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School HR Policies and Procedures and Teacher Performance

school hr policies and procedures

School Human Resource (HR) policies and procedures serve as guides for students, parents and educators alike to set expectations, keep students safe and make teachers’ jobs easier. Policies must be clearly written so all children understand what is expected from them.

School Human Resource Policies may include attendance and leave policies, bullying/sexual harassment policies and flexible work arrangements. Recognizing these policies helps teachers manage their time more effectively while managing workload efficiently.

Job Description

HR professionals working within schools face more stringent restrictions than their counterparts in private companies, yet still bear responsibility for helping teachers and staff remain motivated in order to give students an exceptional educational experience.

An essential aspect of any job description is listing minimum qualifications, essential functions and physical demands of an opportunity. Human resources representatives are responsible for entering these requirements into the system so they can be utilized during searches and recruitments.

An HR department of a school can also play an instrumental role in helping staff members address workplace-related problems. Although staff members should try discussing any concerns directly with their supervisors first, if an issue cannot be solved via discussions alone then consulting their human resources representative can be beneficial.

HR staff may also be responsible for dispersing payroll checks and earning statements, participating in teacher union meetings and filing all necessary state and local employment paperwork – activities which may require extensive department time, as any errors could cause significant legal ramifications.

Pay

The College operates under an open-door policy, in which staff members are encouraged to discuss workplace issues directly and constructively with their supervisors. When this doesn’t go as expected or results in satisfactory discussions, employees can schedule an appointment with the Director of Human Resources who will work towards finding an objective and confidential solution to their problem.

Pace University maintains an Employment Policy Manual to assist administrators and staff. This document serves to give supervisors a framework that promotes consistency and objectivity within the University, with summaries of policies as well as practical information pertaining to employees at Pace. Employees should review this guide regularly and refer any inquiries to either their immediate supervisor or authorized member of Human Resources.

This policy manual does not constitute any express or implied contract of employment or guarantee employment for any period, and do not alter the at-will employment relationship between the University and its employees. At any time and without prior notice, the University reserves the right to interpret, change, add to, or delete any provision within this policy manual.

Benefits

HR policies typically outline employee rights, benefits and entitlements. Teachers should be familiar with these regulations so that they can gain a full understanding of their employment status and make informed decisions. Also knowing HR policies helps teachers avoid legal complications caused by noncompliance with regulations.

HR policies often stipulate procedures for handling grievances and conflicts, which is why teachers should become familiar with them so they can address issues in a professional and productive manner.

HR policies offer guidelines to address workplace-related safety and security issues. Teachers should familiarize themselves with such policies to be prepared to act quickly in an emergency situation.

Columbia University is committed to creating a safe and healthy work environment for its employees. Should weather-related circumstances necessitate an early closure of any campus, employees should familiarize themselves with Columbia’s Early Closing Policy which is available to Officers of Administration, Officers of Libraries and non-Union Support Staff in classified positions through Manager Toolkit on Columbia Human Resources website.

Workplace Attire

A school’s workplace attire policy should outline what clothing items are acceptable and not acceptable for employees to wear in the workplace, whether this includes dress codes and uniform policies, or simply providing guidelines on casual business attire. For instance, universities might allow men to wear dress pants or khakis paired with button-down shirts and dark denim or dress shoes for casual business attire while permitting women to wear knee-length skirts or mid-length dresses with blouses or collared shirts and casual dress shoes as part of their uniform attire policy.

Some schools also provide flexible work arrangements policies designed to help employees balance both professional and personal demands. Columbia University allows its employees to request an FWA in order to accommodate parenting or elder care responsibilities; its policy should outline these requirements and processes for applying.

Performance

School HR policies and procedures have a profound effect on teacher performance, because of how teachers perceive these HR practices which in turn impact work engagement and job performance. To explore this further, the study investigated both descriptive and evaluative perceptions of HRM to ascertain how they correlate to work performance; teachers’ descriptive perceptions indicate the presence or availability of HR practices such as coaching/career development opportunities/performance appraisal conversations/information communication activities while their subjective experiences with these practices make up teachers’ evaluative perceptions of HRM.

Findings from this study demonstrate that ineffective ability-, motivation- and opportunity-enhancing HR bundles were negatively associated with teachers’ work engagement and performance (Bakker et al. 2007; Runhaar Sanders and Konermann 2013; Runhaar Sanders and Konermann 2016). This research supports previous empirical research showing how HRM can increase employee outcomes by expanding capabilities, motivations and opportunities to perform optimally.

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