; (3) In hard-to-staff schools, 62 percent of the students are ethnic minorities, compared to 39 percent of the students in other schools; (4) In hard-to-staff schools, 47 percent of students were eligible for free/reduced price lunch compared to 35 percent of those in other schools; (5) Forty-two percent of hard-to-staff schools are middle schools, while only 18 percent of other schools are middle schools; and (6) Teachers in hard-to-staff schools are less satisfied with every aspect of the school environment than their peers. These findings indicate that: (1) Addressing working conditions will be essential to reducing teacher turnover; and (2) Efforts to reduce teacher turnover should target conditions in hard-to-staff schools. A literature review of teacher retention, including both quantitative and qualitative studies found: (1) The issue of retaining teachers is one of retaining quality teachers who positively influence student learning, not just retaining all teachers; (2) Teachers who feel effective with their students are more likely to stay; (3) Teachers in collaborative, collegial environments are more likely to stay; (4) Increased pay is positively associated with retention; (5) Turnover is highest among high poverty, high minority schools; (6) Teachers entering the classroom through Alternative Certification Programs are more likely to leave the classroom; (7) Teachers teaching out-of-field and teaching courses requiring many different preps have lower job satisfaction; (8) Late hiring and lack of information in the hiring process can negatively influence retention; and (9) Poor facilities are associated with increased turnover. The review concludes that many factors contribute to increasing teacher retention, so single-pronged approaches will have much less chance of success. [This report was produced by SERVE Center at the University of North Carolina at Greensboro and the North Carolina Education Research Data Center at the Center for Child and Family Policy.].
The public school systems in the United States are facing a major teacher shortage in the near future due to the fact that teachers are leaving the profession by the thousands each year. It is imperative that this trend is stopped and reversed to ensure that quality teachers remain in schools. The current study employed a causal-comparative design to determine if working conditions in Title I schools versus non-Title I schools were associated with teacher job satisfaction and teacher retention using the North Carolina Teacher Working Conditions (NC TWC) Survey. The qualifications of the selected participants were that they were employed in a specific district in North-Central North Carolina during the 2015-2016 school year, and taught in two specific Title I or two specific non-Title I elementary schools. Participants were drawn from a convenience sample of teachers (n= 110) in two Title I elementary schools and two non-Title I elementary schools and were randomly selected from that sample for job satisfaction, and fifty Title I elementary schools and fifty non-Title I elementary schools (n=100) for teacher turnover rate. The data were analyzed using a t-test for independent means to determine whether the means of the two groups were statistically significant from one another in job satisfaction and a chi-square test to determine whether teacher turnover rate was distributed differently between the Title I schools and non-Title I schools. No significant difference was found in any subcategory for job satisfaction and no significant difference was found in teacher retention. Recommendations for future research include utilizing a larger number of schools and districts in the sample and examining all subcategories of the NC TWC Survey. The results of this study may influence the steps that school systems can take to retain quality teachers.