Quality assurance for teacher education in merging historically disadvantaged institutions of higher education

Abstract

Arising from a literature study, the notions of quality and quality assurance (QA) were described. A literature study was undertaken regarding the current South African national QA policies on teacher education. A case study was conducted at Tshiya College of Education, which merged with the University of the North: Qwaqwa Branch during the rightsizing of higher education in 2001. The establishment of a QA system for teacher education, on micro level, was critically described. Action research was used to investigate the process of QA. A steering committee was established. Two QA seminars contributed toward an awareness campaign. A SWOTanalysis was done. A QA policy was designed, including a framework-for-action which was action researched by volunteers. Researchers developed their own improvement plans by: compiling their job descriptions; rating their effectiveness of task execution; and attending to emerging quality gaps to determine focus areas. Professional development was emphasised. Improvement plans for Micro Teaching and Media were action researched. Taxing circumstances, resulting from the higher education transformation and its effect on the research, were reported. Data emerged from describing the action research phases: planning, implementation, observation, and reflection for re-planning. Self-, peer-, and student-assessments were utilised. Apart from discussions and meetings, the researchers kept diaries and forms were designed for assessments. In both improvement plans, reflection-in-action led to identification of unforseen weaknesses which were addressed as side-spirals of the original plans. Reflection-on-action took place at a formal meeting to which external evaluators were invited. Strengths and weaknesses were determined and findings corroborated and clustered toward final recommendations. Intrinsic motivation was described as a precursor to involvement in QA. Leadership/management/planning was seen as creating infrastructure to encourage employees to focus on quality and movement toward the institution's vision. Implementation was described as taking action to put a realistic plan into practice. Teamwork was identified as a hallmark of action research and emphasis was placed on collective wisdom. It was concluded that meritorious modelling meant that educators should lead by example