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This book explains how to energize yourself to maintain or regain a positive outlook and love of teaching, and how shifts in awareness, attitudes, and actions can be transformational for you and your students. It draws from the authors' research, lesson plans, and experience with burnout, and offers actions you can take to to enhance your well-being and thrive, change your outlook, strengthen your determination to be a terrific teacher, and reignite your passion for teaching.

Teachers --- Teaching --- Teacher turnover --- Attrition of teachers --- Retention of teachers --- Teacher attrition --- Teacher retention --- Turnover, Teacher --- Psychology. --- Attitudes. --- Psychological aspects. --- Prevention. --- Selection and appointment --- Tenure

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What are you doing to sustain new teachers? Fifty percent of new teachers leave within the first five years of teaching. Why? Surveys cite paperwork, discipline, communication, and feelings of isolation. But exiting teachers say lack of support from the administration, specifically the principal, causes them to leave the profession. Today's educational landscape requires administrators to balance management and instructional leadership. While many understand management, creating a supportive environment that builds capacity and fosters positive communication isn't so intuitive. This guide provides leaders with realistic and simple-to-implement strategies that support new teachers. Every chapter includes:. Stories From the Field -- features common challenges and practical strategies. Administrator's Role -- frames solutions within job function, current trends, and research-based practices. Self-Reflection -- guides action planning with ...

First year teachers --- Teachers --- Teacher turnover --- Mentoring in education --- Educational leadership --- In-service training --- Prevention. --- Attrition of teachers --- Retention of teachers --- Teacher attrition --- Teacher retention --- Turnover, Teacher --- Selection and appointment --- Tenure

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This paper reports on a two-tiered experiment designed to separately identify the selection and effort margins of pay-for-performance (P4P). At the recruitment stage, teacher labor markets were randomly assigned to a 'pay-for-percentile' or fixed-wage contract. Once recruits were placed, an unexpected, incentive-compatible, school-level re-randomization was performed, so that some teachers who applied for a fixed-wage contract ended up being paid by P4P, and vice versa. By the second year of the study, the within-year effort effect of P4P was 0.16 standard deviations of pupil learning, with the total effect rising to 0.20 standard deviations after allowing for selection.

Civil Service Reform --- Education --- Education Reform and Management --- Effective Schools and Teachers --- Field Experiment --- Incentives --- Labor Market --- Pay-For-Performance --- Performance Pay --- Primary Education --- Public Sector Development --- Teacher Recruitment --- Teacher Retention

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"The chapters in the book present in-depth examination of novice teachers' experiences in Houston area schools during their first-through-third year of teaching. Their professional challenges and the unique conditions in which they must navigate their developing and sometimes fragile teacher identity are comprehensively explored"--

Teacher turnover --- Employee retention --- First year teachers --- Teachers --- Faculty (Education) --- Instructors --- School teachers --- Schoolteachers --- School employees --- Beginning teachers --- New teachers --- Retention of employees --- Personnel management --- Attrition of teachers --- Retention of teachers --- Teacher attrition --- Teacher retention --- Turnover, Teacher --- Prevention. --- In-service training --- Selection and appointment --- Tenure

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This working paper is based on country case studies of Ethiopia, Ghana, Guinea, Madagascar, Tanzania, and Uganda, and an extensive literature review. In many parts of Africa, the demand for secondary teachers substantially exceeds the supply, due to factors such as secondary teacher attrition, bottlenecks in the teacher preparation system, and perceived unattractive conditions of service. Few countries have strong policies, strategies, and programs for recruiting able secondary school graduates to secondary teaching. The paper suggests several critical and promising areas for improvement in th

High school teachers --- Teacher turnover --- High school principals --- Employee retention --- Labor turnover --- Recruiting --- Prevention. --- In-service training --- Job satisfaction --- Employee turnover --- Turnover of labor --- Retention of employees --- Principals, High school --- Principals, Secondary school --- Principals, Senior high school --- Secondary school principals --- Senior high school principals --- Secondary school teachers --- Senior high school teachers --- Turnover, Teacher --- Personnel management --- Labor mobility --- School principals --- Teachers --- Attrition of teachers --- Retention of teachers --- Teacher attrition --- Teacher retention --- Selection and appointment --- Tenure