View Research by Author - Demetra Kalogrides

Publications

While prior research has documented differences in the distribution of teacher characteristics across schools serving different student populations, few studies have examined how teacher sorting occurs within schools. Comparing teachers who teach in the same grade and school in a given year, we find less experienced, minority, and female teachers are assigned students with lower average prior achievement, more prior behavioral problems, and lower prior attendance rates than their more experienced, white and male colleagues. Though more effective (higher value-added ) teachers and those with advanced degrees are also assigned less difficult classes, controlling for these factors does not eliminate the association between experience, race, gender, and assignments. These patterns have negative implications for teacher retention given the importance of working conditions for teachers' career decisions.

Principals tend to prefer working in schools with higher-achieving students from more advantaged socioeconomic backgrounds. Principals often use schools with many poor or low-achieving students as stepping stones to what they view as more desirable assignments. District leadership can also exacerbate principal turnover by implementing policies aimed at improving low-performing schools such as rotating school leaders. Using longitudinal data from one large urban school district we find principal turnover is detrimental to school performance. Frequent turnover results in lower teacher retention and lower student achievement gains, which are particularly detrimental to students in high-poverty and failing schools.

Teachers are systematically sorted across schools. Often, schools serving the lowest-achieving students staffed by the least-skilled teachers. While teachers' school preferences account for some of the sorting, school practices are also likely to be a key factor. The authors examine the relationship between a school's effectiveness during a given principal's tenure and the retention, recruitment and development of its teachers. Three key findings emerge about principal effectiveness. More effective principals: (1) are able to retain higher-quality teachers and remove less-effective teachers; (2) are able to attract and hire higher-quality teachers to fill vacancies; (3) have teachers who improve at a greater pace than those in schools with less effective leadership (there is some evidence for this, albeit weak). These findings drive home the importance of personnel practices for effective school leadership.

This study uses longitudinal data from one large school district - Miami-Dade County Public Schools, to investigate the distribution of principals across schools. Schools serving many low-income, non-white, and low-achieving students have principals with less experience, less education, and who attended less selective colleges. This distribution of principals is partially driven by the initial match of first-time principals to schools at the beginning of their careers and is exacerbated by systematic attrition and transfer away from these schools. Supplementing the data with surveys of principals, the authors find principals' stated preferences for school characteristics mirror observed distribution and transfer patterns. Principals prefer to work in easier to serve schools with favorable working conditions which also tend to be schools with fewer poor, minority and/or low-achieving students.

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