Our Session Long Project (SLP) for Module 1 transforms the evaluation essay into a job evaluation. The type of job evaluation used in this SLP identifies the responsibilities of the job and bases the individual’s performance on these responsibilities. What does this mean to the employee; it means that if they understand the responsibilities of their job they are better able to perform it to the satisfaction of the evaluator. However employees who are not informed of their responsibilities can invalidate your evaluation process very quickly and wreck havoc in any organization.
During this time frame every year, as an E-9 Senior Enlisted Hospital Corpsman I am responsible for writing performance evaluations and counseling all of my E-8 and E-7 personnel on their completed evaluation. At the mid-point of the yearly evaluation cycle I conduct a formal interim performance review to discuss strengths and weaknesses of the individuals as they relate to the scope of their job. The interim performance review combined with the individuals input and my observations using the cause and effect pattern of organization enable me to complete anywhere from 10 to 25 equitably ranked job evaluations (Friedlander, n.d.). Below is the evaluation for my top Chief Petty Officer Hospital Corpsman (HMC) performer, Chief John Jones, Manpower Analyst.
Responsibilities of the Job
The position of Chief Petty Officer Hospital Corpsman (HMC) Manpower Analyst is located within Bureau of Medicine and Surgery (BUMED), Director Total Force (M-1) under supervisory control of the Director, Military Manpower (M-12). Functions as medical administrative staff member at the Headquarters of Navy Medicine. Reviews the mission requirements, structure, and wor...
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... 1610.10 series, 2011). There are a multitude of sample job performance evaluation available today and by review a variety eventually you will be able to find or tailor one that meets your needs.
References
BUPERSINST 1610.10 series. (2011). Navy Performance Evaluation System. Navy Personnel Command website. Retrieved July 19, 2011 from http://www.public.navy.mil/bupers-npc/reference/instructions/BUPERSInstructions/Pages/default.aspx.
Friedlander, J. (n.d.). Principles of Organization. Guide to Grammar & Writing website. Retrieved July 17, 2011, from http://grammar.ccc.commnet.edu/grammar/composition/organization.htm.
Human Resource Management Buffalo State College. (2003). Sample End-of-Year Evaluation. Buffalo State, State University of New York website. Retrieved July 19, 2011 from http://www.buffalostate.edu/offices/hr/pepds/sample_ey.asp.
Career counselors fill extremely demanding positions requiring an unusual amount of effort to accomplish their mission. The Table of Distribution (TDA) only allows one career counselor position, in every Battalion. The amount of personnel fluctuates between 300-800 Soldiers. As identified above MOS 79S, is currently experiencing a shortage causing an additional workload within a small team of NCOs adding additional stress to an already demanding position. The unique skill set a career counselor possesses are different from any other MOS. Career counselors utilize an automated system called RETAIN. Once a career counselor successfully graduates from the basic career counselor course, they receive access to RETAIN. HQDA and HRC both monitor this system. Only those authorized personnel career counselors have access to this automated system. While a unit can assign an additional duty reenlistment, Noncommissioned officer (NCO) to fill the position they will not have access to
Miller, C. E., & Thornton, C. L. (2006). How Accurate Are Your Performance Appraisals? Public Personnel Management, 35(2), 153-162.
Williamson, S. (1999). A Description of the US Enlisted Personnel Promotion System (p. 25). Washington D.C.
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.
One aspect of the advancement process that should be changed is the evaluation program. Navy evaluations are based on several characteristics such as job performance, collateral duties, college courses taken, plus several other items. I want to focus on one specific aspect of this process, the collateral duties. These duties are secondary duties that an individual would volunteer for or would be told to do. The collateral duties can range from being a divisional mail clerk to the command ESWS coordinator. For a lot of people, these duties usually interfere with a person’s primary job, which results in work being handed down to a less fortunate individual. Sometimes these jobs require a person to dedicate up to fifty percent of their day to complete these tasks. Furthermore the process of fulfilling these duties can adversely affect a person’s ability to dedicate time and energy to learn and perfect their primary job. Some people receive better evaluations because they have more collateral duties than another sailor. Does having more of something mean they are better prepared to be a leader? This is one bullet on the evaluation form that needs to be part of the process change.
The performance assessment and appraisal forms are crucial within the performance management system (Aguinis, 2014). However, the appraisal form within the case study provided is designed for the supervisor’s use thus missing one vital factor throughout the entire process, employee participation. Thus, questioning the validity and reliability of the process. This is especially concerning as the bottom 10 per cent of employees are being fired and the top 20 per cent are being rewarded with $5,000.00 based on what their supervisor records on the form without consultation with employees. Thus, supervisors may not provide accurate scores as they do not have to justify their responses (Aguinis,
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
Kaufman, Roger and Keller, John M. "Levels of Evaluation: Beyond Kirkpatrick." Human Resources Development Quarterly, v5 n4 p371-380, Win 1994.
Job analysis helps determined selection criterion that is both legal and practical for the selection process. This process also aids in identifying and detailing competencies needed to perform the job as well as any gaps that exist between those competencies and incumbent performance, this is crucial information for training and development. The identifying of concrete standards and cataloging evaluation criteria is another use for job analysis, this can potentially aid with employee appraisals. Lastly, job analysis is critical in making reasonable accommodations for those individuals who are disabled and in the redesigning jobs
In every business organization, employees have to play a vital role in determining its survival. (Rusli Ahmad, 2007 cited by Ahmad & Bujang, 2013)The employees are the most important assets for organization. Therefore, most of the organizations are comprehensive using performance appraisal to review and evaluation the performance of employees. According to Swanepoel et al. (2000), performance appraisal is a formal systematic process of identifying, observing, measuring, recording and developing the job-relevant strengths and weaknesses of employees. (Cited by Esfahani and Abzari et al, 2014) Performance appraisal is a results of employees in how well they performing within the organization. For example, they have joining and success in certain project of organization. Performance appraisal also is a process within the overall performance management process. (Dowling & et al, 1999, cited by Jafari, Bourouni & et al, 2009) The performance management process is including organizational objectives, day to day performance, professional development, rewards and incentives.
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
The first part of this week’s assignment was to look was to interview a manager/leader that we admire and seek their insight on management. But before we discuss the interview let me introduce you to who I selected as my interview subject. Chief Master Sergeant Smith is the Chief Enlisted Manager of the 235th Operations Group, 15th Wing, Air Combat Command. The group consists of an HC-130 squadron, an HH-60 squadron, an operations support squadron, and a Guardian Angel squadron (paramedics that parachute into bad places). He is responsible for matters concerning the health, welfare, morale, professional development, utilization and combat readiness of more than 400 military and 50 civilian personnel. Additionally, he advises the commander on operational matters, enlisted issues, unit standards, planning, programming and mission readiness. Chief Master Sergeant Smith entered the Air Force in October 1993. After completing basic military training, he graduated from technical school as a Pararescueman in 1995. His assignments include bases in Japan, Kentucky, New Mexico and Georgia. He has also deployed numerous times in support o...
Organization is a group of people brought to gather to achieve specific goals. Goals can be achieved if team member are performing well. Performance is the results of activities given to the employees in an organization to be achieved within specific period of time. Evaluating the current performance of employees against past performances and organizational standards is known as Performance Appraisal (Dessler, 2005). Furthermore performance appraisal helps the company know how individual employees are performing and how to improve their performance thus improving the performance of the company (Grubb, 2007). A performance appraisal is propose in which the performance management system in an organizations set work goals, determine performance standards, provide performance feedback, determine training and development needs and distribute rewards as well as evaluating an employee’s job performance during a period of time. The performance of team member is much more than appraising individuals’ works, it is managing the business, so the performance of an employee is influences by the performance of an organization. It is target to achieve the best results for the planned strategic by managing activities of employees. There are many different opinions on the performance appraisals, some organizations do performance appraisals without any aim just follow others., where some organizations do performance appraisals to make sure they have a record of a piece of paper in the employee’s file – they are careless about do corrective action. But successful organizations understand the importance of combining performance appraisals into their performance management process and strategy plan as the success of any organizatio...
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