2016
DOI: 10.13189/ujer.2016.041020
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Assessment of School Principals' Reassignment Process

Abstract: This study aimed to identify administrators' views related to the assessment of school principals' reassignment in educational organizations. The study utilized qualitative research design and the study group composed of 8 school administrators selected via simple sampling who were employed in the Bolu central district in 2014-2015 academic year. Data were collected with the help of semi-structured interview form and analyzed with content and descriptive analyses. According to research results, administrators … Show more

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Cited by 2 publications
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“…Despite its critical value, the Ministry of National Education (MoNE) lacks a formal leadership succession plan for Turkish schools (Wildy, Clarke, Styles, & Beycioglu, 2010), and there has been instability in the appointment system of school administrators and the requirements of administrators' assignment in Turkey (Yardibi & Küçük, 2015). A complexity that has been allowed to evolve over time surrounds principal appointments which have been mostly conducted through regulations (Pelit, 2015;Sezgin-Nartgün & Ekinci, 2016;Soydan, 2016). Regulations for and approaches to assigning school principals are frequently changed, which makes it impossible to implement long-term projects (Sezer, 2016).…”
Section: Introductionmentioning
confidence: 99%
“…Despite its critical value, the Ministry of National Education (MoNE) lacks a formal leadership succession plan for Turkish schools (Wildy, Clarke, Styles, & Beycioglu, 2010), and there has been instability in the appointment system of school administrators and the requirements of administrators' assignment in Turkey (Yardibi & Küçük, 2015). A complexity that has been allowed to evolve over time surrounds principal appointments which have been mostly conducted through regulations (Pelit, 2015;Sezgin-Nartgün & Ekinci, 2016;Soydan, 2016). Regulations for and approaches to assigning school principals are frequently changed, which makes it impossible to implement long-term projects (Sezer, 2016).…”
Section: Introductionmentioning
confidence: 99%