Marisa Cannata

Make Room Value Added Principals’ Human Capital Decisions and the Emergence of Teacher Observation Data

Increasingly, states and districts are combining student growth measures with rigorous, rubric-aligned teacher observations in constructing teacher evaluation measures. Although the student growth or value-added components of these measures have received much research and policy attention, the results of this study suggest that the data generated by high-quality observation systems have potential to inform principals’ use of data for human capital decisions. Interview and survey data from six school districts that have recently implemented new evaluation systems with classroom observations provide evidence that principals tend to rely less on test scores in their human capital decisions. The consistency, transparency, and specificity of observation data may provide benefits for principals seeking to use these data to inform their decision making.

Does NBPTS Certification Affect the Number of Colleagues a Teacher Helps with Instructional Matters

In addition to identifying and developing superior classroom teaching, the National Board for Professional Teaching Standards (NBPTS) certification process is intended to identify and cultivate teachers who are more engaged in their schools. Here the authors ask, “Does NBPTS certification affect the number of colleagues a teacher helps with instructional matters?” If so, this could enhance the influence of NBPTS-certified teachers and their contributions to their professional communities. Using sociometric data within 47 elementary schools from two states, the authors find that NBPTS-certified teachers were nominated more as providing help with instruction than non-NBPTS-certified teachers. From analyses using propensity score weighting, the authors then infer that NBPTS certification affects the number of colleagues a teacher helps with instructional matters. The authors then quantify the robustness of their inference in terms of internal and external validity, finding, for example, that any omitted confounding variable would have to have an impact six times larger than that of their strongest covariate to invalidate their inference. Therefore, the potential value added by NBPTS-certified teachers as help providers has policy and practice implications in an era when teacher leadership has risen to the fore as a critical force for school improvement.

Dollars, Distinction, or Duty? The Meaning of the National Board for Professional Teaching Standards for Teachers’ Work and Collegial Relations

The National Board for Professional Teaching Standards (NBPTS) is the most prominent contemporary effort to professionalize teaching. Along with identifying exceptional teachers, the NBPTS seeks to alter teachers’ work by establishing a cadre of expert teachers capable of and obligated to leading school improvement efforts. This article reports findings from a mixed methods study of teachers’ responses to the NBPTS in four urban elementary schools. Drawing on institutional theory, the authors find that whether and how the NBPTS enters teachers’ work depends on the interplay of professional logics, district and state policy, occupational sentiments, and local school organization.

Does Charter Status Determine Preferences? Comparing the Hiring Preferences of Charter and Traditional Public School Principals.

The academic success of any school depends on its teachers. However, relatively little research exists on the qualities principals value in teacher hiring, and we know almost nothing about charter school principals preferences. This article addresses this gap in the literature using survey results for a matched sample of charter and traditional public school principals. We compare regression-adjusted survey responses of charter and traditional public school principals to examine whether charter school principals report placing more emphasis on teacher hiring than principals in traditional public schools and whether principals preferences for teacher qualifications and characteristics vary between charter and traditional public schools. While we find some mean differences in principals reported hiring focus and preferences across charter and traditional public schools, regression results indicate that these differences are driven not by charter status but by school characteristics, such as average teacher experience and school enrollment.

The Role of Social Networks in the Teacher Job Search Process.

This article highlights the role of social networks in the elementary teacher job search. Using interviews with 27 teacher applicants, it explores how prospective elementary teachers used their social networks to identify job opportunities, obtain jobs, and gather information about schools. The findings suggest that teacher applicants assumed that they were more likely to get a job in places where they already had contacts, and these beliefs influenced their job-search processes. They sought out ways to increase their contacts within schools and districts, thereby accumulating more social capital. Their networks were diverse, included personal and professional contacts, and provided information about vacancies and particular schools. Given the generalist focus and concern for care that characterize elementary teaching, this study has implications for the types of social contact prospective teachers use in their job searches and the content of information conveyed through these networks.

Using Teacher Effectiveness Data for Information-Rich Hiring.

Purpose: New teacher effectiveness measures have the potential to influence how principals hire teachers as they provide new and richer information about candidates to a traditionally information-poor process. This article examines how the hiring process is changing as a result of teacher evaluation reforms. Research Methods: Data come from interviews with more than 100 central office personnel and 76 principals in six urban school districts and two charter management organizations. These sites were systematically sampled based on the amount of time and resources devoted to creating data systems and implementing processes that allow principals access to teacher effectiveness data. In addition to the fieldwork, we also surveyed all principals in six of the eight systems. A total of 795 principals responded to the survey, with an overall response rate of 85%. Findings: The findings suggest that while teacher effectiveness data can be used to inform hiring decisions there is variation in how and the extent to which principals use these measures in hiring. This variation is explained by central office practices as they mediated how principals approached teacher effectiveness data in the hiring process, as well as individual principal characteristics such as principal knowledge and skills, perceived validity of data, and social capital. Implications for Research and Practice: Our results demonstrate ways in which school systems and principals are incorporating teacher effectiveness data into the hiring process. Both principal preparation programs and school systems should focus on ensuring that principals have the skills and resources to use data for human capital decisions.

Exploring the Influence of National Board Certified Teachers in Their Schools and beyond.

Purpose: This article explores the relative influence over schoolwide policy and leadership activities of teachers certified by the National Board for Professional Teaching Standards. Interest centers on teacher leadership activities and perceived influence over schoolwide policy and decision making. In particular, the study asks whether National Board Certified Teachers (NBCTs) are engaged in leadership and influence that may be attributable to board certification. Method: Data come from a survey of the entire teaching faculties in 47 elementary schools in two states (N = 1,282). Teacher perceived influence over schoolwide policy and participation in leadership activities were regressed on NBCT status, demographic and assignment characteristics, and inclination toward teacher leadership, controlling for schools with fixed effects. Findings: NBCTs engage in more leadership activities at both the school and district levels than their non-board certified peers. Yet, NBCTs do not report greater influence over schoolwide policy than their colleagues. Implications: The effect of NBCT status on opportunities for teacher leadership is complex, with NBCTs having the most effect on domains and activities closest to the classroom. The data also point to a potential paradox about the nature of teacher leadership as greater engagement in leadership activities does not lead to enhanced influence over schoolwide policy.

Central Office Supports for Data-Driven Talent Management Decisions: Evidence From the Implementation of New Systems for Measuring Teacher Effectiveness

School districts increasingly push school leaders to utilize multiple measures of teacher effectiveness, such as observation ratings or value-added scores, in making talent management decisions, including teacher hiring, assignment, support, and retention, but we know little about the local conditions that promote or impede these processes. We investigate the barriers to principals’ use of teacher effectiveness measures in eight urban districts and charter management organizations that are investing in new systems for collecting such measures and making them available to school leaders and the supports central offices are building to help principals overcome those barriers. Interviews with more than 175 central and school leaders identify barriers in three main areas related to accessing measures, analyzing them, and taking action based on their analysis. Supports fall into four categories: professional development, connecting principals to sources of expertise, creating new structures or tools, and building a data use culture. Survey analysis suggests that indeed principals in high support systems perceive lower barriers to data use and report greater incorporation of teacher effectiveness measures into their talent management decisions.

Principal influence in teacher hiring: documenting decentralization over time

Purpose Over the past decade, policy researchers and advocates have called for the decentralization of teacher hiring decisions from district offices to school principals. The purpose of this paper is to document the trends across two and a half decades in principals’ reported influence over teacher hiring decisions in the USA and explore how and whether principal influence varies systematically across contexts. Design/methodology/approach Regression analysis with secondary data using seven waves of nationally representative data from the Schools and Staffing Survey. Findings Principals report increased influence over the 25 years that the data span. While principals of urban schools were much more likely to report having less influence over teacher hiring compared to their non-urban counterparts in the late 1980s and early 1990s, their reported influence increased more than that of other principals. Research limitations/implications Empowering principals as primary decision-makers assumes that they have the best information on which to make hiring decisions. At the same time, other research suggests that local teacher labor market dynamics contribute to the inequitable sorting of teachers across schools. This study raises questions regarding the implications of the increased influence of principals in teacher hiring on equity of access to quality teachers across schools. Originality/value This is the first study to explore whether and how principal influence in teacher hiring decisions has changed over time.