This study focuses on understanding the impact of voice on a student conduct administrator’s role and retention in that role at community colleges. By understanding the development of student services from the Colonial era to present day and providing background information about the different types of approaches utilized to address student conduct violations, this study builds the framework to understand the impact of voice on a student conduct administrator’s role and retention in that role at community colleges. The theoretical frameworks-exit, voice, loyalty, (Hirschman, 1970), use of the ProSocial Voice (Dyne, Ang, & Botero, 2003), and principles of effective retention (Tinto, 1987) provide the foundation for the use of a qualitative narrative approach to answer the research questions (1) what impact does the ability to use voice as a student conduct administrator have on the professional’s remaining in the position? (1a) what, if any, impact does the ability to facilitate change in the institution’s student conduct process influence the professional’s remaining in the position? (1b) what, if any, impact does a student conduct administrator’s ability to advocate for the use of an approach of their choosing to address conduct violations influence his or her remaining in the position? 12 60-90 minute interviews were conducted with current student conduct administrators that work at the community college institution. Chapter 1 informs the reader about the problem, chapter two provides a detailed literature review, chapter 3 outlines the methodology and sample while chapter four provides themes of the study and data analysis. The final chapter, chapter five, discusses the findings, and recommendations for policy, practice and future studies.
The demands of high-stakes testing, tenure reform, and teacher accountability have dominated the landscape of education for almost two decades. The expectations placed on public schools require leadership that supports and motivates teachers to perform at extremely high levels. Public schools therefore must fill their institutions with principals who possess a leadership style that can inspire and empower teachers to tackle these demands and set a clear vision for the future of their schools. Transformational leadership is a model of leadership that has been shown to elevate and motivate followers to perform beyond organizational expectations. The purpose of this study is to examine the common transformational leadership behaviors and methods of application utilized by public school principals. This study uses quantitative and qualitative methods of research separated into two stages. In the first stage, the Multifactor Leadership Questionnaire-Self (MLQ) was used to survey 66 public school principals in Monmouth County, New Jersey. The results of the survey were analyzed and used to develop a cohort of 10 principals to participate in the qualitative stage of the study. In this second stage, the cohort of 10 principals participated in face-to-face semi-structured interviews in order for the researcher to further examine their behaviors and methods of application. The data from the MLQ and the interviews revealed that transformational leadership exists in public schools in Monmouth County, New Jersey. The results from this study identified specific behaviors and methods of application that align with the four domains of transformational leadership. This study contributes to the existing research on transformational leadership and also provides current public school principals with information regarding behaviors that can be implemented to enhance their practices. Further research that builds upon the application of transformational leadership and its effect on variables such as school climate, teacher turnover, and student achievement would reveal the influence that transformational leadership has on other aspects of school leadership.
Using paraprofessionals to meet the social, self-care, and instructional needs of special education students began in the 1960s. The roles, duties, and expectations for these paraprofessionals evolved over the subsequent fifty years. Special education paraprofessionals play an important role in the education of students with disabilities. Since the inclusion of students with disabilities in nationally mandated assessments, their utilization has increased (Brenton, 2010). The research literature has shown that these paraprofessionals have not received adequate training for, or supervision while, performing their responsibilities and duties. Findings from the literature also highlight that these individuals provide a disproportionate amount of instruction to students with disabilities when compared to certified educators. This study focused on the responsibilities, duties, and professional needs of special education paraprofessionals in kindergarten through sixth grades. Using a concurrent mixed methods design, it utilized a three-part survey and one-time interviews to inform recommendations for expanding data collection and creating a sustainable learning community for the specific sample analyzed during this study. The current study found that many of the responsibilities and duties of this sample of special education paraprofessionals are different from those revealed in previous research. According to their responses, they do not operate independently, and they spend a significant amount of time following the teachers’ lessons plans and working under the teachers’ direct supervision. This sample of professional development needs focused on duties and responsibilities that they would like to learn more about or perform better, including training in behavior management and one-on-one tutoring.
Teacher evaluation has existed in many forms throughout history. With or without formal processes teachers are held accountable for student learning and achievement gains through a variety of measures such as standardized test scores, parent feedback, administrative feedback and students' grades. Recent political movement has spurred legislators to support more rigorous and specific evaluation systems that increased accountability of teachers and school districts to link teacher evaluation to student learning. New Jersey adopted the TEACHNJ act in 2012 which required set number of evaluations for tenured and non-tenured teachers, criteria for each evaluation through a variety of models, and test scores and teacher developed assessments were tied into a final score for teachers. If the teacher evaluation system aims to improve practice and identify areas for professional growth, it is important to understand teachers' perceptions on the new system. The purpose of the study was to examine the perceptions of teachers related to the effectiveness of the teacher evaluation system in New Jersey and the perceived benefits and limitations of the new system. This mixed-methods study surveyed teachers from six suburban districts in New Jersey. The districts varied in size and socioeconomic factors, but all districts were in their second year of the new teacher evaluation system. Teachers answered eight survey questions using a Likert scale and two open-ended questions that allowed respondents to expand on any of the questions or any other related comments not addressed in the survey. The study revealed that teachers believe in the fundamental principles that serve evaluation processes. Teachers understood the research behind the systems and the need for accountability. The key in successful teacher evaluation is comprehensive training opportunities for teachers not only in what constitutes effective teaching practices, but with the implementation of these practices into the classroom. Further, teachers need to have training on how to utilize the tools used to manage the evaluation systems so that teachers are not tied up with bureaucratic practices that take away from the time to plan effective lessons or collaborate with colleagues. Additionally, evaluators need to continue to learn alongside the teachers to ensure reliability and consistency within the different evaluations a teacher receives from multiple observers. Further research that aligns teacher evaluation with student achievement, as well as teacher evaluation within a variety of settings with specific evaluation models would be valuable. As new teacher evaluation systems become the norm in districts across the nation, further study would provide school leaders with ways to ensure successful and effective implementation policies that support both students and teachers.