Manajemen Strategi Rekruitmen Kepala Madrasah Yang Responsif Gender di Lingkungan Kementerian Agama RI

  • Hesti Kusumaningrum UIN Syarif Hidayatullah Jakarta
  • Kastolan Kastolan UIN Syarif Hidayatullah Jakarta

Abstract

Achieving success in recruiting teachers and leaders is more than just filling job openings. It's about recruiting the best teachers and leaders, developing and retaining them. In the words of Nelson Mandela, "Education is a big engine of personal development". One of the priorities of the Strategic Plan of the Ministry of Religion in improving the quality of Islamic Education is improving the quality of learning through improving the quality of teachers. Improving the quality of teachers in madrasas is carried out through the Continuing Professional Development Program scheme. (PKB). One important component of the implementation of the PKB program for madrasah teachers is the important role of madrasa leadership in this case is the Madrasah Head. Several things can be done in the recruitment of Madrahan Principals, namely: providing training which is expected to provide opportunities for school coconuts and prospective principals to improve their competence, providing incentives, especially in rural areas with poor transportation access, and providing quotas or opportunities for female teachers to gain access to become leaders in madrasah.

References

Bardin, B. (2020). Hubungan Kinerja Tenaga Pendidik dan Tenaga Kependidikan dengan Keberhasilan Proses Pembelajaran. El-Idare: Jurnal Manajemen Pendidikan Islam, 5(2), 81-92. Retrieved from http://jurnal.radenfatah.ac.id/index.php/El-idare/article/view/4078

Booth,C., Segon, M & O’ Shannassy T (2010). The more things change the more they stay the same: A contemporary examination of leadership and management constructs. Journal of Business and Policy Research, 5(2):119–130.

Chubb, J. (2014). Building a better leader: Lessons from new principal leadership development programs.Available at https://edexcellence.net/articles/building-a-betterleader-lessons-from-new-principal-leadershipdevelopment-programs. Accessed 14 January 2022.

Choir, A. (2016). Urgensi Manajemen Pendidikan dalam Pengembangan Lembaga Pendidikan Islam. Jurnal MPI Vol 1, 2016.

Fidler, B. (1993) Balancing the Supply and Demand for School Teachers, in B. Fidler, B. Fugl & D. Esp (Eds) The Supply and Recruitment of Teachers. Harlow: Longman. Ilham, D. (2020). The Challenge of Islamic Education and How to Change. International Journal of Asian Education, 1(1), 09–20. https://doi.org/10.46966/ijae.v1i1.16

Kowalski TJ (2010). The school principal – Visionary leadership and competent management. New York, NY: Taylor and Francis

Macbeath, John. (2009). Recruitment and Retention of Senior School Leaders: Meeting the Challenge. European Educational Research Journal. 8. 10.2304/eerj.2009.8.3.407.

Naidoo, Parvathy. (2019). Perceptions of teachers and school management teams of the leadership roles of public school principals. South African Journal of Education. 39. 1-14. 10.15700/saje.v39n2a1534.

Sarifudin (2019), Implementasi Supervisi Kepala Sekolah terhadap Kinerja Guru dalam Upaya Meningkatkan Kualitas Pembelajaran di MIN Kota Bogor, Islamic Management: Jurnal Manajemen Pendidikan Islam, Vol. 02, No. 01, Januari 2019

Tingle E, Corrales A & Peters ML (2019). Leadership development programs: Investing in school principals. Educational Studies, 45(1):1–16. https://doi.org/10.1080/03055698.2017.1382332

Mandy Macdonald dkk, Gender dan Perubahan organisasi: Menjembatani Kesenjangan Antara Kebijakan dan Praktek, terj. Omi Intan Naomi (Yogyakarta: INSIST, 1999).

Umar, Nasaruddin, Argumentasi Kesetaraan Gender: Perspektif al-Qur’an, (Jakarta: Paramadina, 2001).

Shihab, M. Quraish, Wawasan al-Qur’an, (Bandung: Mizan,1996)

James M. Henslin, Essentialis of Sociology: A Down to Earth Approach, (Pearson, 2006)

Published
2022-06-29
How to Cite
Kusumaningrum, H., & Kastolan, K. (2022). Manajemen Strategi Rekruitmen Kepala Madrasah Yang Responsif Gender di Lingkungan Kementerian Agama RI. Jurnal Ilmiah Wahana Pendidikan, 8(9), 354-363. https://doi.org/10.5281/zenodo.6774586