Personnel Management Principle
The principles of personnel management in educational organizations involve a comprehensive strategy to effectively recruit, develop, and retain staff in alignment with institutional goals. A key component is strategic personnel planning, which includes forecasting future staffing needs and maintaining a balanced workforce through systematic recruitment, selection, and termination processes (Nuraini, 2022; Simbolon et al., 2023). Equally important is professional development, which enhances educators' competencies through ongoing training and performance evaluations—both essential for sustaining high-quality learning environments (Cahyati et al., 2024; Botez, 2017). Effective human resource management also demands collaboration among stakeholders and adaptability to external factors, ensuring that organizational objectives are achieved while addressing the needs of employees (Bakhtin et al., 2019; Botez, 2017). Ultimately, these principles foster a motivated and competent workforce that contributes to the institution's mission and improves student outcomes (Cahyati et al., 2024; Simbolon et al., 2023).
Principles of Personnel Management
The principles of personnel management in educational organizations involve a comprehensive strategy to effectively recruit, develop, and retain staff in alignment with institutional goals. A key component is strategic personnel planning, which includes forecasting future staffing needs and maintaining a balanced workforce through systematic recruitment, selection, and termination processes (Nuraini, 2022; Simbolon et al., 2023). Equally important is professional development, which enhances educators' competencies through ongoing training and performance evaluations—both essential for sustaining high-quality learning environments (Cahyati et al., 2024; Botez, 2017). Effective human resource management also demands collaboration among stakeholders and adaptability to external factors, ensuring that organizational objectives are achieved while addressing the needs of employees (Bakhtin et al., 2019; Botez, 2017). Ultimately, these principles foster a motivated and competent workforce that contributes to the institution's mission and improves student outcomes (Cahyati et al., 2024; Simbolon et al., 2023).
Dicipline Management
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Educational institutions frequently encounter challenges related to low personnel discipline. Teacher discipline is particularly significant, as teachers are central figures in education and often serve as role models for students. A lack of discipline can disrupt the teaching and learning process, create an unfavorable working environment, and reduce the overall efficiency of educational institutions.
Problems and Solutions of Personnel Discipline Management
1. Issues of Fairness in Disciplinary Enforcement
Problem:
Inconsistencies in disciplinary enforcement can lead to mistrust and dissatisfaction among employees toward management. Equity theory highlights that employees assess the fairness of disciplinary measures based on their perceptions. If they perceive disciplinary actions as biased, it can trigger negative emotions toward the organization. This issue is particularly significant in the education sector, where differences in position, seniority, or background may result in conflicts arising from perceived unfair treatment.
Solution:
To address this issue, educational institutions should implement standardized disciplinary procedures that ensure all employees are subject to the same rules and processes. Establishing transparent grievance and feedback mechanisms is equally critical, allowing employees to express their concerns about perceived unfairness and receive appropriate responses. This approach fosters a sense of equity and trust in the organization.
2. Weak Awareness of Discipline Among Employees
Problem:
Some employees lack sufficient awareness of the importance of discipline, which may stem from inadequate training or an inability to recognize the consequences of misconduct. Weak discipline awareness not only affects individual performance but also reduces team efficiency, particularly in collaborative teaching tasks that require strong coordination.
Solution:
Enhancing discipline education and professional development training is key to resolving this issue. Regular workshops, case studies, and simulation-based training can help employees understand disciplinary standards better. Providing comprehensive onboarding programs, including modules on discipline management, ensures that new employees are aware of organizational expectations from the outset.
Supervisors and managers should actively investigate counterproductive behaviors, ideally through personal interviews with offenders, to identify underlying causes and resolve personal issues if necessary. Organizations can also spotlight exemplary employees as role models, encouraging others to improve their discipline awareness through observational learning. Such initiatives create a culture of accountability and adherence to organizational standards.
3. Lack of Positive Work Culture
Problem:
A lack of positive work culture can result in resistance to disciplinary management. Some educational institutions overly rely on punitive measures while neglecting the positive guidance of employee behavior. This approach can reduce employee motivation and undermine team collaboration (Collie & Martin, 2022).
Solution:
Developing a supportive and trust-based work culture is an effective way to address this issue. Educational institutions should focus on fostering a positive organizational atmosphere by regularly reviewing disciplinary policies to ensure they are not overly punitive. Employees should view the disciplinary process as fair and constructive rather than fear-inducing.
Management should also support individuals experiencing emotional stress, recognize warning signs, and offer assistance to alleviate pressure where possible. Additionally, team-building activities can promote collaboration and communication among employees. Research by Skaalvik and Skaalvik (2020) indicates that organizations with stronger team cohesion are better at implementing disciplinary management, as trust among employees enhances acceptance of disciplinary policies
Recruitment and Selection
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Personnel recruitment constitutes an essential component of personnel management, focusing on the identification, attraction, and selection of potential employees. This process is characterized by a sequence of activities designed to locate and motivate individuals to submit applications for job openings within an organization (Asnar, 2023). Whereas, personnel selection refers to the identification and selection of the most appropriate candidates for job openings within an organization. This procedure is crucial for guaranteeing that the chosen individuals not only have the necessary skills and qualifications but also resonate with the organization's culture and values, thereby enhancing the overall success and productivity of all types of organizations including educational institutions (Dhliwayo & Coetzee, 2020).
Enhancing the educational system, as noted by Mahmud & Ridwan (2022), fundamentally relies on the elevation of the quality of educational staff. A crucial approach to achieving this improvement is through careful and strategic recruitment and selection processes. The alignment of recruitment strategies with institutional objectives can greatly impact the quality of education provided, as placing suitable educators in the right positions improves overall school performance (Dewi, 2020). In a similar vein, Rasmani et al. highlight the importance of managing educational personnel, asserting that effective human resource management practices are critical for the success of educational institutions, particularly in the realm of early childhood education (Rasmani et al., 2021).
Educational personnel encompass a wide array of individuals contributing to the education sector, which includes not only teachers and education officers but also school leaders, semi-professionals, therapists, and various other stakeholders involved in the delivery of educational services. Rushing the selection of teachers without adequate time for comprehensive assessment can result in significant difficulties in the future (Bima et al., 2023). Therefore, the recruitment and appointment of educational personnel, whether sourced internally or externally, must be consistent with the existing budgetary allocations for educators and educational staff within the country. Furthermore, there may be situations where there is an urgent requirement for additional personnel across multiple regions, especially in areas affected by conflict or migration, which may necessitate the employment of temporary teachers.
Improving the personnel selection process presents an opportunity to increase the teacher workforce at a relatively low cost. By adopting a structured method for selection, screening, and appointment that prioritizes effective coordination, it is feasible to reduce both the expenses linked to governmental oversight and the financial implications of developing high-quality educators. This approach also aims to minimize students' encounters with inadequate teaching and learning conditions. Ultimately, the establishment of a clear and modern selection system will contribute to a more efficient and superior educational framework.
Employer-Employee Relation
The increasing emphasis on collaboration and shared goals in today's workplace has led to a number of changes in the employer-employee relationship (Ansah, et al., 2018) especially within educational associations . Instead of simply letting employees make decisions, companies now recognize the value of collaboration (Mattessich & Johnson, 2018). This shift increases productivity while creating a work environment where every employee feels valued and wants to contribute. Research shows that employees are more willing to be heard and understood, and such behavior is more likely to stimulate their creativity and professionalism, and working in such an environment can greatly build trust in the team and reduce internal conflict. However, building partnerships is not a simple matter. The establishment of cooperative relationship requires the efforts of both employers and employees. Research shows that EA leaders who adopt an inclusive management style are better able to build genuine partnerships with their teams, such as encouraging them to share ideas, recognizing their strengths, and providing their emotional and material support (Rajamohan, 2020). At the same time, employees in the educational association also play an important role in actively participating, understanding their contribution and creating value for educational institutions. When employers and teachers in educational associations work together, the idea of how to build a partnership becomes increasingly important for all. By fostering a collaborative spirit, association members can increase productivity while building a culture that helps each element of the educational association adapt to changes in the environment and develop its own strengths over time (Prokop et al., 2021). This introduction highlights some of the benefits and strategies for building a stronger employer-employee relationship based on mutual respect and teamwork
Personnel Appraisal
With the advancement of educational globalization and the diversification of student needs, educational institutions and educators face increasingly complex challenges, including a growing diversity of student populations, rapidly evolving educational technologies, and the continual pursuit of high-quality educational outcomes. From classroom instruction to school management, these challenges demand that teachers possess high levels of adaptability and innovation. In this dynamic and evolving educational environment, teachers are not merely transmitters of knowledge but also guides for student development and drivers of educational innovation. The sustainability and effectiveness of teachers' professional development are critical to the quality of the entire educational system. Consequently, effectively evaluating and enhancing teachers’ professional capacities has become a key topic in educational management research.
Against this backdrop, teacher performance evaluation has evolved from a mere management tool to a critical lever for improving educational quality and fostering school development. The pivotal role of teacher performance evaluation in educational institutions is indisputable. Serving as a bridge between teachers’ professional growth and improvements in teaching quality, performance evaluation not only provides feedback on teachers' instructional abilities but also sets expectations for their capacity to refine teaching methods and adapt to educational transformations.
However, the limitations of traditional evaluation systems have become increasingly evident in this context. Conventional teacher evaluation models, often outcome-driven, tend to focus excessively on short-term teaching results while neglecting the dynamic processes of professional growth. This approach fails to accurately capture teachers’ performance and potential in rapidly changing instructional environments, undermining their long-term developmental prospects and intrinsic motivation for growth. As a result, such systems struggle to meet the needs of teachers at various stages of their careers. Integrating the growth mindset into teacher performance evaluation has thus emerged as a vital strategy for addressing these challenges.
In recent years, Growth Mindset, as a psychological theory, has gained significant attention in educational management and teacher development research. Within the context of teacher professional development, growth mindset is considered a critical factor influencing teaching practices, job satisfaction, and student learning outcomes. Particularly, whether teachers possess a growth mindset when facing instructional challenges directly affects their problem-solving strategies and teaching effectiveness. The core of a growth mindset lies in the belief that abilities and intelligence can be continually enhanced through effort, learning, and reflection. This concept provides a new perspective for re-examining teacher performance evaluation practices, not only supporting continuous improvement in teachers' professional skills but also fostering a culture of positive learning and development within educational institutions.
From the perspective of a growth mindset, performance evaluation practices emphasize the potential for teacher learning and development, rather than static measurements of ability. This approach offers fresh insights into optimizing evaluation mechanisms, motivating teacher development, and improving student educational outcomes. Under the guidance of a growth mindset, performance evaluation can transcend traditional assessment methods by helping teachers identify development opportunities and strengthening their intrinsic motivation for continuous improvement. The growth mindset perspective underscores that ability is not fixed but can be continuously developed through effort and adaptation. Integrating this perspective into teacher performance evaluation practices allows for a focus on the process-oriented achievements of teacher development, encouraging adaptability and innovation in the face of challenges.
Welfare and safety
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Personnel welfare and safety in educational organizations encompass a multifaceted approach that addresses both physical and psychosocial aspects of the work environment. Research highlights the importance of creating a safe working atmosphere for educational welfare specialists, who face unique safety threats from various stakeholders, including students and parents, necessitating tailored organizational responses to these challenges(Sari, 2023). Furthermore, the well-being of school personnel is influenced by social-ecological factors, emphasizing the need for systemic strategies that promote a healthy school environment(Herman & Herman, 2024). The concept of complex safety in educational settings includes external, internal, and personal safety measures, advocating for comprehensive strategies that involve collaboration with local authorities and support services(Maslennikova et al., 2017). Additionally, managing psychosocial risks is crucial, particularly in vocational education and training organizations, where organizational changes can exacerbate occupational health and safety issues(Tappura & Pulkkinen, 2019). Collectively, these studies underscore the necessity for educational institutions to implement robust health and safety management systems that prioritize the welfare of all personnel(Baykal et al., 2022).
Analysis and Job design
Job analysis and job design are critical components in educational organizations, significantly influencing employee performance and organizational effectiveness. Job analysis involves systematically identifying the responsibilities, skills, and qualifications required for various positions, which aids in aligning individual roles with organizational goals and enhancing overall performance(Suyandi, 2023) (Herawati et al., 2024). In the context of teaching staff, effective job analysis can lead to improved motivation, job satisfaction, and performance, ultimately impacting student learning outcomes positively(Herawati et al., 2024) (Ma’rifah et al., 2024). Furthermore, job design plays a vital role in fostering knowledge sharing among employees, which is essential for maintaining a competitive advantage in the educational sector(I. et al., 2024). By ensuring that job roles are clearly defined and aligned with employees' skills, educational institutions can enhance their operational efficiency and support the professional development of their staff(Lin, 2000) (Ma’rifah et al., 2024).
Personnel planning
Personnel planning in education refers to a systematic strategy to manage and
optimize the recruitment, training, development and deployment of staff in an
educational institution to meet instructional and administrative needs. It goes beyond
simple staffing and involves ensuring that the skills and knowledge of each staff
member are aligned with the long-term goals of the educational institution and the
learning needs of the students.
In educational institutions, personnel planning includes manpower needs forecasting,
recruitment and selection, professional development and training, performance
management and appraisal, and retention and motivation. These plans not only affect
the quality and stability of teachers, but are also directly related to students' learning
experience and academic achievement. With continuous innovation in educational
technology and methodology, modern personnel planning focuses more on
data-driven decision-making, using advanced tools to forecast demand, optimize
staffing, and improve teaching quality, so as to better achieve the long-term goals of
educational institutions.
Personnel planning in education has evolved significantly over the past few decades,
gradually adapting to changes brought about by educational needs, job market
requirements and technological advances. Initially, personnel planning in educational
institutions focused on basic staffing needs to ensure that there were enough teachers
to meet the number of students enrolled. However, as education systems have
expanded and diversified, the complexity of managing a qualified and effective
workforce has increased.
Developing innovative educational personnel planning not only helps to improve the
operational efficiency of educational institutions, but also drives the quality of
teaching and learning, the optimization of professional development, and the use of
technology. It helps education systems to better respond to future challenges and
provide students and teachers with richer and more adaptable educational experiences,
while also driving the long-term growth and competitiveness of educational
institutions.
Personnel planning in educational institutions faces many challenges in the modern
educational environment, including rapidly changing educational needs, technological
innovations and limited resources. Traditional personnel planning methods cannot
fully address the imbalance between teacher supply and demand, unclear career
development paths, and insufficient professional skills upgrading. In addition, when
promoting digital transformation and innovative practices, educational institutions
need to take into account the career satisfaction of teachers and the strategic goals of
the organization. However, due to management complexity and resource constraints,
existing theories and practices have had mixed results in implementation, and there is
an urgent need to integrate innovative theories with data-driven planning tools to
optimize human resource management, improve teaching quality, and support the
sustainable development of educational institutions.
Personnel Retirement
Retirement is the most important transition a person can undertake in life. It
represents the end of an individual's active work life and the beginning of a new phase
of life in which time, interests, and priorities are likely to shift. Whereas retirement
has conventionally been considered a rest-and-relaxation phase, in actuality it entails
radical changes in most aspects of life. These can include anything from financial
worries and decline in health to the loss of social contact and a sense of professional
identity. The nature of retirement itself is changing, with increasing life expectancy
and people now often living well beyond traditional retirement ages. Accordingly,
increasing numbers of retirees are remaining in the workforce through part-time work,
volunteering, or pursuing new hobbies and personal development.
For organizations, retirement is a personal journey but also a business issue. When
workers retire, organisations often face problems related to knowledge continuity, expertise transfer, and succession planning. Retirement has wider economic
implications, especially in a scenario where older workers continue to make up a
larger proportion of the workforce. This guide will take a close look at the theories,
models, and practical strategies that surround retirement in terms of planning and
management. Understanding the complexity of retirement will enable both individuals
and organizations to manage the transition appropriately
Personnel Training
In the field of education management, staff training plays a key role inpromoting institutional development, improving operational efficiency, andmeeting changing educational needs. As education systems around the worldface increasing challenges such as technology integration, curriculuminnovation, and professional development, there is an urgent need to developwell-structured and effective training programs to equip education staff withthe required knowledge, skills, and attitudes. The rapid development oftechnology and globalization have greatly changed the educational landscape.Educational institutions now face higher expectations to provide high-quality,inclusive, and innovative learning experiences. To achieve these goals, it isessential to develop competent and adaptable education staff. However, manyinstitutions face persistent challenges, including skills gaps among staff,misalignment between training programs and organizational goals, and limitedprofessional development resources. In response to these challenges, researchon staff training has gained momentum, focusing on systematic approaches toplanning, designing, implementing, and evaluating training programs. Theoriessuch as the ADDIE model and Kirkpatrick's four-level evaluation modelprovide a framework for ensuring that training is effective and aligned withinstitutional strategies