Salary, Performance, and Superintendent Turnover

Grissom, Jason A.; Mitani, Hajime

doi:10.1177/0013161x15627677

Cited by 21 publications

(43 citation statements)

References 39 publications

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“…Sun and Ni (2016) investigated the reasons for the disparity in principals' turnover rates at charter versus traditional public schools, finding that working conditions explained 28 per cent of the turnover. Grissom and Mitani (2016) investigated predictors of superintendents' turnover, finding that salary and school district characteristics (e.g. size and performance) exerted an influence.…”

Section: Antecedents To Voluntary Turnovermentioning

confidence: 99%

Public sector managers: the decision to leave or remain in a job

Cregård

Corin

2019

Human Resource Development International

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The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: rework organizational structures; remodel job characteristics; and reexamine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations.

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Section: Antecedents To Voluntary Turnovermentioning

confidence: 99%

Public sector managers: the decision to leave or remain in a job

Cregård

Corin

2019

Human Resource Development International

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“…In addition, districts with lower test scores experienced higher turnover along with those districts, which offered lower salary packages. Surprisingly, the lowest performing districts do not experience the same high turnover rates (Grissom & Mitani, 2016).…”

Section: Attritionmentioning

confidence: 99%

“…The impact can be profound. Superintendent turnover creates discord in all facets of a district, affecting administrators, teaching staff, and the community, all of which can lead to hindering student achievement (Grissom & Mitani, 2016).…”

Section: Attritionmentioning

confidence: 99%

“…The ability to retain a superintendent fosters growth in student achievement and stability for the organization. This position is responsible for the vision and mission of the district as well as the formative goals that guide school level staff (Grissom & Mitani, 2016;Alsbury, 2008;Byrd, Drews, & Johnson, 2006). Conversely, superintendent turnover can be attributed to lower student achievement, stalled progress toward goals, and decreased morale among staff and the community (Grissom & Mitani, 2016;Waters & Marzano, 2006).…”

Section: Factors Associated With Superintendent Turnovermentioning

confidence: 99%

“…This position is responsible for the vision and mission of the district as well as the formative goals that guide school level staff (Grissom & Mitani, 2016;Alsbury, 2008;Byrd, Drews, & Johnson, 2006). Conversely, superintendent turnover can be attributed to lower student achievement, stalled progress toward goals, and decreased morale among staff and the community (Grissom & Mitani, 2016;Waters & Marzano, 2006). Grissom and Mitani (2016) found, "The dearth of studies (on turnover) has made establishing patterns in superintendent turnover difficult and limited inquiry into potential policy levers for promoting superintendent retention" (p. 352).…”

Section: Factors Associated With Superintendent Turnovermentioning

confidence: 99%

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Kentucky's superintendent induction program : participants' perceptions of competency and longevity.

Smith¹

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The position of the school superintendent in the United States, at both the state and local level, has evolved over the past 200 years in response to the needs of the profession, ever-changing communities, and political mandates (Kowalski et al., 2011). The role of superintendent has shifted in focus from teacher-scholar to manager to democratic leader to social scientist and, finally, to communicator (Callahan, 1966; Bjork, Browne-Ferrigno, & Kowalski, 2018). Generalizing the problems facing superintendents can be a challenging proposition. However, no two situations are the same. A number of factors, including school board size, district demographics, financial position, state and local politics, and high-stakes accountability performance can play a role in the challenges facing school superintendents (Byrd, Drews, & Johnson, 2006). With research indicating that whole-district student achievement is dependent upon superintendent stability (Talbert & Beach, 2013), the need to retain effective superintendents is apparent, especially in historically lower achieving districts. Studies reveal the average tenure of superintendents ranges from less than three years up to more vii than six years (Grissom & Anderson, 2012; Natkin et al., 2002). If stability is a desired outcome, how can districts ensure longer tenures for their superintendents? What strategies exist to increase the average number of years for district leadership? Can training play a role in equipping leaders with the necessary tools for battling the known causes of turnover, thereby thwarting the pressures and influences that lead to superintendent transition? Turnover and turnover prevention through advanced levels of training are the foci of this study. The purpose of my qualitative study was to examine Kentucky's superintendent induction program, designed and implemented by the Kentucky Association of School Administrators (KASA), by analyzing the participants' perceptions of the program in terms of increasing their competency and likelihood of longevity (tenure) in the district leadership role. My study incorporates the use of qualitative methods to describe how superintendents perceive competency and preparedness after one year of exposure to the mandated onboarding induction program. The participants have completed the most recent iteration of the Next Generation Leadership Series-those superintendents who are in Cohort 5 during the 2016-2017 school year. The findings suggest that participation in a cohort-model induction program enhances competencies and could have a positive influence on longevity. In addition, suggestions for a more effective induction program are included. I recommended further research on the many variables that combine to create an effective, successful superintendent, from personal demographic information to career path options. These recommendations will require researchers to perform longitudinal studies up to 10 years to understand thoroughly the impact of induction, or other trainings, on competency and viii longevity. ...

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Why Do Talented People Leave? Assessing Talent Turnover Risks Using a Hybrid Approach

Estiri,

Dahooie,

Qorbani

et al. 2024

Strategic Change

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Addressing the critical challenge of talent turnover in human resource management (HRM), the study aims to bridge the significant gaps in understanding the risks of talent turnover and the lack of robust frameworks for HR decision‐makers to assess and manage these risks effectively. Grounded in the resource‐based view (RBV), it introduces a hybrid methodology that synergizes failure mode and effects analysis (FMEA) with multi‐attribute decision‐making (MADM) methods using Z‐numbers. The research process involved an extensive literature review and expert panel discussions to curate an exhaustive list of turnover risks. These risks were appraised using FMEA technique and Z‐SWARA method. To validate the robustness of the evaluations, four different MADM methods were applied for risk ranking, which were then integrated using the BORDA count method. The framework's utility is exemplified by its application in a private bank in Iran, where it was used to identify and prioritize talent turnover risks. Findings reveals that skill underutilization, immigration, and underpayment are the most critical risks associated with talent turnover in our case, as confirmed by a sensitivity analysis. Practically, the framework equips HR managers with a robust tool for identifying and prioritizing talent turnover risks, facilitating strategic decision‐making in a uncertain business environment.

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Salary, Performance, and Superintendent Turnover

Cited by 21 publications

References 39 publications

Public sector managers: the decision to leave or remain in a job

Public sector managers: the decision to leave or remain in a job

Kentucky's superintendent induction program : participants' perceptions of competency and longevity.

Why Do Talented People Leave? Assessing Talent Turnover Risks Using a Hybrid Approach

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