Administrative Effectiveness

& Human Resources

Management
William Allan Kritsonis, PhD
Professor of Educational Leadership
The University of Texas of the Permian Basin
 Presented to:
Charter College of Education
California State University, Los Angeles

by:
William Allan Kritsonis, PhD
 Administrative Effectiveness

The difference between retaining and

losing quality employees is LEADERSHIP
(Lynch, 2003)
What Does Research Say About Employee Retention?

Recent studies have shown that pay,

benefits, rewards, and recognition are
inadequate tools to effectively retain
employees
(Lynch, 2003)
 Reasons Given For Staying:

Fair treatment
Exciting work and challenge
Care and concern
Working with great people and relationships
Trust
Career growth, learning and development
 What Does An Effective Leader Do?

Hire well

Hiring the right people is the first step to

retaining great talent. When hiring be
certain that the applicant understands
the job, organization, and culture.
Characteristics An Effective Leader Seeks:

Innovation
Being innovative
Imaginative
Creative
Perceptive
 Characteristics An Effective Leader Seeks:

Facilitation
Sharing Information Freely
Being Supportive
Praising Good Performance
Characteristics An Effective Leader Seeks:

Team Orientation
Flexibility
Adaptability
Collaborative
Honesty/Integrity
Team Oriented
Cooperative
Trustworthy
Characteristics An Effective Leader Seeks:

Reliable
Reliable
Conscientious
Thorough
Cooperative
Characteristics An Effective Leader Seeks:
Work Orientation
Enthusiasm
Emphasis on Quality
Recognition for Performance
Taking Initiative
High Performance
Expectations
Enthusiasm
Active
Characteristics An Effective Leader Seeks:

Skills
Oral Comprehension
Oral Expression
 What Does An Effective Administrator Do?

Use preemployment assessments

When used properly, assessments

provide insight into an individuals
tendency to perform
What Does An Effective Administrator Do?

Consistent and proactive

communication with valued staff
members

Communicate openly; candidly and

often.
What Does An Effective Administrator Do?

Assign a mentor

Immediately upon arriving, assign a

mentor or buddy to a new employee.

Develop a mentoring program.

 What Does An Effective Administrator Do?

Understand the needs of your team

Create a culture in which your employees

feel valued.

Develop a core purpose and set of

principles.
What Does An Effective Administrator Do?

Open-door policy

Have an open-door policy whereby

employees are encouraged to stop by
and talk or ask questions, etc
What Does An Effective Administrator Do?

Reward and recognize

Rewards and recognition are tools

intended to help retain employees.

Make an art of recognition.

What Does An Effective Administrator Do?

Instill accountability

Provide the training needed to help

them be accountable
 What Does An Effective Administrator Do?

Support your leaders

Your real success in retaining your

employees will come when you
concentrate on your team leaders and
their interactions with employees.
What Does An Effective Administrator Do?

High-performance and high-retention

cultures succeed in creating an
environment in which everyone is
pulling in the same direction for the
common good of the organization.
(Bufe and Murphy, 2004)
 Results?
Higher staff morale

Better teamwork

Lower turnover

Happier clients (i.e. children, parents, etc)

 Human Resources Management

Call for improved organizational

Performance =

* state testing and accountability systems

* adequately yearly progress

 Human Resources Management

Most policymakers are immediately

drawn to making changes in the
instructional program to improve
teaching
 Human Resources Management

Yet, they often overlook the need to

support these changes by changing
district human resource (HR)
management practices.
(Heneman & Milanowski, 2004)
 Human Resources Management

It is thought that HR management

practices affect organizational
performance through employee
performance competencies
(Heneman & Judge, 2003; Shippman, 1999)
 Human Resources Management

THEREFORE, building an HR
management system to support the
teacher performance competencies
that define teacher quality requires
developing or adapting a model that
specifies these competencies.
(Heneman & Milanowski, 2004)
 HR Alignment Model

In a large urban school district that

employs 4000 classroom teachers,
they refer to this model as the
District Scorecard.
 Components of the Alignment

Recruitment: Applicant Pools

Sources of applicants based on

knowledge, skills, and abilities
necessary for performance
competency
 Components of the Alignment

Hiring Standards: Interview Score &

Requirements

Method of assessing likely teacher

performance competency based on
the interview questions asked and the
responses given by the applicant.
 Components of the Alignment

Selection: Teacher Certification

Teacher certification/licensing
requirements required for employment
 Components of the Alignment

Assessment: Teacher Evaluation

Provide last two years of teacher

performance evaluation (PDAS)
 Components of the Alignment

Induction Preservice

Assistance and information provided

to all new teachers hired during the
three-day New Teacher Induction
Academy held prior to the start of
school.
 Components of the Alignment

On-the-job preservice:

Teachers receive an orientation to the

teacher evaluation system
 Components of the Alignment
Mentoring:

Every teacher is provided either a mentor or

teacher buddy for the entire school year.

Each district campus has a mentor program

coordinator who coordinates the program
and serves as the liaison for new teachers.
 Components of the Alignment

Professional Development

Professional development opportunities are offered

daily/weekly throughout the year.

Attendance is highly encouraged and is part of the

Teachers end-of-year assessment.
 Components of the Alignment
Compensation:

Offer competitive salaries.

Offer supplemental pay for critical

needs teaching fields; grade or
department chair; extracurricular
activities sponsor; etc.
 Components of the Alignment
Hiring packages:

Offer other financial inducements,

such as loan forgiveness, tuition
reimbursement, tuition assistance for
ACP teacher candidates.

Recommend housing assistance.

 Components of the Alignment

Training:

System for appraising teachers

performance

Knowledge and skill building given in

how to conduct and improve teacher
evaluation and performance
management
 Components of the Alignment
Performance Management:

Appraisal, feedback, coaching, goal

setting, performance planning,
discipline, termination
 References

Baldiga, N. R. (May 2005). Opportunity and

Balance: Is Your Organization Ready to Provide
Both? Journal of Accountancy, 199(5), 39-44.

Buffe, B. and L. Murphy (Dec 2004). How to Keep

Them Once Youve Got Them. Journal of
Accountancy, 198(6), 57-61.
 References

Heneman, H. G. III. And A. Milanowski. (Dec 2004).

Alignment of Human Resource Practices and
Teacher Performance Competency.
Peabody,Journal of Education 79(4), 108-125.

L. J. Lynch. (Dec 2003). Keeping the Best. Assoc

Manage, 55(13), 447-461.
 References

Miller, J.S. and R. L.Cardy. (2000). Technology and

managing people: keeping the human in human
resources. Journal of Labor Research, 21(3), 447-
461.