Personnel selection, supervision, and evaluation are significant factors in employing the right person for the right job. Teachers are no exception. In fact, the task of hiring quality teachers is vast given the implication that a school must adhere to the decision permanently with little recourse to alter the choice of the selected candidate. While discovering a perfect formula would be ideal, many variables exist in each process. While every school aspires to hire top educators, efficiently supervise teachers, and effectively evaluate them, obstacles can impede success when high-quality teachers are not in the classroom, which negatively impacts student achievement.
Hiring is merely the first step in effective personnel management.
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Nichols (2004) found the belief that salary inequalities place rural schools at a disadvantage for hiring quality educators; therefore, affecting the depth and breadth of the search. The urban school counterparts can pay salaries as much as thirty five percent higher. In the last 20 years, many rural school districts have lost quality teachers to the urban schools because of pay. (Nichols, 2004) Rather than incurring the expense of searches within urban communities, rural communities offer different incentives to draw educators. Factors comprising of community respect, fewer discipline issues, and a culture that supports schools are included in their recruiting efforts. They consider this a fair trade for lower salaries. (Nichols, 2004) Conversely, urban schools host large job fairs to recruit top candidates for the screening process. This does not always guarantee positive results. In fact, it is equally difficult to obtain high quality teachers for high-need, low-achieving schools across the United States. Some states are experimenting with offering incentives.
Milanowski et al. (2009) claims:
Incentives are a logical policy option because tradition, union contracts, and the structure of teacher labor markets prevent simply reassigning the best teachers to schools with the highest need. Incentives have included signing bonuses, pay supplements, loan forgiveness, tuition subsidies, and housing assistance. (p. 12)
This study concludes that working