Pay for performance is becoming commonplace in the business world. Pay raises and bonuses are often based on how well one performs on the job or on achieving specific results. However, this is not the case in education. Pay levels are typically based on years of experience and levels of education rather than on teacher effectiveness. As concerns about the quality of the nation's educational systems frequently appear in the news, one of the solutions suggested has been a pay for performance system for teachers. Interestingly, these programs are often met with resistance from teachers and teachers' unions. This paper will examine the effectiveness of such programs and the disadvantages for employers and employees.
Pay for performance programs are designed to compensate teachers based on how well their students perform or on observed behaviors in the classrooms (Chait & Miller, 2009). One of the keys to the success of these programs is tailoring the compensation program to the needs of the local school organization. According to Chait & Miller, some programs add performance incentive bonuses to a standard salary structure, while others replace a seniority-based pay schedule with a pay for performance schedule. Additionally, performance incentives may be based on individual, collective, or a combination of individual and collective performance.
Chait & Miller (2009) assert that while teachers often claim in surveys that working conditions are more important than pay, when actually offered the choice, teachers chose an increase in pay. In a survey cited by Chait & Miller, 82.7% of teachers surveyed in...
Chait & Miller also report that the fact that most traditional education systems reward advanced degrees provides proof of the incentivizing effects of pay. According to Chait & Miller, 47.1% of teachers have advanced degrees. In another study cited by Chait & Miller:
80% favored incentives for " teachers who work in tough neighborhoods with low-performing schools"
58% supported incentives for "teachers who consistently receive outstanding evaluations by their principals"
53% favored incentives for "teachers who specialize in hard-to-fill subjects such as science or mathematics"
42% favored "teachers whose students routinely score higher than similar students on standardized tests."
While the climate may be conducive to teacher pay for performance programs, the question then becomes whether or not such programs are effective. According to Chait & Miller (2009), the aim of such programs should be in improving student achievement, teacher skills, or teacher retention.
While there seems to be promise regarding the effectiveness of pay for performance programs, these types of programs are not without their disadvantages for teachers and administrators. For example, in order for merit pay to improve the quality of teaching, either poor teachers must leave the profession and be replaced by…
Sometimes, an apparently poor performance on a standardized proficiency exam may be a remarkable performance for an individual student, although not when compared to the rest of the district's more privileged or capable children, Linking pay to student performance provides a profound disincentive for teachers not to take the risk of teaching in historically disenfranchised and underperforming school districts. Why work twice as hard to deal with students who are
The most critical aspect of these systems is the ability to create a highly collaborative, communicative, trusting environment for workers (Bert, 2009). It is not the software that matters the most; it is the ability of a leader to bring lasting change into an organization and lead it to a transformational state over the long-term (Krishnan, 2004). That is the role of an excellent leader implementing these social network
Performance Management The benefits of performance appraisals for both employers and employees Performance management has become endemic to virtually all large organizations world-wide. "An estimated 80-90 per cent of organisations in the U.S.A. And UK use appraisals, and there has been an increase from 69 per cent to 87 per cent of organisations between 1998 and 2004 using formal performance management systems" (Prowse & Prowse 2009). The benefits for performance appraisal are
Performance Evaluation Critique Several years ago Arrow Electronics instituted an Employee Performance Review (EPR) system. However, the process was not providing the CEO. Steve Kaufman, the results that he had hoped for when it was instituted. The original goal of the EPR system was to help identify those individuals within the company whose performance was outstanding and whose career should be accelerated. It was also designed to pinpoint those who would
Performance Management System Executive Report on Return on Investment Return on Investment (ROI) is among the outstanding accepted performance measurement as well as evaluation metrics employed in business analysis. When undertaken rightfully, ROI analysis has proved to be the most influential instrument for evaluating on hand information systems as well as coming up with well-versed pronouncements on software acquisitions as well as supplementary projects. A number of years ago, Return on Investment
Performance Appraisals Kudler foods. Performance appraisal system: Kudler Foods Within the food and hospitality business, a wide variety of types of employees are needed to bring a company's vision to fruition. These require a vast array of different skill sets. For example, a store or general department manager needs to be an effective leader, know how to delegate, and be able to prioritize objectives to suit the needs of various consumers. A department