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Teacher Evaluation as a Growth Process: Purpose of Book

The following is an excerpt from Dr Dianna Whitlock’s published book, “Teacher Evaluation as a Growth Process.” To purchase the full book, visit Amazon or Barnes&Noble.

Part 1, Chapter 1: Purpose of Book

“What gets measured gets done.”

(Drucker, 1954)

The above quote may be to many the cornerstone around which employee evaluation has evolved.  Without a system of measurement in the workplace, would employees complete tasks?  More importantly, would they continue to grow and evolve in their current roles?

Immediately, we get a variety of answers, as some state the importance of allowing teachers to teach, and not giving them one more hoop through which to jump or task to complete.  Administrators and human resource directors may argue that without a system to measure employee performance, there may be little motivation for those in their employ to strive for improvement. Further, Robert Greenleaf and his theories on servant leadership would tell us that true employee growth occurs when those in our employee are having their needs recognized and met (Greenleaf, 2002). Therefore, are we looking for a better metric of measurement, or a better way of gauging and meeting the needs of our employees?

The answer is both and neither, collectively.  We must both meet the needs of our employees and find the best way to measure their productivity.  However, neither of these can exist without first and foremost building a culture of feedback in our organizations.  A complete structure of consistent, timely feedback is essential to any system of employee evaluation, regardless of the metric being used to measure performance (Darling-Hammond, Amrein-Beardsley, Haertel, & Rothstein, 2012).

In this book, we are focusing on the evaluation of educators.  While we tend to think of this as a teacher evaluation book, there are also theories and concepts in this book that encompass the other educators in our organizations, such as principals, superintendents, etc.  In addition, many of the specifics of this book are applicable to non-certified or classified personnel such as custodians, instructional assistants, secretaries, bus drivers, etc.  A third application of this book could be performance evaluation of any employees in any organization.  While we are focusing primarily on educators, there are applications for others in an evaluative role within a company.

To continue reading, click here to purchase the full book.

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