Education Personnel Management S.
4 primary works • 7 total works
Book 1
This work gives clear management strategies for promoting staff health, beating stress and reducing staff absence. Stress is not peculiar to staff in education, but is a common cause of absence. Large amounts of limited school budgets are spent each year on sick pay and supply cover. This book gives straightforward practical advice on how to deal strategically with health issues through proactively promoting staff health. It includes suggestions for reducing stress levels in schools and also outlines how to deal with individual cases of staff absence.
Book 2
This handbook deals with managing staff whose conduct gives cause for concern. It summarises the employment relationship in schools and those areas of education and employment law relevant to staff discipline. It looks at the difference between conduct and capability, and misconduct and gross misconduct, and describes disciplinary and dismissal procedures relating to teaching and non-teaching staff and headteachers.
Book 3
This handbook explains clearly why capability is important, and gives advice on how to identify staff with poor performance and how to help them improve. It outlines the legal position and the role of governors, and details the various stages of formal capability procedures and dismissal hearings. The book provides model letters to use and is illustrated by real-life case studies. This provides the help you need to give you confidence in tackling these difficult issues.
Book 4
The fourth handbook in the "Education Personnel Management" series gives valuable advice to headteachers, other senior managers and members of the governing body's personnel committee on how to deal with the difficult issues arising from accusations made against school employees. It describes how to reduce the risks for staff as well as the measures that schools can take to ensure that they provide a safe environment for the children in their care. Through real-life case studies, a clear outline of the legal background and a model code of conduct for staff, the book shows what schools can do to protect pupils whilst also safeguarding employees from the potentially devastating consequences of false allegations.
Right up-to-date for 2002 . Making decisions about the pay of staff in schools can be a difficult part of the role of governors and also senior managers. Since the introduction of performance management and performance related pay for teachers, the job has not been made any easier and will certainly lead to more involvement from governors in making decisions about pay. The seventh book in the EPM series gives independent advice on the School Teachers' Pay and Conditions Document, including its mandatory provision and the areas where the governing body has discretion. The book also provides guidance on tackling the issues raised by performance management and in particular its link to pay for classroom teachers and for those senior staff paid on the leadership group. Furthermore it deals with the limitations and flexibilities of making appropriate payments to support staff. Bev Curtis has been one of the leading authorities in this area for many years and brings all this experience and expertise to his interpretation of the statutory requirements.
Making staff redundant is one of the hardest things that governors and school managers will ever have to do. As the birthrate falls and pupil numbers drop, budgets get tighter and more schools have to face this difficult process. Any reduction situation is unsettling and this sensitive issue must be handled fairly and carefully. This handbook gives independent advice on: keeping staff informed of their options; employment and other relevant legislation; sources of support, including the LEA; and working to the required timescales.
Staff are a school's most important asset because children's welfare and the quality of teaching and learning depend on all of the people who work there. This handbook guides schools through the legal minefield of anti-discrimination, human rights and other legislation relevant when making appointments. Senior managers and staffing committees are given help with: developing effective selection procedures, creating job descriptions and personnel specifications, writing better job advertisements, shortlisting and interviewing techniques.