For long, education institutions in Kenya have been run on the basis of management acumen of individual principals. This led to fluctuations in performance and output of these institutions, leading to unpredictability. Some institutions ended up being a pale shadow of their former selves, as others short up in effectiveness just by a mere change of the principal. This led to a relook at aspects such as succession management, mentorship, and a new approach of preparing a new school manager, borrowing from human resource management trainings.
This book looks at how we can borrow and customize training practises that have been tried and tested in other fields in order to enrich the Education management career and lead to consistency and improvement in management practise at school. This is borne by the fact that a school has many different people in many fields working together, and so they need to be engaged in a combination/matrix that maximizes on output while using personnel efficiently. This book therefore aims at providing the basics needed to realize this dream.
The government and the private sector may put up wonderful institutions with the best infrastructural facilities, equipment and qualified teachers, but all these would only address part of the problem of achieving success in learning. Both the teaching and non-teaching staffs need to be treated fairly in order to achieve academic excellence. This means until the human needs of all those engaged at school are addressed, facilities alone cannot offer the match craved for performance. At school level, the government, parents and society look upon the head teachers to provide that much needed coordination and conducive environment for teachers, learners and support staff to achieve the desired targets.
The foregoing puts a lot of pressure and high levels of expectation on the shoulders of heads of institutions (HOIs) to methodically deploy the human resources at hand to achieve the set targets. Woe unto the head teachers (with their administration teams) who do not deploy their human relations and soft skills positively to build a strong team and win the confidence of such a team.
Table of Contents
Chapter 1.0 THE NATURE OF HUMAN RESOURCE MANAGEMENT
Chapter 2.0 FUNCTIONS AND ACTIVITIES OF HUMAN RESOURCE MANAGEMENT
CHAPTER 3.0 MODELS OF HUMAN RESOURCE MANAGEMENT
Chapter 4.0 RECRUITMENT AND SELECTION PROCESS
Chapter 5.0 INDUCTION OF PERSONNEL
Chapter 6.0 REWARD SYSTEM IN ORGANIZATIONS
Chapter 7.0 STAFF DEVELOPMENT
Chapter 8.0 TRANSFER AND PROMOTION OF STAFF IN SCHOOL ORGANIZATION
Chapter 9.0 KEEPING PERSONNEL RECORDS IN A SCHOOL
Chapter 10.0 MORALE, MOTIVATION AND PERFORMANCE IN THE SCHOOL SETUP
Chapter 11.0 PRINCIPLES AND THEORIES OF MOTIVATION
Chapter 12.0 JOB ANALYSIS, JOB SATISFACTION AND PERFORMANCE
Chapter 13.0 STAFF SERVICES: SAFETY, SECURITY AND HEALTH SERVICES IN A SCHOOL ORGANIZATION
Chapter 14.0 PERSONNEL AND HUMAN RELATIONS
Chapter 15.0 STAFF CONDUCT AND DISCIPLINE IN SCHOOLS
Chapter 16.0 ORGANIZATIONAL CULTURE, PERSONNEL COMMITMENT TO WORK AND ORGANIZATIONAL EFFECTIVENESS
Book Objectives and Core Themes
The primary aim of this work is to equip school administrators, particularly Heads of Institutions (HOIs), with the professional human resource management skills and soft skills necessary to navigate the complex challenges of 21st-century education, ensuring academic excellence through motivated and well-managed staff.
- The integration of human resource management models within school administration.
- Methods for staff recruitment, selection, induction, and development.
- The impact of motivation, morale, and job satisfaction on organizational performance.
- Strategies for maintaining staff discipline, conduct, and positive organizational culture.
- The role of safety, security, and health services in institutional effectiveness.
Excerpt from the Book
1.3.1 Definition of Human Resource
The term ‘human resource management’ (HRM) has been subjected to considerable debate. The concept is shrouded in managerial hype and its underlying philosophy and character is highly controversial because it lacks precise formulation and agreement as to its significance. Nonetheless, definition of the subject matter is given according to Bratton and Gold (1999:11) as:
“That part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives.”
Naturally, the definition of human resource management would be incomplete without further explaining what the terms ‘human resources’ and ‘management’ are. First and foremost, people in work organizations, endowed with a range of abilities, talents and attitudes, influence productivity, quality and profitability. People set overall strategies and goals, design work systems, produce goods and services, monitor quality, allocate financial resources, and market the products and services. Individuals, therefore, become ‘human resources’ by virtue of the roles they assume in the work organization. Employment roles are defined and described in a manner designed to maximize particular employees’ contributions to achieving organizational objectives. In theory,
Summary of Chapters
Chapter 1.0 THE NATURE OF HUMAN RESOURCE MANAGEMENT: Introduces basic concepts of HRM and management, defining the role of human resources within the context of education.
Chapter 2.0 FUNCTIONS AND ACTIVITIES OF HUMAN RESOURCE MANAGEMENT: Outlines the five core functional areas of HRM including staffing, rewards, and employee development.
CHAPTER 3.0 MODELS OF HUMAN RESOURCE MANAGEMENT: Examines several theoretical frameworks of HRM, such as the Harvard and Storey models, to guide practice.
Chapter 4.0 RECRUITMENT AND SELECTION PROCESS: Details the systematic procedures required to identify and acquire qualified personnel for institutional needs.
Chapter 5.0 INDUCTION OF PERSONNEL: Explores the importance of onboarding new staff to minimize adjustment problems and ensure early productivity.
Chapter 6.0 REWARD SYSTEM IN ORGANIZATIONS: Discusses wage and salary administration, job evaluation, and the role of compensation in motivation.
Chapter 7.0 STAFF DEVELOPMENT: Focuses on training and development processes to enhance staff skills and prepare them for future responsibilities.
Chapter 8.0 TRANSFER AND PROMOTION OF STAFF IN SCHOOL ORGANIZATION: Analyzes the mechanisms and reasons for internal staff movement, including transfer and promotion policies.
Chapter 9.0 KEEPING PERSONNEL RECORDS IN A SCHOOL: Emphasizes the administrative necessity of maintaining accurate, organized staff records for effective management.
Chapter 10.0 MORALE, MOTIVATION AND PERFORMANCE IN THE SCHOOL SETUP: Investigates the emotional and psychological factors that influence teacher morale and performance.
Chapter 11.0 PRINCIPLES AND THEORIES OF MOTIVATION: Reviews foundational theories like Maslow’s Hierarchy and McGregor’s Theories X and Y and their application to schools.
Chapter 12.0 JOB ANALYSIS, JOB SATISFACTION AND PERFORMANCE: Explores how job descriptions and analysis correlate with satisfaction and productivity.
Chapter 13.0 STAFF SERVICES: SAFETY, SECURITY AND HEALTH SERVICES IN A SCHOOL ORGANIZATION: Highlights the employer's responsibility to provide a safe and healthy working environment.
Chapter 14.0 PERSONNEL AND HUMAN RELATIONS: Stresses the importance of building friendly, respectful, and open human relations within an organization.
Chapter 15.0 STAFF CONDUCT AND DISCIPLINE IN SCHOOLS: Addresses the maintenance of professional standards and approaches to handling staff indiscipline.
Chapter 16.0 ORGANIZATIONAL CULTURE, PERSONNEL COMMITMENT TO WORK AND ORGANIZATIONAL EFFECTIVENESS: Analyzes how favorable culture and commitment drive overall institutional achievement.
Keywords
Human Resource Management, Educational Administration, Staff Development, Teacher Motivation, Job Satisfaction, Performance Appraisal, Organizational Culture, School Leadership, Personnel Records, Staff Discipline, Recruitment, Induction, Compensation, Organizational Effectiveness, Professional Conduct
Frequently Asked Questions
What is the core focus of this book?
The book focuses on applying modern human resource management theories and practices specifically within the context of educational institutions to improve school leadership and student learning outcomes.
What are the primary themes addressed?
The central themes include staff acquisition and development, employee motivation and morale, the importance of maintaining proper records, and the necessity of creating a conducive organizational culture.
What is the main objective of the author?
The primary objective is to provide a reference manual for school administrators to professionalize their human resource management functions and better lead their teaching and non-teaching staff.
Which scientific principles are used?
The work utilizes various management theories, including Maslow’s Theory of Human Needs, McGregor’s Theory X and Y, and the Harvard/Storey models of HRM, to explain and improve organizational dynamics.
What is covered in the main body chapters?
The main body covers the entire employee lifecycle within a school, from recruitment and induction to staff services, performance appraisal, promotion, conduct, and eventually the cultivation of organizational commitment.
Which keywords characterize this work?
Key terms include Human Resource Management, Educational Administration, Staff Motivation, Organizational Culture, Performance Appraisal, and School Leadership.
How does the book address teacher discipline?
It classifies discipline as a matter of professional conduct and provides practical, non-punitive approaches like counseling and clear communication to maintain positive teacher behavior.
How is organizational effectiveness defined here?
Effectiveness is defined as the ability of the administrator to strike a balance between being production-centered and people-centered, meeting organizational goals while satisfying the needs of the staff.
- Quote paper
- Philip Wamalwa (Author), 2023, Effective Management of Human Resources in Educational Institutions in Kenya, Munich, GRIN Verlag, https://www.grin.com/document/1436269
