This essay is to discuss the appraisal process for the City Manager position at the City of Wellington, Kansas. The performance of an organization's employees is the key to the delivery of quality service in both public and nonprofit agencies (Ch. 10, Pynes). The performance evaluation is a critical component to ensure all levels of the organization are working optimally to achieve the desired output of the whole (Ch. 10, Pynes). It is important to understand the duties of the position being evaluated so that criteria of the evaluation are directly related to the duties and control of that position. In the case of the Wellington City Manager, it is important to have a base knowledge of the overall structure of the City and the local government. The City of Wellington is similar to many other communities across the nation. The City Manager provides direction and oversight to all municipal operations. Wellington is a small local government municipality with a 120 current full-time employees. In addition to the standard city services like police, fire, and emergency medical services; electric and water utilities are also offered. The City Manager’s oversight is based on the direction of the City Council and both State and Federal laws (3A, “Wellington Budget”). The Council in Wellington consists of six elected Council members and a Mayor who set the local policies. This policy becomes the responsibility of the City Manager and is used to guide organizational decisions and employees.
There are many central responsibilities and KSAOCs for a City Manager position. Pynes refers to these as knowledge, skills, abilities, and other characteristics, abbreviated as KSAOCs, needed to perform the duties of the position (Ch. 6, Pynes). The ...
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...rn, this is the time to put a plan in place to make a change. This could be restructuring the entire evaluation process or seeking educational opportunities for those in need. For decades evaluations have been so tied to monetary compensation for the employee that the organization has lost sight of the opportunity for change and development that they present.
Works Cited
“2014 City of Wellington Budget - The City of Wellington.” 2014. Web. 12 Feb. 2014.
Witt, Stephanie and W. David Patton. Human Resource Management in Local Government: An Essential Guide. 2nd ed. Washington, D.C.: International City/County Management Association, 2004.
Pynes, Joan. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. 4th ed. San Francisco: Jossey-Bass, 2013. Kindle.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Many nursing experts believe that evaluation is the most crucial part of employee development. Debate the pros and cons of this statement and decide whether the statement is true. If it is not true, then what constitutes the most important part of employee development?
The first competence is to be creative and innovational. The new city manager should provide new insight. He or she will need to have the confidence to question socially accepted approaches and encourage new ideas, as well as implement new or advanced programs and process. The new methods, procedures, and approaches having city-wide impact. Create new performance management evaluation that will measure staff performance is aligned with the city’s vision.
...s continually asked are “How can we make that experience more available to more people? How can we make it better for people?” (Liedtka & Salzman, 2009, p. 9) In answering these question leads back to the evaluation strategy O’Neil developed to bring about lasting change.
During the final stage broadening the perspective, the APN is starting to settle in in his/her new role, the NP experiences realistic expectations and a feeling that they are competent. During this phase, I will focus on identifying my strengths and work on strengthening them further. I will do this by seeking for biannual and annual evaluations from management/administrator. I plan on making changes in my work environment in order to increase the care delivery system.12
Not only does The Francis Report call for more compassionate care, but it also states that stronger leadership is required of all ward nurse managers. It also insists on a change with regards to the appraisal and support system for nurses. This appraisal system is a means of assessing the performance of nurses so that any shortcomings can be corrected through methods such as training and transfer. On the other hand, a positive assessment is to be rewarded by promotion.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
In an effort to gain a working understanding of the Human Resources field, I chose to interview the Director of Human Resources for an organization in Miami, Florida. What I learned goes far beyond any classroom or textbook instruction. It is clear; the field of Human Resources will never be static, as society, technology, and legal environments change, so will the field of Human Resources.
...r pillars of public administration are equally important in the process of public administration and complement one another in the provision of quality public service. When public administrators have economy in mind they focus on the best combination of available resources to provide optimum public service. To ensure that public service is not limited to only a section of the public, the issue of equity is taken into consideration so that public interest is realized. Efficiency and effectiveness additionally go hand in hand in ensuring that allocated resources are used in the best possible manner to attain set goals. Thus whereas the first three public administration pillars – Economy, efficiency and effectiveness are concerned with how public service is provided the fourth and most recent addition (Equity) concerns with for whom public service is provided.
This report intends to gain an understanding of a manager’s job on a day-to-day basis. It will analyse the duties and responsibilities of Blair Bowcott who is the general manager performance at the Hamilton City Council. The information used to write this report derives from an interview that took place on the 29th March 2014. The report will examine the position of the aforementioned manager, as well as depict the organisation he works for. Secondly, we will explain the roles and responsibilities of Blair’s job. Subsequent to this, an investigation of the difficulties and challenges will be followed by the highlights of his job. Finally, a description of the key aspects that stood out to us as a group will follow.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective