Mid-career Teacher Retention: Who Intends to Stay, Where, and Why?

Teacher turnover is widely understood to be among the most pressing challenges facing the American public education system. Who and where are the mid-career teachers who choose to stay in the profession? Why do they stay? Researchers need to attend to these questions to inform both national dialogue and local actions regarding how to retain and sustain mid-career teachers who positively impact student learning. This quantitative study explored mid-career teachers’ responses to the 2015–2016 National Teacher and Principal Survey to ascertain if certain demographic factors (e.g., race, school location) and school climate and teacher attitudinal factors (e.g., job satisfaction, career pathway and opportunities, support from administrators and/or sources beyond school leaders and colleagues, and influence over school policy) affect a mid-career teacher’s decision to remain in the teaching profession. Findings indicate that mid-career teachers (5 to 20 years of teaching experience) in a secondary setting are significantly more likely to intend to stay in the profession than their peers in an elementary setting, and non-White mid-career teachers (Black/African American, Asian, Native Hawaiian/Other Pacific Islanders, and Native American/Alaskan Native) than their White peers, respectively. Suburban mid-career teachers are more likely to express a desire to remain in the profession than their counterparts in urban, town, and rural settings. Related to the climate and attitudinal factors, mid-career teachers with more positive perceptions of school climate are more likely to remain in the profession. The most important factor in mid-career teacher retention is the teacher’s level of satisfaction with workplace conditions that directly impact teaching.

Teacher Identity, Growth Mindset, and Agency

This chapter discusses the problem of teacher retention as it relates to handling the unexpected, whether it be meeting the needs of all learners, classroom management, or any other problem teachers may encounter. The authors propose that teacher education programs can support the growth of preservice teachers by helping them to develop teacher identity early in their learning through experiences and autonomy. In addition, preservice teachers should develop a growth mindset to promote agency when encountering learning obstacles and to engage in reflective practice. By identifying as teachers, allowing themselves to grow, and being proactive in searching for ways to improve their practice, preservice teachers can better prepare themselves for the reality of teaching and, hopefully, remain in the teaching profession.

Collaboration Beyond the School

The authors of this chapter posit that collaboration with related and instructional personnel, as well as regional and state education agencies, can serve to combat teacher retention issues while improving student services. Acknowledging common barriers to effective collaboration, practical tools for overcoming these challenges are suggested. Further, key stakeholders in the collaborative process and their roles are identified. The chapter concludes by organizing collaborative efforts to engage in throughout a student's educational career.

Language Teachers' Sense of Efficacy During the COVID-19 Pandemic

The COVID-19 global pandemic quickly changed the educational landscape by adding challenges as teachers had to pivot almost immediately from traditional educational contexts to unfamiliar remote, online environments. In-service world language teachers (N = 497) were surveyed to understand differences in one's sense of efficacy teaching languages before and during the pandemic. Results show stark differences in both contexts. The findings provide manifold implications for world language teacher preparation as well as teacher retention and professional development.

Social-Emotional Learning, Awareness, and Strategies for Teachers

It is no secret that education systems across the country are experiencing a dramatic teacher shortage and that burnout and turnover rates for educational professionals is at an all-time high. In addition to every state suffering from a teacher shortage, teacher preparation programs have also seen critical decline in enrollment. Currently in the United States, teacher retention rates are extremely low nationally, with only 50% of new teachers remaining in classrooms after five years. While there are many external factors such as low starting salaries, lack of adequate resources, and negative working conditions that contribute to teacher mobility or people leaving the profession altogether. This chapter explores how fostering emotional resilience in novice educators can help to increase skilled coping strategies when faced with challenging situations, enhance career satisfaction, and translate into greater teacher retention.

New Comer-Teacher Adaptation and Leadership Succession in Higher Educational Institutions through Mentoring as an OS Practice

New teachers have to cope with many issues in the initial phase which discourage them and persuade them to abandon their teaching profession. To transition themselves from a student- teacher to a professional-teacher, the initial years is the critical time of survival for the beginning teacher. It is during this initial phase of their career that they require extra support and caring supervision to adapt easily to their newly chosen roles. The current induction programmes utilised are not adequate enough to successfully evolve the transition of a newcomer teacher into the parent institution. This study utilises the theoretical framework of organisational socialisation and its literature to bridge the gap between teacher transformation and teacher retention, especially engaging the OS Practice of Mentoring. By examining the issues inherent in newcomer-teacher adaptation and the various dimensions of knowledge sharing transition process, from senior teachers (especially HOD) to the juniors in a departmental position, mentoring is found to be the most ideal and effective practice to solve burnout to a great extent, and to ensure successful retention of newcomer teachers. Keywords: Organisational Socialisation, Mentoring, Teacher retention, Newcomer adaptation, transition process.

Will They Stay or Will They Go? Leadership Behaviors That Increase Teacher Retention in Rural Schools

Hard-to-staff rural schools often struggle to attract and retain promising educators. Experts have consistently identified administrative support in rural schools to be of unique importance for recruitment and retention, yet a lack of clarity continues to surround the specific leadership behaviors that new teachers interpret as supportive. This qualitative study collected data from three focus groups; including superintendents, principals, and teachers in a program for aspiring administrators; and found that rural schools have to try much harder and in more active ways to retain new teachers because of the constraints existing within rural education. Rural school support for new teachers needs to be a collective responsibility to positively impact the retention of new teachers and the structural supports, affirmation, and encouragement offered by their organizations help to heighten the retention of new teachers. The study confirms that rural school leaders can leverage leadership behaviors to better retain talented teachers.