Predictors of absenteeism among primary school teachers

Gaziel, Haim H.

doi:10.1007/s11218-004-5232-z

Cited by 48 publications

(43 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…05) or teacher intent to turnover. These correlations are consistent with other previous research on the relation of teacher age to school climate (e.g., Brown, 2001;Gaziel, 2004). The low degree of relation between age andjob satisfaction is consistent with previous research on age's relationship to job satisfaction (Williamson, 2006).…”

Section: Agesupporting

confidence: 91%

“…Discriminant analysis results revealed school climate, age of respondent, job satisfaction and number of dependent children in the home distinguished the low and high attendance groups (Rasmussen, 1996). Further, Gaziel (2004) reported lower teachers' commitment to school. The principal's restrictive behavior and absentee school culture offer better explanation of variances in teacher absenteeism than any of the biographical variables.…”

Section: School Climatementioning

confidence: 91%

See 1 more Smart Citation

A study of relationships of school climate, school culture, teacher efficacy, collective efficacy, teacher job satisfaction and intent to turnover in the context of year-round education calendars.

Mattingly¹

View full text Add to dashboard Cite

Section: Agesupporting

confidence: 91%

Section: School Climatementioning

confidence: 91%

A study of relationships of school climate, school culture, teacher efficacy, collective efficacy, teacher job satisfaction and intent to turnover in the context of year-round education calendars.

Mattingly¹

View full text Add to dashboard Cite

“…As outras pesquisas estudaram apenas um comprometimento com o trabalho, predominando o comprometimento organizacional, com três artigos (BRAGGER et al, 2005;CONLEY;MUNCEY;YOU, 2005;GAZIEL, 2004), e os outros dois comprometimentos estudados de forma isolada são o comprometimento com a carreira (HUNG; LIU, 1999) e o comprometimento com a equipe (PARK; HENKIN; EGLEY, 2005), ambos com um artigo.…”

Section: Fonte: Elaborado Pelos Autoresunclassified

Múltiplos comprometimentos com o trabalho e suas influências no desempenho: um estudo entre professores do ensino superior no Brasil

2013

View full text Add to dashboard Cite

O presente trabalho analisa, em docentes do ensino superior, os efeitos dos vínculos com a carreira (comprometimento e entrincheiramento) e com a organização (comprometimento) no seu desempenho. Trata-se de uma pesquisa de corte transversal, envolvendo um survey on line, cujo questionário continha as escalas previamente validadas para medir os vínculos com o trabalho. Para avaliar o desempenho docente foram utilizados dois indicadores: autoavaliação do seu esforço instrucional e uma medida de produção acadêmica. Obteve-se uma amostra de 635 professores de Instituições de Ensino Superior (IES) públicas e privadas. Os dados foram submetidos à análises descritivas e multivariadas. Para identificar os impactos dos vínculos com o trabalho no desempenho foi utilizado o método de estimação por mínimos quadrados parciais (partial least squares - PLS). Nos modelos testados, o entrincheiramento na carreira e o comprometimento organizacional instrumental influenciam negativamente a produção acadêmica dos professores, e o comprometimento com a carreira influencia positivamente o esforço instrucional. Evidências relevantes de como o vínculo do trabalho é um importante preditor do desempenho.

show abstract

“…An organisation's culture determines the way the organisation conducts its business, and as a result also influences its processes. Gaziel (2004) states that part of an organisation's culture is its shared values. According to Koslowsky (2008), "a strong belief in, and acceptance of, the organisation's goals and values indicate organisational commitment" (p. 10).…”

Section: Introductionmentioning

confidence: 99%

Organizational Development: A Supplement for the Effective Organization

Taute¹,

Taute

2012

Journal of Workplace Behavioral Health

View full text Add to dashboard Cite

Much can be said about the pros and cons of organisational development (OD) in today's ever-expanding and constantly evolving world of dynamic organisations. It may be argued that OD has even more of a place in today's technologically advanced world of change and economic competitiveness. This article will discuss how OD may enhance the effectiveness of an organisation within an evolving world. It is intended to contextualise OD and the process thereof, different phases in the Action Research Model and the necessity of training and development in OD. It will conclude with the similarities between OD andEmployee Assistance Programmes. KEYWORDS organisational development, action research model, employee assistance programmes INTRODUCTIONIn formulating the heading of this article, the authors stumbled upon the word 'supplement' and after giving it some more thought, found this word quite fitting and accurate with regards to the content of this article. Organisational development (OD) is to the developing, 2 successful, productive organisation what supplements are to the serious body builder. The word supplement is defined in the Cambridge Advanced Learner's Dictionary (2008) as "something which is added to something else in order to improve it or complete it" (p. 1464).In weight training terminology 'supplement' refers to any substance whether in powder, syrup, tablet, or capsule form, containing specific key ingredients, for example protein, carbohydrates, amino acids, glutamine, arginine, taken orally to enhance and or maintain muscle growth and endurance. It can thus be concluded in layman's terms that a supplement is something taken, used or utilised in order to help achieve specific results quickly and effectively.In the OD work environment the word supplement is rarely, if ever, used. The authors like to think of OD projects as the 'supplements' of a successful organisation, with the performance enhancing ingredients being assessments, interviews, evaluations, behaviour observation, action plans, problem identification and resolution, strategic planning, selection, training and development, and change management to name but a few. No major company or organisation can really achieve optimal effectiveness and productivity without some of these supplements.OD is not a quick-fix for organisational problems. The time period for completion of an OD project can vary but this would be determined by the nature of the issues being addressed and would be set out in the contract establishing the terms and conditions between the organisation and the consultant. There needs to be room for reviewing the work, extending it if necessary, bringing it to a close if required, or creating a way to sustain the momentum that has begun to take shape. French and Bell Jr. (1984) describe OD as a long-range effort supported by top management to improve an organisation's problem-solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organisational culture -with special emphas...

show abstract

Predictors of absenteeism among primary school teachers

Cited by 48 publications

References 24 publications

A study of relationships of school climate, school culture, teacher efficacy, collective efficacy, teacher job satisfaction and intent to turnover in the context of year-round education calendars.

A study of relationships of school climate, school culture, teacher efficacy, collective efficacy, teacher job satisfaction and intent to turnover in the context of year-round education calendars.

Múltiplos comprometimentos com o trabalho e suas influências no desempenho: um estudo entre professores do ensino superior no Brasil

Organizational Development: A Supplement for the Effective Organization

Contact Info

Product

Resources

About