The purpose of this paper is to discuss the impact of falling rolls on human resource management in local preschools in Hong Kong. It aims to argue that the developing role of…
Abstract
Purpose
The purpose of this paper is to discuss the impact of falling rolls on human resource management in local preschools in Hong Kong. It aims to argue that the developing role of leadership in creating a culture and procedures for collective participation in staff appraisal is important for human resource management in preschool settings.
Design/methodologies/approach
With the aid of a case study, the paper illustrates and analyzes the policies and practices presently adopted by many preschool heads in the process of personnel management that may potentially affect the quality of education service.
Findings
This paper focuses on discussing the common practices used by many preschool heads in the field to handle staffing reduction. In particular, voluntary redundancy is perceived as an effective strategy to solve the problems of budget deficit. From the quality perspective, the strategy is based on individual decision but not on the teaching performance of staff members. This may have a negative impact on the quality of teaching and service.
Originality/value
Relatively little research on human resource management in preschools has been conducted in Hong Kong. The illustration of this case study follows other studies in the literature in revealing the important links between human resource management and school development. It is proposed that the management of professional knowledge embedded in teaching practices should be connected to the policy of staff appraisal in order to achieve better quality of service. Thus, the introduction of staff appraisal and collective participation in such processes is, by its nature, a political process. This paradigm shift creates a new agenda for leadership roles and requires a cultural change in preschool settings.
Details
Keywords
This paper aims to examine the significance of, difficulties with, and issues driving the change process of curriculum innovations as well as the roles of leadership both in…
Abstract
Purpose
This paper aims to examine the significance of, difficulties with, and issues driving the change process of curriculum innovations as well as the roles of leadership both in formal and informal structures that could facilitate the process in Hong Kong preschools.
Design/methodology/approach
With the aid of an illustrative case study, this paper discusses the implementation of a new assessment system in a local preschool and its complexity of the management of change process.
Findings
This paper illustrates the problems of technical and quick‐fix approach to change that disregards the political and cultural variables existing within the school environment. If the approach for change focuses only on the “know‐how” aspect of the new assessment system, it is likely that only some superficial changes would be made and the new practices would hardly be institutionalized as an on‐going part of the school system.
Originality/value
Minimal research on management and leadership in preschools has been conducted in Hong Kong. The illustration of this case study follows other studies in the literature in revealing the important links between leadership and curricular innovations. It is argued that the developing role of leadership in creating structures for collaborative participation and promoting school culture is fundamental in this rapid‐changing educational context. From a wider perspective, sustainable development of the preschool field should not and cannot wholly rely on the efforts of individual schools. The strategic alignment of external support from a central agency and partnership with higher education institutes are the important factors contributing to school improvement.