| dc.description.abstract | The aim of this study was to investigate the challenges faced by and expectations placed upon HODs, as mid-level managers in primary schools, to determine the extent of role conflict and role ambiguity they experience in the execution of their daily tasks. Being in the middle, between top management and the teachers in their department, HODs face numerous challenges related to conflicting positions within their role and they experience a variety of expectations placed on them by several stakeholders. HODs also seem unsure about the extent of all the tasks that need to be executed and what they are responsible for. In this research, the Job Demands Resources (JD-R) theory formed part of the theoretical framework that was used in explaining the phenomenon of challenges, in the form of role conflict and role ambiguity, which HODs as mid-level managers face, as well as the resources available to HODs that can counteract the demands of the job. A qualitative research design with a constructivist-interpretivist paradigm underpinning the study was used to explore the nature of role conflict and role ambiguity experienced by mid-level managers in primary schools. A purposive sampling process was used to narrow down the participants. Semi-structured individual interviews were conducted to gain deeper insight into the challenges and expectations that HODs in primary schools face. Verbatim transcriptions of these interviews were used to conduct the data analysis in the form of a content analysis. The main findings of the research include: • Findings with regards to the nature of role conflict and role ambiguity mid-level managers in primary schools experience. A lot of role conflict and role ambiguity experienced by HODs is embedded in the core duties stipulated within the PAM document, which, in certain instances, overlap with core duties of deputy principals and principals alike. Furthermore, the PAM document stipulates that the core duties are to be determined by schools according to their needs. HODs also end up taking responsibility for the core duties assigned to master- or senior teachers as they don’t feature in schools. • Findings with regards to the challenges mid-level managers in primary schools face in their attempts to manage their departments
HODs face several challenges in the execution of their daily tasks. They struggle with work overload and time constraints. HODs also find it challenging to manage their department in the sense of creating unity, utilising staff correctly and delegating effectively. In addition to this, it is a challenge for HODs to have knowledge of all the subjects taught across all the grades within their department. Duties outside of their department that HODs must fulfil also pose a challenge, as do tasks of mentorship and leadership due to a lack of time. Another challenge faced by HODs is their middle position and the sense of not knowing where they belong. They form part of management, but not top management, yet they are in an authoritative position, while still forming part of the complement of staff. Working with different stakeholders is also cumbersome to HODs. Lastly, in 2020, Covid-19 brought about specific challenges for HODs. | |
