Board of education members come and go, but the community remains. Wise candidates for a superintendent position, as well as the dedicated board members involved in fulfilling this important duty, understand this and therefore want the public to be part of the superintendent search process. As a search consultant to school boards for 20 years, the…

In this article, the authors propose a way to measure coaches' success in recruiting student-athletes. They call this measure the Coaches' Graduation Rate (CGR). The CGR offers a long-term assessment of a head coach's judgment and choices regarding prospective student-athletes' academic promise, institutional fit, and rates of graduation. For…

A school district's strategic objectives typically include improving education outcomes of students, reducing costs, improving customer service and increasing productivity. While the language, emphasis and order will vary, it is difficult to imagine a district that does not strategically focus on these or related objectives. Most districts perform…

Over the past 6 years, the Oral History Project Team has conducted interviews with individuals who have influenced the theory and practice of evaluation. In 2006, Robin Miller, with the help of Christian Coryn of The Evaluation Center at Western Michigan University (WMU), and Daniela Schroeter, also at the Center, sat down with widely regarded…

Performance indicators specify the measurable evidence necessary to prove that a planned effort has achieved the desired result. They have two uses: to identify what should be accomplished, and to provide criteria for determining success or failure. (JOW)

An experienced volunteer discusses the importance of volunteer evaluation and encourages volunteer administrators to consider their policy of volunteer evaluations from a volunteer's point of view. (JOW)

Presents three of the most prominent myths about performance evaluation in the private sector and provides refuting documentation for each. Suggests implications for public schools. (Author/WD)

If public organizations do not begin to critically evaluate the conduct of their assessment centers, they may be risking the demise of what has been and can continue to be a very effective selection device. (Author)

Collective bargaining agreements, by their nature, impact upon the delivery of educational services to California's students. Collective bargaining agreements deal with hours of employment, evaluation of personnel, transfer of employees, leaves of absence and class size. These contract provisions directly impact a district's ability to provide…

Hall, Leidecker, and DiMarco write that upward performance appraisals are supposed to improve communication and increase worker satisfaction. Concerns are related to subordinate qualifications and bias, lack of time, and acceptance of results. Three types are subordinate oriented, cross-hierarchical, and self-inclusive. Stoner's reaction argues…

Robin E. Perry's article, Do Social Workers Make Better Child Welfare Workers Than Non-Social Workers?, is an important step in studying the relationship between education of child welfare workers and their job performance. In this case, however, workers' performance was measured by poorly designed performance evaluation tools completed routinely…

Discusses corrective action and employee discipline in library management, covering: (1) factors affecting the library manager's right to discipline; (2) employee orientation and training; (3) employee performance measurement; (4) corrective strategies; (5) termination as an option; (6) the importance of fairness; and (7) positive results of…

Examines the role of psychological testing within the business environment. Outlines four guidelines for people who use tests to make decisions about other people: (1) use a broad-brush approach; (2) look for the whole person; (3) do not rely on testing alone; and (4) let people see their results. (CT)

Analyzes the strengths and weaknesses of assessment center methodology and then outlines an innovative system--the integral appraisal system--that uses some assessment center principles to examine managers' behavior on the job. (Author/IRT)

Discusses nine areas to be considered in performance evaluation: (1) objectives, (2) frequency, (3) involvement, (4) skills, (5) employee responsibility, (6) prediscussion, (7) growth, (8) evaluation of the evaluation, and (9) employer evaluation. (JOW)