Bordin Rassameethes, Kongkiti Phusavat, Z. Pastuszak
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Does work experience matter when training teachers to deal with school disengagement?
BACKGROUND: BACKGROUND: Traditionally, teachers with less work experience receive more training in non-academic areas such as school disengagement. This circumstance affects a school’s readiness when attempting to create a student-focused environment. Teachers need to have a consistent approach when dealing with disengaged students. OBJECTIVE: The study examines the relationship between work experience on the decision relating to in-service training needs to cope with school disengagement. This study focuses on the schools from Bangkok Metropolitan Administration. METHODS: The method consists of several steps. The first step is to identify a general set of non-academic training needs. The next step is to distribute the survey to teachers. Finally, statistical analysis is applied to examine the impacts from work experience. RESULTS: Based on the surveys completed by 147 teachers who are categorized into four work-experience groups. The findings show that work experience does not affect the decisions regarding training needs. Thus, younger as well as older teachers alike should be provided with similar training programs to deal disengaged students. CONCLUSIONS: Work experience should not be used as a criterion when selecting teachers when providing in-service training for non-academic areas. Consistent practice by teachers is needed when creating a student-focused environment.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.