Fostering creative performance in art and design education via self-regulated learning

Instructional Science - There is a lack of research and practice focused on how to foster higher-order processing, such as creative performance, within higher education settings. To address this...     

Agency and Structure: Principals’ Ability to Bring about Sustainable Improvement in Underperforming Schools in South Africa

This article reports on a study of which the purpose was to understand the role of principals in changing underperforming schools towards sustainable improvement in one circuit area of North-West, South Africa. School principals play a crucial role in guiding schools towards sustainable improvement by shaping a vision of academic success for all learners. Managing teaching is one of the core modules in South Africa’s new national qualification for school principals, and that being the case, principals should play a central role in effecting the educational transformation of all learners. The quality of principals’ leadership is the key factor driving the transformational turnaround and improvement required in schools. They perform a highly complex and dynamic role in enhancing and sustaining school improvement. It was the goal of this qualitative study to explore cultural, structural, and agential challenges faced by principals in their effort to provide for change and improvement in their schools. Six schools were purposefully selected to participate in the study and semi-structured interviews were used to gather data from the principals. The study established that paying attention to cultural, structural and agential factors in schools increases their ability to sustain learner improvement.     

Exploring Girls’ Science Affinities Through an Informal Science Education Program

Research in Science Education - This study examines science interests, efficacy, attitudes, and identity—referred to as affinities, in the context of an informal science outreach program for...     

“‘I Was Gonna Go Off,but My Best Friend is White.”: Hispanic Students’ Co-Cultural Reasoning in a Hispanic Serving Institution

The researchers engaged in a qualitative analysis (using journaling and focus group methodology) of the communicative behaviors of Hispanic students with White institutional members at a medium-sized, Southwest HSI. Utilizing Co-Cultural Theory and Elaborative Coding analysis, the authors mapped how Hispanic students narrated their co-cultural communication and reasoning (i.e., why they engage in one strategy rather than another). The findings show that, although Hispanic students used almost all co-cultural strategies, their responses were clustered primarily around assimilationist strategies – indicating that they engage in a high degree of self-monitoring and self-censorship when interacting with White institutional members in an HSI. These results suggest that even when Hispanic students constitute a large or majority part of the institution’s population, they still feel the need to engage in behaviors that navigate White norms. The study concludes by examining the findings for co-cultural theorizing as well as providing insights for instructors who wish to engage in inclusive teaching practices.     

The Relationships Among Leadership Behaviors of Leaders in Training Organizations,Training Methods,and Organization Profitability

The problem investigated in this study was to determine if there were relationships among the leadership behaviors of training leaders, the use of newer methods of training, and organizational profitability. A sample of 57 organizations from the Fortune 500 was surveyed to determine leadership behavior and the use of newer methods of training. The Leadership Practices Inventory was used to measure leadership and the Affective Communication Test was used to measure charisma. Profitability data were obtained from the literature. Return on assets, return on equity, the Moody's Corporate Bond Rating, and the Standard and Poor's Opinion were used as profitability measures. Correlation and regression analyses were used to analyze the data. No relationships were shown between leadership behaviors and training methods or between leadership behaviors and profitability. A positive relationship was shown between the number of newer training methods used and organization profitability as measured by return on assets.     

Coronavirus disease(COVID-19):The need to maintain regular physical activity while taking precautions

The on-going Coronavirus disease(COVID-19)outbreak in China has become the world's leading health headline and is causing major panic and public concerns.On January 30,2020,the World Health Organization(WHO)declared that the new coronavirus outbreak is a public health emergency of international concern.1 The virus has already had a direct impact on more than 10 million people in the city of Wuhan and has reached other parts of China as well,posing a health threat of unknown magnitude globally.As of February 8,2020,WHO reported 34,886 confirmed cases of COVID-19 globally,with 34,589 of them occurring in China(including 6101 severe cases and 723 deaths).A total of 288 other confirmed cases(with 1 death)have been reported in 24 countries,including Japan,Australia,Germany,and United States.2 However,these daily estimates are expected to rise even higher as reports from health authorities in China3 are gathered and near real-time updates of the Johns Hopkins virus dashboard are made 4 The outbreak has caused governments in various countries to take swift and protective measures.In China,these included putting cities on lockdown,5 implementing travel wamings/bans and cancellations,6 extending national holidays,and closing schools and postponing classes7.     

On-the-Job Training: Prescriptions and Practice

This article discusses the status of workplace training in the United States, describes a model of how to conduct effective on-the-job training, and presents the results of a questionnaire based on a model designed to assess on-the-job training practices aboard Navy ships. The model views the on-the-job trainer as a coach who guides the trainee through a task using three steps: 1) assessment, 2) training, and 3) evaluation. The questionnaire was sent to over 5,000 shipboard supervisors; 2,321 responded. Results indicate that nearly 50% of the Navy supervisors who responded are not as effective as they could be. The implications of these findings for the civilian workplace are discussed.