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Geneva A. Stark-Price Marco A. Mu?oz Paul A. Winter Joseph M. Petrosko 《Journal of Personnel Evaluation in Education》2006,19(1-2):69-83
This study addressed recruiting principals into low performing schools. A sample (N = 619) of principals, assistant principals, central office administrators, school counselors, and teacher-leaders from the
29th largest school district in the United States role-played as applicants for principal vacancies at schools classified
as low-performing based on results of standardized student achievement tests. The study had an experimental design and involved
use of a recruitment simulation. Rating jobs depicted on simulated principal recruitment announcements, principals and assistant
principals rated the job highest while school counselors rated the jobs lowest. Among the teacher-leaders, teacher-administrative
interns rated the job higher than did highly skilled educators or resource teachers. Implications for recruitment practice
and future evaluation research are discussed. 相似文献
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In two experiments, immediate feedback defined as feedback following the completion of a 40-item multiple-choice test and delayed feedback (received 48 hr later) were examined in a simulated classroom situation with college students. As defined, delayed feedback was not superior to immediate feedback, as would be predicted by the delayed retention effect. Also, feedback in the form of correct answer only was superior to correct answer plus distractors lending partial support to the frequency theory of recognition memory. In addition to not finding the delayed retention effect, an analysis of errors in experiment two did not support the interference—perseveration hypothesis as an explanation for the type of error committed following immediate feedback. 相似文献
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