Effective Management of Educators and Education Personel as the Foundation of Quality Education

Epi Fitria Sumiati (2259100063), S2 Manajemen Pendidikan Islam UIN Sunan Gunung Djati Bandung

Education is often seen as the backbone of national development, and its success highly depends on the quality of human resources working within it. Among all the components of education, educators and education personnel (PTK) hold the most strategic role, since they directly influence the learning process and institutional progress. Therefore, the management of PTK should not merely be seen as a technical procedure but as a vital system that ensures the right people are placed in the right positions, supported, motivated, and developed in line with educational goals. Without effective PTK management, the dream of achieving quality education will remain unfulfilled.
The first reason why PTK management is essential lies in its role as a subsystem of Human Resource Management (HRM). As stated in the module, PTK management involves staffing, training, compensation, and professional development. These functions aim to ensure that every educator is not only recruited based on competence but also continuously supported to perform better. For example, effective recruitment and selection guarantee that schools acquire teachers with the right qualifications and attitudes. At the same time, training and continuous professional development allow them to adapt to changes in curriculum and educational standards. Without this systemic approach, schools may fail to nurture teachers who can respond to the challenges of globalization and digital transformation in education.
Furthermore, PTK management strengthens accountability and sustainability in education. According to the framework of educational management, educators and personnel should be regulated from the moment they enter the institution until their retirement. This process covers planning, recruitment, placement, evaluation, and even termination. Such a comprehensive approach ensures transparency and fairness in career development, preventing favoritism or mismanagement. More importantly, it creates a sense of security for teachers, motivating them to stay committed to their profession. For instance, fair compensation and recognition systems encourage teachers to innovate, while weak management often results in high turnover, which harms the continuity of educational programs.
Finally, the effective management of PTK is a determinant of the overall quality of education. Educators are not just employees; they are the driving force behind student achievement and institutional reputation. The law on National Education states that teachers, lecturers, and education staff are vital assets that cannot be replaced by technology. Even the most advanced tools or facilities will be meaningless without skilled, motivated, and professional educators. Thus, managing PTK is not a bureaucratic burden but an investment in the future of the nation. Institutions that prioritize structured PTK management through career development programs, mentorship, and continuous evaluationtend to produce graduates who are competitive in both national and global contexts.

Conclusion
In conclusion, the management of educators and education personnel is the cornerstone of quality education. Through systematic processes of planning, recruitment, training, compensation, and development, institutions can ensure that their human resources contribute optimally to educational goals. Neglecting PTK management would risk stagnation and decline in educational quality, while strengthening it would secure sustainability, innovation, and excellence. Therefore, policymakers, institutions, and society must regard PTK management as a strategic priority, for it directly shapes the future of education and the nation itself.