Teacher Perceptions

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Teacher Perceptions of the Local Implementation of the District Transformation Programme in Malaysia

Aida Hanim A. Hamid & Azlin Norhaini Mansor
Department of Leadership and Educational Policy
Faculty of Education
National University of Malaysia

Corresponding author email: aidahanim@ukm.edu.my

Transforming schools for improvement has now become a global priority for many governments around the globe and this has inspired many education systems to improve the quality of schoolings in order to increase the students’ academic performance. This study examines the teacher perspectives on the implementation of the newly introduced districtwide improvement policy known as District Transformation Programme in two primary schools in
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In late 2012, a major policy document, Preliminary Report Malaysia Education BluePrint 2013-2025 [1] was launched which also marks the beginning of education reform in Malaysia for quality education. Following this, the District Transformation Programme (DTP) policy was introduced to provide supports for every school especially the sinking schools. Interventions are designed to cater the needs of individual schools. The DTP aims to improve the students achievement by improving five elements of schoolings: students attendance, students discipline, teachers attendance, teachers quality and school leadership. An emphasis is given to every District Office in the country to carry the responsibilities in supporting the schools. This is because of their close proximity relations to the schools.
In the context of education planning, Malaysia is a highly centralized, top-down system in which the Education Planning and Research Division (EPRD) serves as secretariat.[2,3]. This is followed by the Minister of Education, who chairs the Education Planning Committee and gives final approval to every national education policy.[2]. Within this highly centralized education system, teachers in Malaysia, are experiencing greater challenges due to demands from the stakeholders and their positions as the final receiver in the policy chain. Different layers of organizations in a
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