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By John West-Burnham, Ingrid Bradbury

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Additional resources for Performance Management Manual Pack: Creating a Culture for Sustainable High Performance (Schools Management Solutions)

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1 THE CHARACTERISTICS OF THE HIGH-PERFORMANCE SCHOOL Rank your school against each criterion: 1 = not really present; 7 = clear and pervasive. 2 PERCEPTIONS OF THE HIGH-PERFORMANCE SCHOOL For each of the following categories consider: (a) what definitions of high performance they would use, and (b) how they would judge the present performance of the school. 2 and with reference to the criteria for each component outlined in this section, what action needs to be taken for each of the following aspects of the high-performance school?

2 and with reference to the criteria for each component outlined in this section, what action needs to be taken for each of the following aspects of the high-performance school? 3 (continued) 6 All management processes are vision and values-driven Current situation Action required 7 Expectations and definitions of performance are clear Current situation Action required 8 The commitment to learning and development is clear Current situation 32 Action required Performance Management Manual by John West-Burnham and Ingrid Bradbury Published by Pearson Education © Pearson Education Limited 2003 3 The performance management process INTRODUCTION This chapter explores the infrastructure of performance management – the necessary components to ensure that the structures and processes are in place to allow performance management to function effectively.

Generic statements Schools may wish to add generic statements to reflect their particular circumstances or ethos, for example to reflect their status as a faith school. It might also be appropriate to add a statement on equity and inclusion. It is probably not appropriate or necessary to add the so-called ‘slave clause’ – ‘… and any other duties that might be required’. This is covered by a teacher’s contract of employment. USING THE JOB DESCRIPTION It is impossible to try to manage a person’s performance if that performance has not been defined.

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