MEASURES FOR IMPROVING TEACHERS’ MOTIVATION IN TECHNICAL EDUCATION FIELD by iaemedu

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									 INTERNATIONAL JOURNAL Human Resource Management HUMAN
 International Journal of Marketing and OF MARKETING AND (IJMHRM),
 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)
                                                                           IJMHRM
Volume 4, Issue 1, January- April (2013), pp. 40-44
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      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

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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 bring
all the non-teaching staff under it. A new discipline can emerge as “Academic HR” which
would take over all the non teaching work from the teachers so that the teachers would be
able to concentrate on their primary work of teaching and research. Many of the big private
educational groups have already applied this concept. However the researcher has elaborated
the concept in her own way.

•      The Head of Department: The head of this department can be called as “Academic
HR Manager” or “Academic Dean”. He would solely be responsible to the work assigned to
his department and should not be involved in teaching in any ways. He should be a person
formally belonging to the technical education field and having a considerable number of
years of experience in academic administration and overall teaching system in technical
education field. He should be a former teacher in technical education field who would get
salary at par with industrial HR Manager. All the non-teaching staff plus 2 or 3 of HR
executives 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 as
part of appraisal but no systematic appraisal system is there. This department can formulate
Performance 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 of
Lectures Taken” as Against the allotted, punctuality, teaching abilities, research and
knowledge. The evaluation can be carried semester wise (as most institutes do have semester
pattern) or annually. Teachers can be awarded various grades. Teachers getting “Excellent”
grade should also be rewarded with monetary benefits or can be selected for “Faculty
Exchange Program” with eminent national or international institute or a chance to visit any
foreign well known institute in the same discipline as the teacher can learn various updated
techniques of teaching or innovative programs carried on by the institute. It would obviously
depend upon the economic ability of the institute. But to give positive reinforcement for the
good performance, the excellent performing teacher must be rewarded with benefits which
are valuable for that teacher. Most of the time rewards of the kind rewards are of the kind
which has no value for the teachers.
        Teachers falling miserable short of performance must be firstly counseled by the
Director/Principal, HoD and Academic Administrator. Complete transparency must be
maintained to show the records of performance appraisal to the teacher. To fill the gaps in
case of knowledge, teaching abilities the teacher can be sent to orientation program. But in
case of punctuality and sincerity, first counseling and then reminder can be given to the
concerned teacher.
        The department should also carry performance appraisal of various Heads of
Department and Director based on the feedback from the teachers. Problem of poor
interpersonal relations with superiors can be traced in time and the superiors can be made
aware regarding the feedback to rectify the problem.

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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 measure
the effectiveness of teachers. Whom these students still remember as good teachers, where
these students have reached in their life as far as their standing in the society is concerned and
whom they give credit for this success can be some of the parameters to measure the
performance. These former students infact will give the feedback without any hesitation and
fear 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

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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 teacher
who can teach or has got qualification in diverse areas can be paid more accordingly. It
will also encourage the teachers to get qualified in other areas also. It can help the
institute reduce the dependence on visiting faculty; sometimes it’s difficult to find good
visiting faculties. The same work can be done by “in-house” faculty. Suppose, a
management teacher with HR specialization acquires diploma in Industrial Laws, his
compensation can be increased considering that he can be used for teaching some of the
legal aspects related to subject or may be a Marketing specialists faculty member acquires
a degree in International Business or Economics, payment can be upgraded since he is
more qualified and can fit to teach different subjects. It will encourage teachers to
continue learning and acquiring knowledge process. So apart from paying teachers on the
basis of seniority; skills and knowledge in different areas can be the criteria for
increments. It can also reduce the perceived feeling of inequity as the teacher will
perceive skill and diversified knowledge areas as critical variable in job performance. It
will also make his job more enriched as he will be motivated to learn different subjects
and imparting the knowledge on the same; rather than doing the monotonous job of
dictating notes on the same subjects for years together.

SOME OTHER ECONOMIC MOTIVATIONAL STRATEGIES POINTED OUT
BY 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.




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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 teacher
improve his performance. It at times may boom rang; as stifled or too much controlled
environment would make a teacher lose his autonomy in which he would find himself
suffocated. Then the obvious question would arise, how to maintain discipline?. The answer
is teacher only. He/she himself/herself must realize his duties and responsibilities and should
see 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 should
enter into it.

References

1. Various Volumes of “University News” Journal
2. E. Raj Kumar and K.Annamalai, “An Investigation on Faculty Development and Retention
in Technical Education” International Journal of Management (IJM), Volume 2, Issue 1,
2011, pp. 117 - 125, ISSN Print: 0976-6502, ISSN Online: 0976-6510
3. Dr.Amarja Satish Nargunde, “Application Of Various Motivators To Teaching
Profession’” International Journal of Advanced Research in Management (IJARM), Volume
4, Issue 1, 2013, pp. 11 – 15.
4. Dr.Amarja Satish Nargunde, “Aspects Of Teacher Turnover (With Special Reference To
Technical Education)’” International Journal of Advanced Research in Management
(IJARM), Volume 4, Issue 1, 2013, pp. 45 - 55.




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