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Loretta A. Terry
Prairie View A & M University
Human resources management for 21st century education will involve the
evolution of a fresh framework for recruitment and retention of highly qualified
employees. A fresh framework approach will consist of the change. An
organization is a web of interconnections; a change in one area triggers an
imbalance in other areas. Consequently, managing change is a dynamic process
that requires organized, thoughtful planning and alignment of human resources
management practices and policies with the student achievement goals, teacher
performance competency, and instructional practices.
Introduction
122
123 NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL_________
Background
This article will delve into what the current research delineates
about the issue of employee retention in education and addresses six
questions effective school leaders and administrators should answer in
order for a fresh framework for 21st century education human
resources to evolve. Research questions include: 1) What does the
research say about employee retention? 2) Why do employees stay? 3)
What does an effective leader do? 4) What does an effective leader
seek? 5) What does an effective administrator do? 6) What does the
literature indicate about alignment models?
Methodology
“Solid licensure preparation can rescue new teachers from the sink-or-
swim mentality and help them develop a strong foundation for success
in the classroom” (Strawn, et. al., 2008, p. 276). Higher education
institutions preparing educators are engaging in avenues to provide
ongoing and meaningful professional development that result in high
teacher retention.
Employees stay for some of the same reasons they enter the
profession. The employee may stay because of trust, confidence and
faith in their students. Knowledge of the subject matter, rewards of
establishing meaningful relationships and the inner motivation to make
a difference are important to teachers too. A teacher’s decision to stay
Loretta A. Terry & William Allan Kritsonis 132
Figure: 1
Model of Human Resource Management Systems Alignment
Note: Heneman III, H., Milanowski, A., (2004). Alignment of human resource
practices and teacher performance competency. Peabody Journal of Education 79(4),
108-125 Copyright 2004, Lawrence Erlbaum associates, Inc.
Loretta A. Terry & William Allan Kritsonis 138
Concluding Remarks
REFERENCES