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Included in this summary analysis of three journal articles and two documents on teacher evaluation are reports that touch on difficulties facing school officials in developing a teacher evaluation system and suggestions for assessing the strengths and weaknesses of an evaluation system. The first article, by Susan S. Stodolsky, challenges evaluation methods that rely on classroom observation alone and emphasizes the importance on the entire instructional context. The second, a document written by Rand Corporation researchers, concludes from a study of four exemplary school districts that the teacher evaluation process is inseparable from the school district's larger organizational context. The three remaining selections focus on practical aspects of implementing a teacher evaluation system. In his guide, Thomas L. McGreal identifies nine "commonalities" of effective systems that support his conviction that evaluation should help, rather than judge, teachers. Taking the position that some form of summative evaluation is nonetheless needed for making personnel decisions, James Raths and Hallie Preskill offer recommendations to guide administrators through the task of teaching staff assessment. Because of the potential legal implications brought with any personnel decision, the final selection by Donovan Peterson provides guidelines for ensuring that a teacher evaluation system will withstand judicial scrutiny. (CJH)

Two issues that bear directly on the proficiency of teachers are teacher selection and teacher supervision. A theme common to both issues is that the key to attracting and retaining capable teachers lies in a transformation of teachers' work environment--replacing the bureaucratic model of schooling with the professional model. That transformation can be effected with the help of competent selection and supervision practices. The first part of this report summarizes pioneering studies that have examined the teacher selection process in school districts. It also explores support systems for beginning teachers and the role of school organizational structures in encouraging capable young teachers to remain in the profession. The second part of the report discusses collegial observation and feedback as a means of bringing quality instructional leadership to schools. Instructional leadership can be a collective activity, drawing on the strengths and expertise of more persons than just the principal. The report examines why such observation and feedback is difficult. It also considers some of the benefits of and approaches to collegial observation and feedback. A reference list is included. (PS)

The success of a merit pay program depends primarily on careful, cooperative planning involving all constituencies who will be affected, so that the resulting plan is affordable, acceptable to teachers, and adapted to the needs of the district. Criteria for awards should reflect the goals of the program, and should be applied fairly and consistently by trained evaluators. Failure of merit pay programs normally results from ambiguous or inconsistent standards, remote or authoritarian planning, or arbitrary award determinations (all of which engender teacher opposition), or from unforeseen administrative complexities and budget limitations. (TE)

Teachers are primarily motivated by intrinsic rewards such as self-respect, responsibility, and a sense of accomplishment. Administrators can therefore boost morale and motivate teachers to excel through participatory governance, inservice education, and systematic, supportive evaluation. (TE)

Dismissing incompetent tenured teachers is a difficult and time-consuming task. Contrary to popular opinion, however, that task is not impossible. Effective dismissal of incompetent teachers requires thorough, valid, and well-documented evaluation procedures, appropriate remediation efforts, and a fair hearing prior to dismissal. (TE)