Human Resources Administration in Education: A Management Approach, 7th ed., by Ronald W. Rebore (2004)

The administration of the Human Resources Department is a very important frame within a school structure. One theory of human resources comes from W. Edwards Deming, which he named Total Quality Management (TQM). According to Rebore this theory is gaining in practice both as a tool used in human resource management and in the instructional setting of the classroom. Merryn Flavell had the wonderful opportunity of attending a teacher-inservice on TQM several years ago.

The fourteen principles of TQM are as follows.

1. Create constancy of purpose toward improvement of product and service.

2. Adopt the new philosophy – a belief that all staff members are vital to the continual improvement of the school as an effective institution.

3. Create dependence on inspection to achieve quality – accountability systems set in place that reinforce progress; people at each level precieving that their contribution is vital.

4. End the practice of awarding business on the basis of price tag – using public recognition for outstanding achievement as a means to show value for a person’s contribution.

5. Improve constantly and forever the system of production and service, to improve quality and production – improvement and self-improvement built into the administrative structure of the entire school organization.

6. Institute training on the job – we never know everything and continual growth is one of the basic needs of a healthy human existence.

7. Institute leadership – building leadership capacity within an organization allows administration to capitalize on each persons efforts. Each person is important to the success of the school.

8. Drive out fear – as you move from fear of survival to constructive behavior you are able to reach a level of hnesty and integrity within the school structure that is strong and flexible, ready to address the needs of the learning community.

9. Break down barriers between departments – collaboration produces higher quality sevice.

10. Eliminate slogans, exhortations and targets – driven by data-driven decision-making rather than external motivators which are often very poorly instituted at unhealthy emotional levels of thought. Goal setting becomes collaborative and includes input from all important stakeholders.

11. Eliminate management by numerical quotas – avoid the dehumanizing process of reducing everything to a statistic – schools are a place where people can join into a learning community. Learning is one of the most basic needs of humankind and should be the real focus.

12. Remove barriers that prevent job managers (classroom teachers) from taking pride in their workmanship – allow a climate of excellence to permeate each aspect of the school, rather than keeping people clamped within a lower status quo.

13. Institute a vigorous program of education and self-improvement – investing in employees brings long-term positive effects and builds collegiality among faculty.

14. Put everyone in the company to work to accomplish the transformation – each person is important in the community understanding that change never ends. Effective change is vital to school improvement. Each eyar new challenges arise and schools need to meet these challenges in order to effectively bring about a high quality of student academic performance. (pgs. 27-30)