Policymakers know that improving teaching in our schools requires a systemic look at many policies related to educator effectiveness. For example, teacher preparation programs need to be dramatically improved and strengthened, but without accompanying reform in compensation, even highly effective and innovative schools of education are unlikely to…

The purpose of this study was to investigate teacher selection practices in public high schools on Long Island, New York. More specifically, this study sought to identify criteria used to guide teacher selection, how the criteria are developed and used within the process, and the role of the principal in teacher selection. This research was…

In the era of No Child Left Behind, principals are increasingly held accountable for student performance. But are teacher labor agreements giving them enough flexibility to manage effectively? This study answers this question and others. It examines how much flexibility school leaders enjoy on key dimensions of management in America's fifty…

Teacher retention rates in New York from 1974 though 1984 were studied in 57 school districts that used alternative practices of internal salary distribution. These districts were categorized by relative attractiveness of salaries offered entry-level, midcareer, and senior teachers. Data revealed positive correlations between district retention…

Public school collective bargaining will not work unless management approaches negotiations as a two-way street and demands from the union what it requires to protect its own interests. With today's surplus of available teachers, management has the opportunity to reclaim prerogatives it has abdicated through past negotiations. In particular,…

This publication is a compilation of five papers presented at the 1975 Personnel Management Institutes held by the New York State School Boards Association. Although the meeting was intended to provide useful information about personnel matters specifically for school board members and school administrators from New York, much of the content of…

Discusses substantive and procedural restraints, including legal pitfalls, due process, and no-layoff clauses, within which public employers must decide questions of reduction in workforce (RIF). Describes elements of a sound RIF policy and considers ways of using the collective bargaining process to facilitate the RIF process. (JBM)