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Chapter1Teachersasaprofessionalgroup
Performancemanagementproceduresatschool
Stressandotherhealthissues
(Rhodesetal.,2004:75)
Oflesserimportancearepoorresourcesforteachingoropportunities
forprofessionaldevelopment.Tereasonsenumeratedareexternalandnot
controllablebyteachers.Ontheotherhand,theteachersquestionedadmitted
thatwhatwouldkeepthemintheprofessionwouldbe:
Higherpay
Feelingvaluedbystakeholdersineducation
Desiretohelpchildrenwork
Lessadministration
Morenon-contacttimeforplanningandpreparation
Moresupportwithpupildisciplineissues
Areductioninoverallworkload
Goodworkingrelationswithmanagersandotherstań
Goodprospectsofcareeradvancement
Smallerclasssizes
Betterresourcesforlearningandteaching
Supportforprofessionaldevelopment
(Rhodesetal.,2004:75)
Tepicturethatemergesfromtheabovedataisfairlyhomogenousand
demonstratesthatthereisahighdegreeofconsistencyinwhatitisthatkeeps
teachersintheirprofessionandwhattendstomakethemquitit.Italsoshowsthat
dińerentschoolenvironmentscreateverydińerentconditionsandputdińerent
demandsontheteachers,forexample,intermsoftheamountofadministrative
workordegreeofautonomygiventoteachers,whichwillalsobecontributive
factorsinteachers)derivingsatisfactionfromtheirjobs.
Aprolongeddissatisfactionwiththeteachingprofessionandareactionto
stressfulexperiencecausedbythefactorsdescribedabove,asinthecaseofother
jobs,mayleadtowhatisdescribedintheliteratureas“burnout”
.Accordingto
TraversandCooper(1996:30)burnoutcanbeunderstoodas
[ł]aperson)sfeelingsofphysicaldepletion,helplessness,hopelessness,
depressions,detachmentandespeciallydisillusionment.Ithasbeensaidthat
burnoutmostofenoccursasafinalstepinaprogressionofunsuccessful
attemptsbyanindividualtocopewithavarietyofconditionsthatareperceived
tobethreatening.Itisofenidentifiedasresultingfromdistressoveraperiodof
timewhenanindividualisnotreceivingoutsidesupportfromcaringpersons.
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