An investigation into the management of induction and mentoring at a private college in North Durban, KwaZulu-Natal.
| dc.contributor.advisor | Thurlow, Michael. | |
| dc.contributor.author | Jogie, Abdull Latiff. | |
| dc.date.accessioned | 2010-11-16T13:08:40Z | |
| dc.date.available | 2010-11-16T13:08:40Z | |
| dc.date.created | 2004 | |
| dc.date.issued | 2004 | |
| dc.description | Thesis (M.Ed.)-University of KwaZulu-Natal, Durban, 2004. | en_US |
| dc.description.abstract | The broad theme of this investigation is Human Resource Management (HRM) in education. It has been widely publicised both in the media and other areas that the salary bill for state paid educators represents the major area of expenditure. More than ninety percent of the education budget at Al-Fallah is spent on salary bill. It therefore becomes necessary to ensure that, newly appointed educators and those appointed into promotion posts who are earning these salaries do justice in their jobs and produce the goods. School management teams have to ensure that these newcomers settle into their new jobs as quickly as possible. It is therefore important that the educators who are the most expensive assert in the school, are managed effectively. Induction and mentoring should not be optional. Failure to provide staff induction can result in long-term problems for both employers and employees. All newly recruited, promoted or transferred staff need an induction programme which takes account of their particular circumstances. Using a variety of approaches will stimulate interest and help to satisfy the different learning needs of individuals. Communication, as always is of paramount importance, thus regular opportunities for feedback and discussion should form an integral part of the programme. This project has attempted to investigate the management of induction and mentoring, at a school in north of Durban. It has been found that no formal programmes of induction and mentoring exist at the school. It is therefore recommended that the management together with, and in consultation with staff members, draw up and implement policy on induction and mentoring. | en_US |
| dc.identifier.uri | http://hdl.handle.net/10413/1773 | |
| dc.language.iso | en | en_US |
| dc.subject | Mentoring in education--KwaZulu-Natal. | en_US |
| dc.subject | School management and organization--KwaZulu-Natal. | en_US |
| dc.subject | Theses--Education. | en_US |
| dc.subject | Teachers--In-service training--KwaZulu-Natal. | en_US |
| dc.title | An investigation into the management of induction and mentoring at a private college in North Durban, KwaZulu-Natal. | en_US |
| dc.type | Thesis | en_US |