Making Sense the Teacher Evaluation with the Value of Local Culture (the Voice of School Principals in Indonesia)

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Autor/inn/en	Supadi, Supadi; Soraya, Evitha; Muhammad, Hamid; Halim, Nurhasanah
Titel	Making Sense the Teacher Evaluation with the Value of Local Culture (the Voice of School Principals in Indonesia)
Quelle	In: International Journal of Educational Management, 35 (2021) 6, S.1124-1135 (12 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Zusatzinformation	ORCID (Supadi, Supadi) ORCID (Soraya, Evitha) ORCID (Muhammad, Hamid) ORCID (Halim, Nurhasanah)
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0951-354X
DOI	10.1108/IJEM-08-2020-0408
Schlagwörter	Teacher Evaluation; Evaluation Criteria; Elementary School Teachers; Secondary School Teachers; Urban Schools; Teacher Characteristics; Employment Level; Teacher Improvement; Job Performance; Administrator Attitudes; Principals; Teacher Effectiveness; Cultural Context; Foreign Countries; Indonesia (Jakarta) + Suchen Sie Ihr Suchwort? Teacher appraisal; Lehrerbeurteilung; Elementary school; Teacher; Teachers; Grundschule; Volksschule; Lehrer; Lehrerin; Lehrende; Urban area; Urban areas; School; Schools; Stadtregion; Stadt; Schule; Beschäftigungsgrad; Work performance; Arbeitsleistung; Principal; Schulleiter; Effectiveness of teaching; Instructional effectiveness; Lehrerleistung; Unterrichtserfolg; Ausland
Abstract	Purpose: The voice of school principals represents the principals' thoughts and experiences because of their as teachers' evaluator. It provides principals' perception on making sense the teacher evaluation. In qualitative research, voice can provide the truth and meaning of principals' experience in teachers evaluation. Their voices in the qualitative interviews are recorded and transcribed into words (Jackson and Mazzei, 2009 and Charteris and Smardon, 2018). By listening to the voices of principals in five provinces in Indonesia, this study, a qualitative research, intends to explore the principals' sensemaking in teacher evaluation. Design/methodology/approach: This study adopted a qualitative approach, as it was principally concerned with capturing participants' direct experiences in their natural setting as both the teachers' evaluator and school leader (Patton, 2002). The qualitative interview and content analysis were used in this study. The qualitative interview is a type of conversation used to explore informants' experiences and interpretations; in this study, the headmaster (Mishler, 1986; Spradley, 1979 in Hatch, 2002). Researchers used the interviews to uncover the structure of meaning used by principals in making sense the policies that determine teacher evaluations and that are used to carry out evaluations within principal's local authority. The implicit structure can be discovered from direct observation, and the qualitative interviews can bring this meaning to the surface (Hatch, 2002). Therefore, by applying the qualitative interviews, it is expected that information or "unique" interpretations from the principal can be obtained (Stake, 2010). Content analysis is a research technique for making valid conclusions from oral texts into a research context. This analysis can provide new insights, improve researchers' understanding of certain phenomena, or inform other practical actions through the use of verbal data collected in the form of answers to open interview questions (Krippendorff, 2004). Findings: There are three important findings relating to principals' sensemaking of teachers' evaluation; they are teachers' length of service, principals' perceptions of teacher evaluations and consistency in teacher performance improvement. The principals' perception greatly influences their beliefs and sensemaking of teacher evaluation. In essence, teacher evaluation has not been used to identify high-quality teachers. Principals focus more on the improvement of teachers' welfare than teacher actual performance. Research limitations/implications: Future research should explore principals' attitude toward the stakeholders when student achievement is not in line with the consistent increase in teachers' performance ratings. And, it is also necessary to investigate the policy makers response to see the consistent improvement in teacher's evaluation is not in line with student achievement. Finally, how to eliminate the culture of joint responsibility without causing frictions in the school environment. Originality/value: The authors hereby declare that this submission is their own work, and to the best of their knowledge, it contains no materials previously published or written by another person, or substantial proportions of material that have been accepted for the award of any other degree or diploma any other publishers. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01