Measures for improving teachers’ motivation in technical education field


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Measures for improving teachers’ motivation in technical education field

  1. 1. International Journal of Marketing and OF MARKETING AND (IJMHRM), INTERNATIONAL JOURNAL Human Resource Management HUMAN ISSN 0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 1, January - April (2013) RESOURCE MANAGEMENT (IJMHRM)ISSN 0976 – 6421 (Print)ISSN 0976 – 643X (Online) IJMHRMVolume 4, Issue 1, January- April (2013), pp. 40-44© IAEME: ©IAEMEJournal Impact Factor (2013): 4.6901 (Calculated by GISI) MEASURES FOR IMPROVING TEACHERS’ MOTIVATION IN TECHNICAL EDUCATION FIELD Dr. Amarja Satish Nargunde Associate Professor, Department of Management Studies at Bharati Vidyapeeth University, Institute of Management & Rural Development Administration, Sangli Maharashtra India 416416 ABSTRACT The role of teachers in technical education is quite central and crucial. To be effective in their task, the technical teachers have to maintain fine balance between their professional competence and teaching potential. The job of technical teachers is multifarious, to guide and inspire the students, to enrich self-discipline, to foster the area of specialization by keeping abreast of the latest technologies and changing trends and ultimately, to provide services and expertise to the industry and community for finding solutions to real life problems. The system of technical education has been affected by some crucial issues pertaining to technical teachers which include: How to create, nurture and retain the inspired cadre of teachers? How to fill up the present shortage of faculty, and how to face a likely wide gap to be created because of mass scale retirement of senior teachers? How to provide challenges thrills and R&D culture for a holistic development of the technical teachers? How to attract brilliant engineering talent, especially, by motivating them during their student age towards the teaching profession as one of the challenging careers? In the following paper, major changes have been proposed regarding the policies designed for motivating teachers, creating conducive working culture and thereby retaining genuinely interested and talented teachers for the overall effectiveness in the technical education field. SETTING UP HR / ACADEMIC ADMINISTRATION DEPARTMENT There is HR department in manufacturing, service industry which looks after the human resources employed in the organization. In educational organizations human resources are even more important. But most of the occasions most neglected one. So HR or Academic 40
  2. 2. International Journal of Marketing and Human Resource Management (IJMHRM),ISSN 0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 1, January - April (2013)Administration department must be set up in technical education institutions which will bringall the non-teaching staff under it. A new discipline can emerge as “Academic HR” whichwould take over all the non teaching work from the teachers so that the teachers would beable to concentrate on their primary work of teaching and research. Many of the big privateeducational groups have already applied this concept. However the researcher has elaboratedthe concept in her own way.• The Head of Department: The head of this department can be called as “AcademicHR Manager” or “Academic Dean”. He would solely be responsible to the work assigned tohis department and should not be involved in teaching in any ways. He should be a personformally belonging to the technical education field and having a considerable number ofyears of experience in academic administration and overall teaching system in technicaleducation field. He should be a former teacher in technical education field who would getsalary at par with industrial HR Manager. All the non-teaching staff plus 2 or 3 of HRexecutives can be made to work under him for his assistance.VARIOUS DUTIES WHICH CAN BE PERFORMED BY THE DEPARTMENT• Performance Appraisal-: There is a self-evaluation form prescribed by AICTE aspart of appraisal but no systematic appraisal system is there. This department can formulatePerformance Appraisal system. Appraisal made by –• Students who have more than 80% of attendance record• By Head of the Department• Self Evaluation as per the guidelines of AICTE Parameters can be set up by each individual institute; broadly based on “Number ofLectures Taken” as Against the allotted, punctuality, teaching abilities, research andknowledge. The evaluation can be carried semester wise (as most institutes do have semesterpattern) or annually. Teachers can be awarded various grades. Teachers getting “Excellent”grade should also be rewarded with monetary benefits or can be selected for “FacultyExchange Program” with eminent national or international institute or a chance to visit anyforeign well known institute in the same discipline as the teacher can learn various updatedtechniques of teaching or innovative programs carried on by the institute. It would obviouslydepend upon the economic ability of the institute. But to give positive reinforcement for thegood performance, the excellent performing teacher must be rewarded with benefits whichare valuable for that teacher. Most of the time rewards of the kind rewards are of the kindwhich has no value for the teachers. Teachers falling miserable short of performance must be firstly counseled by theDirector/Principal, HoD and Academic Administrator. Complete transparency must bemaintained to show the records of performance appraisal to the teacher. To fill the gaps incase of knowledge, teaching abilities the teacher can be sent to orientation program. But incase of punctuality and sincerity, first counseling and then reminder can be given to theconcerned teacher. The department should also carry performance appraisal of various Heads ofDepartment and Director based on the feedback from the teachers. Problem of poorinterpersonal relations with superiors can be traced in time and the superiors can be madeaware regarding the feedback to rectify the problem. 41
  3. 3. International Journal of Marketing and Human Resource Management (IJMHRM),ISSN 0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 1, January - April (2013)• Organizing FDPs: This work too is normally loaded on the shoulders of teachers. But the Academic department can find out various eminent organizations carrying FDP programs for teachers and contact them for the sessions. For the knowledge upgradation atleast 2 good Faculty Development Programs must be arranged which would be conducted by national level eminent educationists or industrialist. The aim of FDPs should be to pass on updated knowledge to the teachers. At the end of the FDP a test must be conducted on the information provided and after passing the test only a certificate of attendance must issued. This aspect should also be given weightage in performance appraisal. This will bring a certain sincerity among participants while attending the program and it will not prove to be just a ritual. The FDPs can also evaluate teacher’s teaching abilities and can give him/her improvement suggestions. Apart from it, as being suggested by one of the educationists, Surendran Jose, to enhance teaching qualities among teachers, teacher training workshops of three to five days duration can be arranged every year, by a group of colleges in a region. These workshops should cover topics like classroom, communication, teaching methodologies, lesson planning, mentoring and coaching, transactional analysis, emotional intelligence, time management, stress management, class room management & interaction, student appraisal and micro teaching analysis. All teachers should participate in these workshops every year. Each teacher could get a chance in every four to five years.• Preparation of Various Reports: There are various reports a technical education institute has to prepare and send to various education bodies. The task of making these reports is normally handed over to the teachers which consumes a huge amount of time and efforts of teachers. This work too can be done by this proposed department.• Information Disposal: All the information regarding various national and international conference, workshops, symposia can be disposed to the concerned department teachers by this department. Many of the times teachers do not get to know for such opportunities. All the information will be disposed off from this department.PROPOSED SYSTEM OF PERFORMANCE EVALUATION FOR TEACHERS Collecting Feedback from the past students can also be one of the ways to measurethe effectiveness of teachers. Whom these students still remember as good teachers, wherethese students have reached in their life as far as their standing in the society is concerned andwhom they give credit for this success can be some of the parameters to measure theperformance. These former students infact will give the feedback without any hesitation andfear as teachers do not have any nuisance value for them.Apart from one of this parameters, the other parameters can be: • Quality of Teaching • Research Writing • Innovating Teaching Practices • Publications of Books • Research Guidance Given • Qualification Upgradation 42
  4. 4. International Journal of Marketing and Human Resource Management (IJMHRM),ISSN 0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 1, January - April (2013)SKILLED BASED PAY PLAN In case of teaching profession skill based plan can be applied whereby a teacherwho can teach or has got qualification in diverse areas can be paid more accordingly. Itwill also encourage the teachers to get qualified in other areas also. It can help theinstitute reduce the dependence on visiting faculty; sometimes it’s difficult to find goodvisiting faculties. The same work can be done by “in-house” faculty. Suppose, amanagement teacher with HR specialization acquires diploma in Industrial Laws, hiscompensation can be increased considering that he can be used for teaching some of thelegal aspects related to subject or may be a Marketing specialists faculty member acquiresa degree in International Business or Economics, payment can be upgraded since he ismore qualified and can fit to teach different subjects. It will encourage teachers tocontinue learning and acquiring knowledge process. So apart from paying teachers on thebasis of seniority; skills and knowledge in different areas can be the criteria forincrements. It can also reduce the perceived feeling of inequity as the teacher willperceive skill and diversified knowledge areas as critical variable in job performance. Itwill also make his job more enriched as he will be motivated to learn different subjectsand imparting the knowledge on the same; rather than doing the monotonous job ofdictating notes on the same subjects for years together.SOME OTHER ECONOMIC MOTIVATIONAL STRATEGIES POINTED OUTBY THE EDUCATIONISTS • As pointed by one of educationists, all the teachers should be encouraged to attend work shops, seminars and conferences regularly by providing economic support. Expenses for registering and attending a definite number of conferences per year can be paid by the management. • Similar support should be provided for availing membership of professional bodies and academic societies. • The faculty should be given annual budgets for purchase of books. They would be free to purchase any book within limits and the cost would be reimbursed when handed over to college library. Such books should be lent to the faculty for longer periods. • Special monitory incentives when a paper is presented at a conference or published in a journal. • Facility to carry put sponsored research work without any restriction, with incentives when a sponsored project is bagged by the teacher. • Appreciations and rewards for supervising research work successfully. • Encouraging and promoting faculty members to take up sponsored research work as well consultancy services would keep the teachers attached to the institution. 43
  5. 5. International Journal of Marketing and Human Resource Management (IJMHRM),ISSN 0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 1, January - April (2013)CONCLUSION No control, no admonishment, reminders, memos, notices can make a teacherimprove his performance. It at times may boom rang; as stifled or too much controlledenvironment would make a teacher lose his autonomy in which he would find himselfsuffocated. Then the obvious question would arise, how to maintain discipline?. The answeris teacher only. He/she himself/herself must realize his duties and responsibilities and shouldsee that there is no harm being made to his image as a “teacher”. This “self-realization”should come from within, that’s the reason only those who love teaching profession shouldenter into it.References1. Various Volumes of “University News” Journal2. E. Raj Kumar and K.Annamalai, “An Investigation on Faculty Development and Retentionin Technical Education” International Journal of Management (IJM), Volume 2, Issue 1,2011, pp. 117 - 125, ISSN Print: 0976-6502, ISSN Online: 0976-65103. Dr.Amarja Satish Nargunde, “Application Of Various Motivators To TeachingProfession’” International Journal of Advanced Research in Management (IJARM), Volume4, Issue 1, 2013, pp. 11 – 15.4. Dr.Amarja Satish Nargunde, “Aspects Of Teacher Turnover (With Special Reference ToTechnical Education)’” International Journal of Advanced Research in Management(IJARM), Volume 4, Issue 1, 2013, pp. 45 - 55. 44