Recruitment and Retention in Rural America.

Autor/inn/en	Helge, Doris I.; Marrs, Lawrence W.
Titel	Recruitment and Retention in Rural America.
Quelle	(1981), (22 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Elementary Secondary Education; Labor Turnover; Motivation; Motivation Techniques; Personnel Needs; Personnel Selection; Rural Areas; Rural Schools; Special Education Teachers; Staff Development; Teacher Burnout; Teacher Persistence; Teacher Recruitment + Suchen Sie Ihr Suchwort? psychologische; Motivation (psychologisch); Motivationsförderung; Personnel requirement; Personalbedarf; Personalauswahl; Personalentscheidung; Rural area; Ländlicher Raum; Rural areas; School; Schools; Schule; Schulen; Special education; Teacher; Teachers; Sonderpädagoge; Sonderpädagogik; Sonderschulwesen; Lehrer; Lehrerin; Lehrende; Personnel development; Personalentwicklung; Burnout-syndrom; Burnout; Burnout-Syndrom; Lehrerrekrutierung
Abstract	Social isolation, extreme weather conditions, inadequate housing, and low salaries often characterizing rural areas cause problems in recruiting and retaining special education personnel. Successful interviewers for rural districts must include four components in their recruitment strategies: the use of intrinsic rather than extrinsic motivators, the consideration of local cultural norms in personnel choice, the use of the interviewee's needs and motivations, and the creative selling of the school district. The most effective recruiting occurs when all the rural area's resources are fully exploited, negative characteristics are presented positively, and unchangeable limitations are met honestly. Retaining personnel requires a similar strategy. Because personnel who remain in an area usually share that area's goals and expectations, a district should make every effort to help new staff members acclimate, teaching them about the local power structure and communication system and structuring their initial experiences for success. The district must have long-term strategies to address the unchangeable aspects of employment and to enhance staff development possibilities. Rural districts need a formal interagency recruitment system that includes forecasting, communication, and matching of needs and resources. The National Personnel Needs Data Bank maintains an informal exchange for districts in search of qualified special education personnel. (SB)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC