Teacher recruitment and retention in public and private schools

Bibliographic Data

ID11680267
AuthorsDale Ballou (University of Massachusetts Amherst, corresponding author), Michael Podgursky (University of Missouri)
Year1998
Volume17
Issue3
Pages393-417
Publication date1998-01-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Policy Analysis and Management (JOURNAL)
Journal identifiersISSN: 0276-8739 • E-ISSN: 1520-6688
PublisherWiley (PUBLISHER • GB)
DOI10.1002/(sici)1520-6688(199822)17:3<393::aid-pam2>3.0.co;2-b
OpenAlexW2028092607
LanguageEN
Citations received12

Private school salaries are substantially below those in public school systems. Nonetheless, private school heads are as satisfied as public school principals with the quality of their new teachers and substantially more satisfied with their experienced instructors. This difference remains after controlling for school and community characteristics and for the principal's tenure and educational priorities. In addition, appraisals of experienced and new teachers suggest that private schools are more successful in retaining the best of their new teachers and in developing the teaching skills of their faculties. Apparent reasons include greater flexibility in structuring pay, more supervision and mentoring of new teachers, and freedom to dismiss teachers for poor performance. These findings suggest that improvement in the quality of public school performance will require the use of accountability tools such as pay-for-performance and dismissal

Accountability · Business · Dismissal · Economics · Flexibility (engineering · Management · Mathematics education · Pedagogy · Political science · Principal (computer security · Private school · Public relations · Quality (philosophy · School teachers · Teacher Quality · Accounting Education and Careers · Higher Education Research Studies · Psychology · School Choice and Performance · Teacher Education and Leadership Studies · Marketing

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