RQ1 Sample Clauses

RQ1. What level of Quality of School Relationships Exists in Kazakhstani Schools? According to the findings, the student self-reported levels of teacher support tended to be positive. This means that teachers are more likely to sympathize with each student and their learning experience, and provide extra help when necessary. Students also claim that their teachers encourage them to learn and that they continue to teach until they have fully grasped the material. Overall, teachers were deemed to be encouraging, and students were happy with the help they received from their teachers. Furthermore, the majority of students found their teacher to be appreciative of their efforts. The passion of their teachers seemed to encourage the students. Students often claim that teachers have a passion for both the class topic and instruction. On the other hand, Kazakhstani pupils did not place a great emphasis on competitiveness. Collaboration was regarded higher than competition, which is frequently associated and correlated with cooperation. Also, student safety appears to be a source of concern. Several times a year, incidents such as ridiculing, threatening, destroying or taking away items, and beating or pushing were reported. Despite the fact that the results did not reveal and substantively high level of student bullying, it can be stated that being bullied many times a year is a frequent occurrence for the average student in Kazakhstan. Finally, to note, there were a few differences between students' responses and the OECD average. For example, in Kazakhstan, 79% percent of kids said they felt lonely at school, compared to 84% percent in the OECD. More research into the meaning of this difference and what might cause it is needed in Kazakhstan. In terms of students feeling like outsiders, the results were nearly identical, with 79% percent and 80% percent, respectively, with OECD countries having a little advantage.
AutoNDA by SimpleDocs
RQ1. How does an Entrepreneurship Education Develop Students' Entrepreneurship Skills? The results suggest the course curriculum components scaffold learners' self-learning strategies and offer an environment for professional development. In this regard, respondents indicated the significance of complex analysis of the course components in assessing the impact of entrepreneurship education on their competencies. Thus, the research findings revealed that course content, teacher's role and teaching methodology, and COVID-19 affected students' skills but not much more than they experienced from other courses. Course Content Previously, Xxxxxxx et al. (2014) emphasized that the content and learning instruments of entrepreneurship education need to target secondary school and university students. In the current research, the course audience was undergraduate students who differed in their prior experience in entrepreneurial activity. The teacher-student interaction model was more inclined towards experiential learning, and the course description was identical to the EXEC presented by Xxxxx and Xxxxxxxxxxxx (2019). The program syllabus included theoretical (business plan development) and practical components (building the team, delegation of roles within it, developing the application, and selling the startup to the investors). Accordingly, previous literature highlighted the role of course content and course objectives that need to be considered when planning the course (Xxxxx et al., 2020; Xxx et al., 2016; Knotts, 2011) and recommended including business plan writing, guest speakers, online resources, and a sufficient number of authentic activities as the practical components of the course content. Despite these suggestions, the current findings revealed that course materials and practical exercises need to be categorized by the discrepancies in students' prior knowledge of business processes, experience in enterprise development and intention of program choice. Although several researchers suggested categorizing entrepreneurs by their proficiency level (Xxxxxxxxxx et al., 2016), no preliminary research on entrepreneurship curriculum content recommended classifying learning materials into these proficiency levels. As a result, the current study suggested revising course enrollment requirements and teaching content to create opportunities for both novice and experienced students. As mentioned in Xxxxxxx et al., entrepreneurship education demonstrates the prevalence...
RQ1. Prominent student school climate factors in Kazakhstan‌ Descriptive statistics were used to answer this question and analyze the data (Xxxxxxxx, 2006). All the student-level school climate items are presented in Table 3. The student questionnaire overall covers 41 school climate questions concerning school climate in addition to descriptive statistics for gender and ESCS as demographic variables of interest and PVMMATH, PVMSCIE, PVMREAD as outcome variables.
RQ1. Prominent student school climate factors in Kazakhstan‌ According to students’ responses on school climate, the following ideas can be presented. It was found out that Kazakhstani students generally tend to obey the teacher and that there is generally not much noise and disarrangement in the classroom. Additionally, teachers did not seem to wait a lot to create a calm environment and students do not seem to face issues with working well and engaging once the lesson begins. Since the lessons are not usually disrupted by the students, this category of school climate appears to be quite sound in comparison with international averages, where classroom disruption likely to be administered three times more (OECD, 2019a). The level of reported teacher support also tended to be quite positive, which means teachers tend to show sympathy for every student’s learning and give additional assistance to students when needed. Students state that teachers support their learning and proceed with teaching until students’ full comprehension. Overall, teachers were found to be supportive, and students were satisfied with their teachers’ assistance. The majority of students claim that their parents are also supportive of their educational attempts and accomplishments. Parents were found to be supportive when students face difficulties at school. Furthermore, students claim that their parents support them to be more confident. Furthermore, most students found their teacher to appreciate them. Students felt they were inspired by the enthusiasm of their teachers. Students also state teachers tend to have both love for the topic of the lesson and teaching. However, the students did not value competition very highly. When compared with cooperation, which is usually linked and correlated with competition, cooperation was valued more. Attendance seemed to cause twice more issues for Kazakhstani students than to other OECD countries, but arriving late to school did not show much difference (OECD, 2019a). Furthermore, student safety seems to cause some problems. The issues such as mockery, threatening, destroying or taking away belongings, and hitting or pushing were reported several times a year. Though the results did not reveal an abundance of student bullying, it can be concluded that being bullied several times a year is common for the regular student. As for the anti-bullying attitude, students stated they generally feel irritated to see the suffering of bullied students and like...

Related to RQ1

  • DS0s The following COCI are available: Voice Grade, Digital Data and ISDN.

  • Adjustment of Minimum Quarterly Distribution and Target Distribution Levels (a) The Minimum Quarterly Distribution, First Target Distribution, Second Target Distribution, Third Target Distribution, Common Unit Arrearages and Cumulative Common Unit Arrearages shall be proportionately adjusted in the event of any distribution, combination or subdivision (whether effected by a distribution payable in Units or otherwise) of Units or other Partnership Securities in accordance with Section 5.10. In the event of a distribution of Available Cash that is deemed to be from Capital Surplus, the then applicable Minimum Quarterly Distribution, First Target Distribution, Second Target Distribution and Third Target Distribution, shall be adjusted proportionately downward to equal the product obtained by multiplying the otherwise applicable Minimum Quarterly Distribution, First Target Distribution, Second Target Distribution and Third Target Distribution, as the case may be, by a fraction of which the numerator is the Unrecovered Capital of the Common Units immediately after giving effect to such distribution and of which the denominator is the Unrecovered Capital of the Common Units immediately prior to giving effect to such distribution.

  • Contract Year A twelve (12) month period during the term of the Agreement commencing on the Effective Date and each anniversary thereof.

  • Year 2000 The Borrower has made a full and complete assessment of the Year 2000 Issues and has a realistic and achievable program for remediating the Year 2000 Issues on a timely basis (the "Year 2000 Program"). Based on such assessment and on the Year 2000 Program the Borrower does not reasonably anticipate that Year 2000 Issues will have a Material Adverse Effect.

  • Calendar Year Calendar Year" for the purposes of this Agreement shall mean the twelve (12) month period from January 1st to December 31st, inclusive.

  • Xxxx The word "XXXX" means the Superfund Amendments and Reauthorization Act of 1986 as now or hereafter amended.

  • Salary Packaging In compliance with the Catholic Education Commission of Western Australia’s policy statement, salary packaging shall be available to employees.

  • Salary Scale The salary scale applicable to Employees shall be set out hereinafter in the Wage Schedule.

  • Annual Discretionary Bonus Effective as of the Effective Date, the Executive will be eligible to earn an annual performance bonus of up to 40% of the Executive’s Base Salary (the “Target Bonus”), based upon the Board’s assessment of the Executive’s performance and the Company’s attainment of targeted goals as set by the Board in its sole discretion. To the extent the Executive’s Base Salary and/or target bonus percentage of Base Salary is changed during the year to which the performance bonus relates, the Target Bonus shall be calculated based on base salary actually paid during such year (and not solely on the Executive’s Base Salary at the end of such year) and shall apply the initial target bonus percentage of Base Salary and the revised target bonus percentage of Base Salary based on the portion of the year during which each was in effect. The Board may determine to provide the bonus in the form of cash, equity award(s), or a combination of cash and equity. Following the close of each calendar year, the Board will determine whether the Executive has earned a performance bonus, and the amount of any performance bonus, based on the set criteria. No amount of the annual bonus is guaranteed, and the Executive must be an employee in good standing on the date of payment in order to be eligible for any annual bonus, except as specifically set forth below. The annual performance bonus, if earned, will be paid by no later than March 15 of the calendar year after the year to which it relates. The Executive’s bonus eligibility will be reviewed on an annual or more frequent basis by the Board and is subject to change in the discretion of the Board.

  • Annual Salary Review In December of each year throughout the TERM, the annual salary of the EMPLOYEE shall be reviewed by the Boards of Directors of the EMPLOYERS and shall be set, effective January l of the following year, at an amount not less than $106,500, based upon the EMPLOYEE'S individual performance and the overall profitability and financial condition of the EMPLOYERS (hereinafter referred to as the "ANNUAL REVIEW"). The results of the ANNUAL REVIEW shall be reflected in the minutes of the Boards of Directors of the EMPLOYERS.

Time is Money Join Law Insider Premium to draft better contracts faster.