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Educator labor markets
What guidance does research provide school districts about how to improve system performance and increase equity? Despite over 30 years of inquiry on the topic of effective districts, existing frameworks are relatively narrow in terms of disciplinary focus (primarily educational leadership perspectives) and research design (primarily qualitative case studies). To bridge this gap, we first review the theoretical literatures on how districts are thought to affect student outcomes, arguing that an expanded set of disciplinary perspectives—organizational behavior, political science, and economics—have distinct theories about why districts matter. Next, we conduct a systematic review of quantitative studies that estimate the relationship between district-level inputs and performance outcomes. This review reveals benefits of district-level policies that cross disciplinary perspectives, including higher teacher salaries and strategic hiring, lower student-teacher ratios, and data use. One implication is that future research on district-level policymaking needs to consider multiple disciplinary perspectives. Our review also reveals the need for significant additional causal evidence and provides a multidisciplinary map of theorized pathways through which districts could influence student outcomes that are ripe for rigorous testing.
The unprecedented challenges of teaching during COVID-19 prompted fears of a mass exodus from the profession. We examine the extent to which these fears were realized using administrative records of Massachusetts teachers between 2015-16 and 2021-22. Relative to pre-pandemic levels, average turnover rates were similar going into the fall of 2020 but increased by 17 percent going into the fall of 2021. The fall 2021 increases were particularly high among newly hired teachers (31 percent increase), but were lower among Black and Hispanic/Latinx teachers (5 percent increases among both groups). Ethnoracial diversity of new hires increased during the pandemic, in part due to reduced professional licensure requirements. Together, these changes led to small increases in the overall ethnoracial diversity of Massachusetts teachers, but improvements to early-career retention will be needed to ensure long-term stability and diversity within the workforce.
Instructional coaching is an attractive alternative to one-size-fits-all teacher training and development in part because it is purposefully differentiated: programming is aligned to individual teachers’ needs and implemented by an individual coach. But, how much of the benefit of coaching as an instructional improvement model depends on the specific coach with whom a teacher works? Collaborating with a national teacher training and development organization, TNTP, we find substantial variability in effectiveness across coaches in terms of changes in teachers’ classroom practice (0.43 standard deviations). The magnitude of coach effectiveness heterogeneity is close to average coaching program effects identified in other research. These findings suggest that identifying, recruiting, and supporting highly skilled coaches will be key to scaling instructional coaching programs.
Texas reduced new teacher preparation requirements in 2001 to allow more alternate paths to licensure. Within five years, this policy change resulted in over half the state’s new teachers being alternatively licensed. Using a series of first difference models, this study examines the relationship between the increased supply of new teachers in Texas and new teacher salaries prior to the policy change and in the fifteen years thereafter. We find that the policy change did increase the supply of new teachers via alternative licensing, but pay for new EC-6 teachers declined by 2 to 13 percent with differential effects based on the rate at which districts hired alternatively licensed teachers.
Economic downturns can cause major funding shortfalls for U.S. public schools, often forcing districts to make difficult budget cuts including teacher layoffs. In this brief, we synthesize the empirical literature on the widespread teacher layoffs caused by the Great Recession. Studies find that teacher layoffs harmed student achievement and were inequitably distributed across schools, teachers, and students. Research suggests that specific elements of the layoff process can exacerbate these negative effects. Seniority-based policies disproportionately concentrate layoffs among teachers of color who are more likely to be early career teachers. These “last-in first-out” policies also disproportionately affect disadvantaged students because these students are more likely to be taught by early career teachers. The common practice of widely distributing pink slips warning about a potential job loss also appears to increase teacher churn and negatively impact teacher performance. Drawing on this evidence, we outline a set of policy recommendations to minimize the need for teacher layoffs during economic downturns and ensure that the burden of any unavoidable job cuts does not continue to be borne by students of color and students from low-income backgrounds.
Over the last two decades, twenty-two states have moved away from traditional defined benefit (DB) pension systems and toward pension plan structures like the defined contribution (DC) plans now prevalent in the private sector. Others are considering such a reform as it is seen as a means of limiting future pension funding risk. It is important to understand the implications of such reforms for end-of-career exit patterns and workforce composition. Empirical evidence on the relationship between pension plan structure and retirement timing is currently limited, primarily because, most state pension reforms are so new that few employees enrolled in those alternative plans have reached retirement age. An exception, and the subject of our analysis, is the teacher retirement system in Washington State, which introduced a hybrid DB-DC plan in 1996 and allowed employees in its traditional DB plan to transfer into the new plan. Our analysis focuses on a years-of-service threshold, the crossing of which grants employees early retirement eligibility and, in many cases, a large upward shift in retirement wealth. The financial implications of crossing this threshold are far greater under the state’s traditional DB plan than under the hybrid plan. We find that employees are responsive to crossing the years-of-service threshold, but we fail to find significant evidence that the propensity to exit the workforce varies according to plan enrollment.
A growing literature uses value-added (VA) models to quantify principals' contributions to improving student outcomes. Principal VA is typically estimated using a connected networks model that includes both principal and school fixed effects (FE) to isolate principal effectiveness from fixed school factors that principals cannot control. While conceptually appealing, high-dimensional FE regression models require sufficient variation to produce accurate VA estimates. Using simulation methods applied to administrative data from Tennessee and New York City, we show that limited mobility of principals among schools yields connected networks that are extremely sparse, where VA estimates are either highly localized or statistically unreliable. Employing a random effects shrinkage estimator, however, can alleviate estimation error to increase the reliability of principal VA.
We use publicly available, longitudinal data from Washington state to study the extent to which three interrelated processes—teacher attrition from the state teaching workforce, teacher mobility between teaching positions, and teacher hiring for open positions—contribute to “teacher quality gaps” (TQGs) between students of color and other students in K–12 public schools. Specifically, we develop and implement an agent-based model simulation of decisions about attrition, mobility, and hiring to assess the extent to which each process contributes to observed TQGs. We find that eliminating inequities in teacher mobility and hiring across different schools would close TQGs within 5 years, while just eliminating inequities in teacher hiring would close gaps within 10 years. On the other hand, eliminating inequities in teacher attrition without addressing mobility and hiring does little to close gaps.
Disparate turnover among teachers of color remains a persistent educational challenge, yet little research explores the link between school leadership, peer teaching staff, and turnover disparities. This study explores whether principal and peer teacher demographics predict teacher turnover in New York City, and whether they do so differently for teachers of color. We find teachers are less likely to exit when their principal and a higher share of peer teachers are of the same race/ethnicity, with Black teachers having especially lower transfer rates with a higher share of Black peer teachers. However, results suggest school leadership style and positive teacher relationships are not differentially associated with turnover for teachers of color. We conclude with a discussion of implications.
Many studies rely on public sector employees’ reported career intentions instead of measuring actual turnover, but research does not clearly document how these variables relate to one another. We develop and test three ways in which measures of employee intentions and turnover might relate to one another: (a) intention may measure the same underlying construct as turnover; (b) intention may be distinct from but strongly related to turnover; or (c) intentions may be distinct from turnover. Using nationally representative data on 102,970 public school teachers, we conduct a descriptive and regression analysis to probe how teachers’ turnover intentions are and are not associated with attrition. While there is some variation across measures of intent, we find evidence most consistent with the second scenario; intention is distinct from, but strongly related to, turnover. We offer recommendations for how researchers should use public sector employee intentions in research.