Education Drivers

Teacher Evaluation Feedback

Feedback is information about performance that improves performance. It should not be confused with teacher evaluation. The difference between evaluation and feedback is that evaluation summarizes performance across a large time span (annual). Feedback summarizes performance across a much shorter time span-performance today. Feedback can be likened to formative assessment, as it provides guidance to improve performance during the year. Feedback informs teachers about how they are performing relative to expectations and worthy educational outcomes. Principals can use feedback as a valuable supervision tool. Principals give feedback to teachers to reinforce work that meets standards or when necessary provide corrective information for improving administrative, instructional, behavior management, and soft skill competencies. Performance feedback may be as simple as giving praise or exacting as when systematically delivered as a part of coaching. For the best results, feedback must meet these four conditions: (1) It is objective, reliable, measureable, and specific; (2) it provides information about what was done well, what needs improvement, and how to improve; (3) it is delivered frequently and immediately following performance; and (4) it is about performance rather than personal characteristics.

Publications

TITLE
SYNOPSIS
CITATION
Performance Feedback in Education: On Who and For What
This paper reviews the importance of feedback in education reviewed the scientific model of behavior change (antecedent, behavior, consequences).
Daniels, A. (2013). Feedback in Education: On Whom and for What. In Performance Feedback: Using Data to Improve Educator Performance (Vol. 3, pp. 77-95). Oakland, CA: The Wing Institute.
Thirty years of Getting Teachers to be More Effective
This paper presents a model for building a school organizational culture that trains and supports teachers in an effective, efficient, and sustainable manner.
Fitch, S. (2013). Thirty years of Getting Teachers to be More Effective Retrieved from ../../uploads/docs/2013WingSummitSF.pdf.
Working with Staff to Promote Data-Based Decision Making: Recommended Strategies and Common Pitfalls [Publication]
This paper discusses evidence-based ways of working with staff to promote program intervention integrity and accurate data collection.
Reid, D. (2010). Working with Staff to Promote Data-Based Decision Making: Recommended Strategies and Common Pitfalls.Journal of Evidence-Based Practices for Schools, 11(2), 169–186.

 

Data Mining

TITLE
SYNOPSIS
CITATION
How does performance feedback affect the way teachers carry out interventions?
This analysis examined the impact of performance feedback on the quality of implementation of interventions.
Detrich, R. (2015). How does performance feedback affect the way teachers carry out interventions? Retrieved from how-does-performance-feedback.
How often are treatment integrity measures reported in published research?
This analysis examined the frequency that treatment integrity is reported in studies of research-based interventions.
Detrich, R. (2015). How often are treatment integrity measures reported in published research? Retrieved from how-often-are-treatment.
How well are Interventions Implemented in Educational Settings?
This analysis examined two studies to understand the reliability of self-reporting of practitioners implementing interventions.
Detrich, R. (2015). How well are Interventions Implemented in Educational Settings? Retrieved from how-well-are-interventions.
Does Feedback Improve Performance?
This review is a summary of the effect size of the effectiveness feedback to improve both student and teacher performance.
States, J. (2011). Does Feedback Improve Performance? Retrieved from does-feedback-improve-performance.
Does the use of coaching as a professional development strategy improve student performance?
This review examines research on the effectiveness of coaching as a teacher training tool that can improve student performance.
States, J. (2011). Does the use of coaching as a professional development strategy improve student performance? Retrieved from does-use-of-coaching.
What Distinguishes Effective Supervisors From Marginal Supervisors?
This inquiry looks at research on the impact of supervisors and the activities they engage in that most improve staff performance.
States, J. (2011). What Distinguishes Effective Supervisors From Marginal Supervisors? Retrieved from what-distinguishes-effective-supervisors.
How does coaching compare with traditional staff development in improving student achievement?
This analysis compares the effectiveness of coaching compared to traditional forms of professional development for teachers.
States, J. (2012). How does coaching compare with traditional staff development in improving student achievement? Retrieved from how-does-coaching-compare.

 

Presentations

TITLE
SYNOPSIS
CITATION
Performance Feedback: Use It or Lose It

This paper examines the importance of performance feedback systems at all levels of school, staff and student outcomes to achieve desired results over time.

Keyworth, R. (2011). Performance Feedback: Use It or Lose It [Powerpoint Slides]. Retrieved from 2011-aba-presentation-randy-keyworth.

Performance Feedback in Education: On Who and For What
This paper reviews the importance of feedback in education reviewed the scientific model of behavior change (antecedent, behavior, consequences).
Daniels, A. (2011). Performance Feedback in Education: On Who and For What [Powerpoint Slides]. Retrieved from 2011-wing-presentation-aubrey-daniels.
Using Student Data as a Basis for Feedback to Teachers
This paper offers an alternative to evaluating teachers based on student performance on annual high stakes tests.
Detrich, R. (2011). Using Student Data as a Basis for Feedback to Teachers [Powerpoint Slides]. Retrieved from 2011-aba-presentation-ronnie-detrich.
Care Enough to Count: Measuring Teacher Performance
What teachers do with students is important. It should be measured to assure that they are doing the important things.
Detrich, R. (2013). Care Enough to Count: Measuring Teacher Performance [Powerpoint Slides]. Retrieved from 2013-aba-presentation-karen-hager.
Thirty years of Getting Teachers to be More Effective
This paper presents a model for building a school organizational culture that trains and supports teachers in an effective, efficient, and sustainable manner.
Fitch, S. (2013). Thirty years of Getting Teachers to be More Effective [Powerpoint Slides]. Retrieved from 2013-wing-presentation-suzanne-fitch.
ROKs: Remote Observation Kits
This paper presents a teacher coaching model using high quality audio and video technology to address the needs of teacher training in remote areas.
Hager, K. (2013). ROKs: Remote Observation Kits [Powerpoint Slides]. Retrieved from 2013-wing-presentation-karen-hager.
Teacher Induction: Where the Rubber Meets the Road
The paper examines one of the most critical components of teach training: an on-the-job, ongoing system of coaching and performance feedback to improve skill acquisition, generalization and maintenance.
Keyworth, R. (2010). Teacher Induction: Where the Rubber Meets the Road [Powerpoint Slides]. Retrieved from 2010-aba-presentation-randy-keyworth.
Teacher Coaching: The Missing Link in Teacher Professional Development
Research suggests that coaching is one of the most effective strategies in training teachers. This paper identifies the critical practice elements of coaching and their absence in teacher training.
Keyworth, R. (2013). Teacher Coaching: The Missing Link in Teacher Professional Development [Powerpoint Slides]. Retrieved from 2013-calaba-presentation-randy-keyworth.
Project AIM: Assess, Improve & Maintain Effective Teaching Practices
This paper shared a model for teacher assessment and professional development that address theneeds of large school districts in an effective and efficient manner.
Lewis, T. (2013). Project AIM: Assess, Improve & Maintain Effective Teaching Practices [Powerpoint Slides]. Retrieved from 2013-wing-presentation-teri-lewis.
Working with Staff to Promote Data-Based Decision Making: Recommended Strategies and Common Pitfalls
This paper discusses evidence-based ways of working with staff to promote program intervention integrity and accurate data collection.
Reid, D. (2009). Working with Staff to Promote Data-Based Decision Making: Recommended Strategies and Common Pitfalls [Powerpoint Slides]. Retrieved from 2009-wing-presentation-dennis-reid.
TITLE
SYNOPSIS
CITATION
Pay for Percentile

This paper proposes an incentive scheme for educators that links compensation to the ranks of their students within comparison sets. Under certain conditions, this scheme induces teachers to allocate socially optimal levels of effort. Moreover, because this scheme employs only ordinal information, it allows education authorities to employ completely new assessments at each testing date without ever having to equate various assessments. This removes incentives for teachers to teach to a particular assessment form and eliminates opportunities to influence reward pay by corrupting assessment scales.

Barlevy, G., & Neal, D. (2012). Pay for percentile. The American Economic Review, 102(5), 1805-1831.

Enhancing Adherence to a Problem Solving Model for Middle-School Pre-Referral Teams: A Performance Feedback and Checklist Approach

This study looks at the use of performance feedback and checklists to improve middle-school teams problem solving.

Bartels, S. M., & Mortenson, B. P. (2006). Enhancing adherence to a problem-solving model for middle-school pre-referral teams: A performance feedback and checklist approach. Journal of Applied School Psychology, 22(1), 109-123.

Do Principals Know Good Teaching When They See It?

This article examines the effectiveness and related issues of current methods of principal evaluation of teachers.

Burns M. (2011). Do Principals Know Good Teaching When They See It?. Educational policy, 19(1), 155-180.

The Long-Term Impacts Of Teachers: Teacher Value-Added And Student Outcomes In Adulthood

This paper examines the issue of efficacy of value-added measures in evaluating teachers. This question is important in understanding whether value-added analysis provides unbiased estimates of teachers’ impact on student achievement and whether these teachers improve long-term student outcomes.

Chetty, R., Friedman, J. N., & Rockoff, J. E. (2011). The long-term impacts of teachers: Teacher value-added and student outcomes in adulthood (No. w17699). National Bureau of Economic Research.

Effects of immediate performance feedback on implementation of behavior support plans, 2005

The purpose of this study is to examine the effects of feedback on treatment integrity for implementing behavior support plans.

Codding, R. S., Feinberg, A. B., Dunn, E. K., & Pace, G. M. (2005). Effects of immediate performance feedback on implementation of behavior support plans. Journal of Applied Behavior Analysis, 38(2), 205-219.

Leading for Instructional Improvement: How Successful Leaders Develop Teaching and Learning Expertise

This book shows how principals and other school leaders can develop the skills necessary for teachers to deliver high quality instruction by introducing principals to a five-part model of effective instruction.

Fink, S., & Markholt, A. (2011). Leading for instructional improvement: How successful leaders develop teaching and learning expertise. John Wiley & Sons.

Effective Instructional Time Use for School Leaders: Longitudinal Evidence from Observations of Principals

This study examines principals’ time spent on instructional functions. The results show that the traditional walk-through has little impact, but principals provide coaching, evaluation, and focus on educational programs can make a difference.

Grissom, J. A., Loeb, S., & Master, B. (2013). Effective Instructional Time Use for School Leaders: Longitudinal Evidence from Observations of Principals. Educational Researcher, 42(8), 433-444.

The Power of Feedback

This paper provides a conceptual analysis of feedback and reviews the evidence related to its impact on learning and achievement.

Hattie, J., & Timperley, H. (2007). The power of feedback. Review of educational research, 77(1), 81-112.

Can Principals Identify Effective Teachers? Evidence on Subjective Performance Evaluation in Education

This paper examines how well principals can distinguish between more and less effective teachers. To put principal evaluations in context, we compare them with the traditional determinants of teacher compensation-education and experience-as well as value-added measures of teacher effectiveness.

Jacob, B. A., & Lefgren, L. (2008). Can principals identify effective teachers? Evidence on subjective performance evaluation in education. Journal of Labor Economics, 26(1), 101-136.

Peer and Upward Appraisals: A Comparison of their Benefits and Problems
This study reports on the positive and negative outcomes that employees associate with peer and upward appraisals used for administrative or developmental purposes. Results are discussed for their implications for future research and for the design of 360-degree performance appraisal systems.
Bettenhausen, K. L., & Fedor, D. B. (1997). Peer and Upward Appraisals A Comparison of their Benefits and Problems. Group & Organization Management, 22(2), 236-263.
Who leaves, Teacher attrition and student achievement
The purpose of this paper is to examine the relationship between student achievement and teacher attrition using value-added modeling for teachers in New York City.
Boyd, D., Lankford, H., Loeb, S., & Wyckoff, J. (2007). Who leaves, Teacher attrition and student achievement (Research Report). Albany, NY: Teacher Policy Research.
Measuring the Impacts of Teachers II: Teacher Value-Added and Student Outcomes in Adulthood
This paper examines the issue of the efficacy of valued-added measures in evaluating the effectiveness of teachers and long term impact on student’s lives.
Chetty, R., Friedman, J. N., & Rockoff, J. E. (in press II). Measuring the impact of teachers II: Evaluating bias in teacher value-added estimates. American Economic Review.
Are public schools really losing their “best”?: Assessing the career transitions of teachers and their implication for the quality of the teacher workforce
The purpose of this paper is to examine attrition and mobility of teachers using teacher value-added measures for early-career teachers in North Carolina public schools from 1996 to 2002. The results suggest the best teachers remain in teaching and stay in high socioeconomic Status and high performing schools.
Goldhaber, D., Gross, B., & Player, D. (2007). Are public schools really losing their “best”?: Assessing the career transitions of teachers and their implication for the quality of the teacher workforce. Center for Analysis of Longitudinal Data in Education Research (Working Paper 12). Washington, D.C. Urban Institute. H
Are Principals Good at Identifying Effective Teachers? A Comparison of Teachers’ Principal Ratings and Residual Gain on Standardized Tests
This study tries to answer the question: Are principals good at identifying effective teachers? It looks at the relation between principals' identification of effective teachers and student scores from the Measures of Academic Progress (MAP), a computer-adaptive test for reading, mathematics, and language usage.
Gray, J. J. (2010). Are Principals Good at Identifying Effective Teachers? A Comparison of Teachers' Principal Ratings and Residual Gain on Standardized Tests.
Supporting Principals in Implementing Teacher Evaluation Systems
With so much emphasis being placed on improving teacher performance, The National Association of Elementary School Principals and the National Association of Secondary School Principals have developed recommendations to support principals more effectively evaluate teachers.
Grissom, J. A., Loeb, S., & Master, B. (2013). Effective Instructional Time Use for School Leaders: Longitudinal Evidence from Observations of Principals. Educational Researcher, 42(8), 433-444.
Why public schools lose teachers
This paper examines the issue of teacher attrition and the factors that motivate teachers leaving schools. The results indicate that teacher mobility is much more strongly related to characteristics of the student population (race and lower socioeconomic status) and achievement. The study finds salary plays a much smaller role in these decisions.
Hanushek, E., Kain, J., & Rivkin, S. (2004). Why public schools lose teachers. Journal of Human Resources, 39(2), 326-354.
Teacher turnover and teacher shortages: An organizational analysis
This paper investigates organizational characteristics and conditions in schools that drive staffing problems and teacher turnover.
Ingersoll, R. (2001). Teacher turnover and teacher shortages: An organizational analysis. American Educational Research Journal, 38(3), 499-534.
Why Schools Have Difficulty Staffing Their Classrooms with Qualified Teachers
This is taken from the testimony of Richard Ingersoll in front the Pennsylvania legislature on the issues of school turnover.
Ingersoll, R. M. (2013). Why Schools Have Difficulty Staffing Their Classrooms with Qualified Teachers. Retrieved October 3, 2014
American Statistical Association’s Recent Position Statement on Value-Added Models (VAMs): Five Points of Contention
These commentaries critiques the work that links teacher value-added models to students’ long-run outcomes.
Interpretation, T. M. Q. Chetty et al. on the American Statistical Association’s Recent Position Statement on Value-Added Models (VAMs): Five Points of Contention.
Do Principals Fire the Worst Teachers?
This paper examines how principals make decisions regarding teacher dismissal. In 2004, the Chicago Public Schools (CPS) and Chicago Teachers Union (CTU) gave principals great flexibility to dismiss probationary teachers for any reason. The study estimates the relative weight that school administrators place on a variety of teacher characteristics and finds evidence that principals do consider teacher absences and value-added measures, along with several demographic characteristics, in determining which teachers to dismiss.
Jacob, B. A. (2010). Do principals fire the worst teachers? (No. w15715). National Bureau of Economic Research.
Toward effective supervision: An operant analysis and comparison of managers at work, 1986
This study finds that performance monitoring is the factor that separated good mangers from ineffective managers.
Komaki, J. L. (1986). Toward effective supervision: An operant analysis and comparison of managers at work. Journal of Applied Psychology, 71(2), 270.
TITLE
SYNOPSIS
Data Quality Campaign
This nonprofit organization promotes the systematic and outcome driven use of data at all levels of education
New Teacher Center
The New Teacher Center provides research, policy analyses, training and support for improving new teacher support and induction.
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