Motivation in Times of Change: Women and Educational Professions
DOI:
https://doi.org/10.21512/humaniora.v1i1.2153Keywords:
motivation, women, management, leadershipAbstract
Motivation is a complex issue, in which theorists have tried to approach. Among the classifications are content theories, process theories and integrated theories. Women’s world is also complex, where multiple roles involve motivations and lead to different actions. This makes women perfect examples for management in times of change. Article discusses examples of motivation and management in times of change. Subjects of this study primarily are women lecturers and middle managers in educational field of professions. This study also involves qualitative means of data collection with two questions to lead discussions: What has driven you to be lecturers/educators?; What will make you continue become lecturers/educators? Analysis were conducted based on the studies done by Coleman, Ninomiya & Okato,and. Mwamwenda. It is concluded that women have multiple rather than single factors to motivate them in the profession. It is also agreed that leaders with feminine qualities as well as sensitive to culture are more preferable than those who are absent with them.Plum Analytics
References
Borg, M. and Falzon, J. (1989) ‘Stress and Job Satisfaction among Primary School Teachers in Malta’, Educational Review, 41 (3), pp.271-279.
Braimoh, B. and Moletsane, R. (1998) ‘Teachers’ Job Satisfaction as a Factor of Academic Achievement in Lesotho Schools, Education Today, 48 (2), pp.49-56.
Coleman, M. (1994). ‘Women in Educational Management’ in Bush, T. & West-Burnham, J. The Principles of Educational Management. Harlow: Longman.
Coleman, M. (2000) ‘The Female Secondary Headteacher in England and Wales: Leadership and Management Styles’, Educational Research, 42 (1), pp. 13–27.
Eggins, H. (ed.) (1997) Women as Leaders and Managers in Higher Education. London: Taylor and Francis
Evans, L. (2003) ‘Leadership role: morale, job satisfaction and motivation’, in Kydd, L. et al (eds.) Leading People and Teams in Education, London: Paul Chapman.
Ford, M. (1992) Motivating Humans, Goals, Emotions and Personal Agency Beliefs, Newbury Park: Sage.
Foskett, N. and Lumby, J. (2003) Leading and Managing Education: International Dimensions, London: Paul Chapman.
Fresko, B., Kfir, D. and Nasser, F. (1997) ‘Predicting Teacher Commitment’, Teaching and Teacher Education, 13 (4), pp.429-438.
Fullan, M. (2001) Leading in a Culture of Change. San Fransisco, CA: Jossey-Bass.
Gray, H.L. (1993), ‘Gender Issues in Management Training’ in Ozga, J. (ed.) Women in Educational Management, Bristol, PA: Open University Press.
Hall, V. (1996). Dancing on the Ceiling: A Study of Women Managers in Education. London: Paul Chapman.
Herzberg, F. (1966) Work and the Nature of Man, Cleveland: World.
Kremer-Hayon, L. and Goldstein, Z. (1990) ‘The inner world of Israeli secondary school teachers: work centrality, job satisfaction and stress’, Comparative Education, 20 (2/3), pp.285-298.
Mwamwenda, T. (1997) ‘Teacher Gender Differences in Job Satisfaction in Transkei’, Research in Education, 58, pp.75-77.
Ninomiya, A. and Okato, T. (1990) ‘A Critical Analysis of Job-Satisfied Teachers in Japan’, Comparative Education, 26 (2/3), pp.249-258.
Oduro, G. K. T. and Macbeath, J. (2003). ‘Traditions and Tensions in Leadership: The Ghanaian Experience’. Cambridge Journal of Education, 33(3), pp. 441-455.
Ozga, J. (1993). Women in Educational Management. Bristol, PA: Open University Press.
Riches, C. (1994) ‘Motivation’, in Bush, T. and West-Burnham, J. (eds.) The Principles of Educational Management, Harlow: Longman.
Young, P. (2004). ‘Leadership and Gender in Higher Education: a Case Study’. Journal of Further and Higher Education, (28) 1, pp. 95-106.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
a. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License - Share Alike that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
b. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
c. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
USER RIGHTS
All articles published Open Access will be immediately and permanently free for everyone to read and download. We are continuously working with our author communities to select the best choice of license options, currently being defined for this journal as follows: Creative Commons Attribution-Share Alike (CC BY-SA)
