An Exploration of Factors Influencing Career Progression of Tutors in Public Primary Teachers' Training Colleges in Kenya

Abstract

The study sought to determine the influence of gender, Teachers Service Commission (TSC) adherence to career progression policy guidelines and tutors' exposure to professional development on career progression of tutors in primary teachers training colleges in Kenya. This study was a descriptive survey with 264 tutors randomly sampled from eight Public Primary Teacher Training Colleges. Out of the 264 sampled, 207 tutors returned the questionnaires for analysis. Data was collected using a questionnaire for tutors, interview schedule for Principals and TSC officers. One way Chi-square and linear regression analysis (at α = 0.05 level of significance) were used to test the relationship between each variable and tutors career progression. The study found that gender was not significantly related to tutors' career progression. Further analysis revealed that exposure to professional development influenced tutors career progression positively. The study concluded that tutors' gender did not have any significant relationship with career progression.However, exposure to professional development and adherence to policy guidelines by TSC influenced career progression positively, which is positive result for this study. The study recommended that there is also need to increase the number of appointive positions in Primary Teacher Training Colleges to provide tutors with more chances of career progression. Above all the study recommended that tutors should be regularly exposed to professional development so as to update their skill and competence.

Teacher perceptions of empowerment and promotion during reforms

“…709-713). As noted in Muchanje (2015), career progression defines workers' behavior in an organization. Leadership roles enhance teachers' desire to cooperate with management and colleagues, and increase their feelings of satisfaction, motivation, and loyalty toward the school, while affording them personal and professional growth (Fang, 2013;Irwin, 1996;Shor, 1992).…”

“…hierarchical or collaborative culture; Ash and Persall, 2000;Darling-Hammond et al, 1995;Moller et al, 2001). They also include the principal's willingness to share power (Angelle and DeHart, 2011); the availability of some form of public recognition and appreciation (Muchanje, 2015); the social perception of administrative positions; the existence (or lack of) an objectively defined selection procedure; and the suitability of training processes and salaries (Kanape-Willingshofer, 2014). In Israel, the salary structure for teachers is based on their seniority and the positions they hold.…”

“…This state of affairs warrants an examination of teachers' perceptions regarding leadership positions in school (Angelle and DeHart, 2011;Blitz and Modeste, 2015). Promotion of employees poses a challenge to both the employer and the employee (Kilika et al, 2014), which further underscores the need to identify the combination of internal and external factors that serve as key determinants of teachers' desire for career progression toward leadership positions (Muchanje, 2015).…”

“…Although career progression is a complex issue that depends on many factors and not everyone seeks change, people tend to prefer jobs in which they are entrusted with important tasks, and which provide professional development that can lead to career progression (Muchanje, 2015;Vardi, 1980). Vardi (1980) and later Baruch and Vardi (2016) present an integrated model of "career movement within an organization" (Organizational Career Model (OCM)).…”

Employee Mentoring, Career Success and Organizational Success

“…Many empirical studies by scholars confirm that employees with a mentor have more promotion opportunities, earn higher salaries, and develop high work satisfaction than employees without a mentor (see Ragins, 2012;Scandura & Schriesheim, 1994;Whitely & Coetsier, 1993). A number of studies established a positive effect of mentoring variables on career success (Allen & Lentz, 2006;Dougherty, Dreher, Arunachalam, & Wilbanks, 2013;Ensher, Thomas, & Murphy, 2001;Muchanje, Njuguna, Kalai, & Bironga, 2016). However, this study visualizes career success criteria to include employee commitment, job satisfaction, employee turnover, reward and recognition, and work-life balance.…”