Relation entre le sentiment d'empowerment et l'insertion professionnelle de nouveaux directeurs et directeurs adjoint d'établissement d'enseignement primaire et secondaire

Cette recherche vise à augmenter les connaissances sur le processus d’insertion professionnelle des nouveaux directeurs et directeurs adjoints du primaire et du secondaire au Québec lors de la première année en fonction. Pour mieux connaître cette étape de la vie professionnelle, quatre dimensions du processus d’insertion professionnelle ont été étudiées : la nature de la tâche, le contexte d’exercice, le soutien et l’accompagnement et les caractéristiques motivationnelles. Le sentiment d’empowerment des nouveaux gestionnaires a été étudié simultanément afin d’examiner leur motivation à exercer la nouvelle fonction. La question générale de la recherche était de savoir si la mesure du sentiment d’empowerment utilisé pour traiter de la motivation pouvait apporter de l’information sur la façon dont se vit le processus d’insertion professionnelle des nouveaux directeurs et directeurs adjoints d’établissement d’enseignement. Les données ont été recueillies auprès de dix nouveaux directeurs et directeurs adjoints d’établissement. Une conception de l’insertion professionnelle en tant que processus ayant été retenue, chaque participant a été rencontré à trois moments au cours de l’année scolaire, soit quelques semaines après l’entrée en fonction, au milieu de l’année et à la fin de celle-ci. Lors de chaque rencontre, les participants ont été interrogés à l’aide d’une grille d’entrevue semi-dirigée sur les quatre dimensions du processus d’insertion professionnelle mentionnées précédemment. Ils complétaient par la suite un questionnaire pour mesurer le sentiment d’empowerment. Ce questionnaire est une adaptation validée par Boudreault (1990) d’un outil développé par Tymon (1988). La recherche tend à confirmer l’utilité du sentiment d’empowerment comme source d’information sur le déroulement du processus d’insertion professionnelle. Ainsi, des relations semblent possibles entre le sentiment d’empowerment et certains aspects étudiés. Il s’agit de relations qu’il faudra cependant analyser avec de plus grands échantillons pour les valider. Tout d’abord, concernant la nature de la tâche, les constats indiquent que les directeurs adjoints affichant les meilleurs sentiments d’empowerment géraient moins de dossiers différents et que la plupart des dossiers dont ils étaient responsables faisaient appel à des habiletés développées antérieurement lors d’affectation intérimaire ou lors de leur participation à des comités à titre d’enseignants. De plus, ces participants avaient moins de gestion de personnel à effectuer, et particulièrement au regard du personnel de soutien. Ensuite, une tendance marquée a ensuite été constatée en ce qui concerne le soutien et l’accompagnement. Il est apparu que les participants (directeurs et directeurs adjoints) avec les meilleurs sentiments d’empowerment étaient ceux qui bénéficiaient du meilleur soutien et accompagnement de leur supérieur immédiat. Puis, en ce qui a trait aux caractéristiques motivationnelles, les participants exprimant les meilleurs sentiments d’empowerment se sentaient plus capables d’accomplir leur tâche et remettaient moins en question l’exercice de leur fonction. La recherche a indiqué d’autres relations possibles entre le sentiment d’empowerment et certains aspects des dimensions de l’insertion professionnelle, qui bien que moins marquées dans l’échantillon, mériteraient d’être approfondies dans des travaux futurs. Il s’agit de la relation entre le sentiment d’empowerment et le climat organisationnel de l’établissement, de la marge de manœuvre consentie dans l’exercice de la fonction et de la motivation des directeurs adjoints à postuler à un poste de directeur. Finalement, la recherche a mis en lumière la conviction des nouveaux directeurs de vivre une nouvelle phase d’insertion professionnelle et la différence entre les tâches des directeurs adjoints du primaire et ceux du secondaire.

Two School Administrators’ Perspectives on How Intercultural Education is Promoted in Their Elementary Schools

This study examined the perspectives of 2 elementary school administrators (1 principal of a faith based school, and 1 vice-principal of a public school) towards intercultural education and how it was implemented in their schools. A generic qualitative research methodology guided this study. Face-to-face interviews that used a guide with open-ended questions were used to collect data. Participants were administrators in their respective schools, had been involved in intercultural activities at their school, and were professional acquaintances of the researcher. The interviews were digitally recorded and the interview transcripts were reviewed by participants to ensure accuracy. The administrators’ understanding of intercultural education tended to be limited to learning and celebration of various cultures. The intercultural education strategies used in the respective schools focussed on developing a knowledge base and provided limited intercultural interaction. The public school had greater resources available than the private faith-based school. However, the resources were not always used to facilitate intercultural education. Teachers and administrators were provided with very few professional development opportunities focussed on intercultural education.

Drug battles and school achievement: evidence from Rio de Janeiro's favelas

This paper examines the effects of armed conflicts between drug gangs in Rio de Janeiro's favelas on student achievement. We explore variation in violence that occurs across time and space when gangs battle over territories. Within-school estimates indicate that students from schools exposed to violence score less in math exams. The effect of violence increases with conflict intensity, duration, and proximity to exam dates; and decreases with the distance between the school and the conflict location. Finally, we find that school supply is an important mechanism driving the achievement results; armed conflicts are significantly associated with higher teacher absenteeism, principal turnover, and temporary school closings.

Formação inicial de professores: o compromisso do professor-colaborador e da instituição escolar no processo de estágio supervisionado

Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

PCN de história na escola: caminho e descaminhos para a construção da cidadania

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Estágio supervisionado de Ciências Biológicas: aproximações entre o legal e o real

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Gêneros orais e ensino: trajetórias da construção do conhecimento pessoal prático na paisagem escolar

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

A prática pedagógica e avaliativa de uma escola do interior paulista

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Genetic improvement of feed conversion ratio via indirect selection against lipid deposition in farmed rainbow trout (Oncorhynchus mykiss Walbaum)

The research leading to these results has received funding from the European Union's Seventh Framework Programme (KBBE.2013.1.2-10) under grant agreement n° 613611 FISHBOOST. Moreover, the original data collection was supported by the European Union, Project PROGRESS Q5RS-2001-00994. The staff at Tervo station, Ossi Ritola and Tuija Paananen, are highly acknowledged for fish management. A. Ka., A. Ki., S. M., D. H. and K. R. designed research and wrote the paper; A.Ka analyzed the data and had primary responsibility for the final content. All authors have read and approved the manuscript. The authors declare no conflicts of interest.

Salford City College: Interview with Saf Arfan

Salford City College. Thought leadership interview with Saf Arfan, vice-principal development and innovation

Avaliação da essencialidade da metionina e lisina em frangos de corte pelo turnover de isótopos estáveis de carbono

Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

Níveis de aminoácidos digestíveis para juvenis de tambaqui, Colossoma macropomum e turnover isotópico do carbono - 13 e do nitrogênio - 15 no tecido muscular

Pós-graduação em Zootecnia - FCAV

Unrecognized Exodus, Unaccepted Accountability : The Looming Shortage of Principals and Vice Principals in Ontario Public School Boards (Working Paper 24)

To the apparent surprise of policy makers at the provincial and school board levels, Ontario’s public schools are about to experience a massive exodus of principals and vice principals. This report, funded by a grant from the Ontario Principals’ Council, details the scale of the retirement wave currently hitting Ontario’s public school boards. Data collected from 946 practicing school administrators suggest that the retirement rates will be almost 20 per cent higher than provincial estimates. Anecdotal evidence suggests that the pool of qualified candidates for these positions is also shrinking. Already, fewer individuals are applying for each available vacancy. The study examines the major dissatisfiers in the current role of school principal as experienced by incumbents. Interviews were also conducted with 92 individuals identified as exceptional candidates for the principalship who had opted not to follow that career path in order to determine what factors they found most important in their decision making. The report concludes with recommendations for the province, school boards and principals' organizations.

An Analysis of Principal Attrition in a Large Urban School District

Principal attrition is a national problem particularly in large urban school districts. Research confirms that schools that serve high proportions of children living in poverty have the most difficulty attracting and retaining competent school leaders. Principals who are at the helm of high poverty schools have a higher turnover rate than the national average of three to four years and higher rates of teacher attrition. This leadership turnover has a fiscal impact on districts and negatively affects student achievement. Research identifies a myriad of reasons why administrators leave the role of principal: some leave the position for retirement; some exit based on difficulty of the role and lack of support; and some simply leave for other opportunities within and outside of the profession altogether. As expectations for both teacher and learner performance drive the national education agenda, understanding how to keep effective principals in their jobs is critical. This study examined the factors that principals in a large urban district identified as potentially affecting their decisions to stay in the position. The study utilized a multi-dimensional, web-based questionnaire to examine principals’ perceptions regarding contributing factors that impact tenure. Results indicated that: • having a quality teaching staff and establishing a positive work-life balance were important stay factors for principals; • having an effective supervisor and collegial support from other principals, were helpful supports; and • having adequate resources, time for long-term planning, and teacher support and resources were critical working conditions. Taken together, these indicators were the most frequently cited factors that would keep principals in their positions. The results were used to create a framework that may serve as a potential guide for addressing principal retention.