Boulder County Public Health (BCPH) is a public organization that has five divisions with over 200 employees responsible for delivering numerous programs to the community, which protect and prevent individuals from harmful diseases (Boulder County, 2011). Their mission is: “Boulder County Public Health shall protect, promote, and enhance the health and well-being of all people and the environment in Boulder County (Boulder County, 2011, ¶ 1).” In an effort to standardize the employee evaluation system across all five divisions, the organization developed a standard performance management system in 2005. According to Aguinis, there are fourteen characteristics that form an ideal performance management system and Boulder County Public Health’s performance management system will be evaluated to see which of these characteristics their system has.
Characteristics of an Ideal Performance Management (PM) System
Although there are fourteen characteristics of an ideal PM system, they are not all likely to present in any one system. However, according to Aguinis (2009), systems that have more of these characteristics are usually more successful. After reviewing BCPH’s system, they only have three of the characteristics and have only some of the aspects of two other characteristics that Aguinis describes (2009). The characteristics that their PM system has are strategic congruence, thoroughness and inclusiveness. In addition, their system has some portions of practicality, meaningfulness and reliability. However, there are several of the fourteen characteristic that are missing and two of these are acceptability/fairness and standardization.
Boulder County Public Health’s PM System
Since Boulder County Public Health’s PM system...
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...gement systems and the ones that have more of the fourteen characteristics are more likely to be successful in furthering the organization’s objectives (Aguinis, 2009). According to Winkler (2007), organizations need to improve their employee appraisal system and are moving towards PM systems since a performance-management system is not about controlling individuals; rather it focuses on improving overall performance (Bowes, 2009). According to Bowes (2009), this ensures that employees are doing the right tasks and that the organization has effective support in place to assist individuals. Boulder County Public Health has started to move away from just conducting employee appraisals, which is a step in the right direction. However, there is still significant work that must be done to make their system effective and perceived as fair and equitable by all staff.
Nerenz, D. R. & Neil, N. (2001). Performance measures for health care systems. Commissioned paper for the center for Health management research. [PDF document]. Retrieved from Systemswww.hret.org/chmr/resources/cp19b.pdf
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,
Investigators must ensure the integrity of all evidence collected, analyzed, processed and presented to a courtroom and jury. The reason that this is important is because the improper collection and analysis of evidence can lead to compromised data and potential damage to a prosecution. The seizure and analysis of digital evidence can be particularly challenging but is just as critical to a case as physical evidence. There are specific procedures that must be met to ensure the successful collection and analysis of digital media and guidelines or best practices for collection of all evidence, both physical and digital that must be followed. Conducting the proper steps in an investigation regarding the collection and processing of evidence and the proper chain of custody requirements can ensure a successful outcome in solving a case and a successful prosecution.
One of the most important aspects of studying a history of a place is why that place came into existence in the first place. The FBI's Regional Computer Forensics Laboratories are perhaps not a terribly well-known entity within the general public, yet they play an essential part in both our justice system, and our everyday lives. So this begs the question, why would a laboratory centered strictly around computers, even more specifically the forensics around computers, come to be in an age where certainly all major government establishments have, and are familiar with, computers and the technology associated within them. These are a few of the questions that will be answered throughout this research paper, along with an analysis of where they are today, and where it appears the future of these labs will take them.
The overall goal of performance management is to ensure that an organization and its subsystems (processes, departments, teams, etc.), are optimally working together to achieve the results desired by the organization. Performance management has a wide variety of applications including measuring the leader performance, such as, staff performance, business performance, or in health care, health outcome performance measures. To manage and measure performance of leaders are directed to the organizational strategic goals and mission. The primary reason to measure and manage performance of leaders is to drive quality improvement. The Clinical performance of a leader are derived from evidence-based clinical guidelines and measurement allows an evaluation of an important outcome of care for patients, and it is a proxy to understand the effectiveness of the underlying systems of care. Just as there are evidence-based care guidelines for many conditions, there also are established measures that indicate how leaders has effectively guidelines and has translated to
When you look at the history of General Motors, you will find a long, rich heritage. General Motors came into existence in 1908 when it was founded by William "Billy" Durant. At that time Buick Motor Company was a member of GM. over the years GM would acquire more than 20 companies, to include Opel, Chevrolet, Cadillac, Pontiac, and Oldsmobile. By the 1960's through 1979 was known as a revolution period for General Motors. Everyone was focusing on environmental concerns, increased prices of gasoline lead to the unprecedented downsizing of vehicles. The smaller cars lead to one the largest re-engineering program ever taken in the industry. By 1973, General Motors was the first to offer an air bag in a production car.
At its most fundamental core, quality improvement of healthcare services and resources requires disciplined attention to the measurement, monitoring, and reporting of system performance (Drake, Harris, Watson, & Pohlner, 2011; Jones, 2010; Kennedy, Caselli, & Berry, 2011). Research points to performance measurement as a significant factor in enabling strategic planning processes and achievement of performance goals (Tapinos, Dyson & Meadows, 2005). Thus, without a system of measurement that accounts for the performance behaviors of healthcare professionals, managers and administrative employees, quality improvement remains a visionary abstraction (de Waal, 2004).
Finally, the timing of appraisals could be rectified by implementing quarterly performance appraisal instead of annual ones. Having managers meet with employees more frequently may enhance individual performance by giving employees the feedback they need to improve. Also, increased appraisal may result in more accurate evaluations because it is easier to recall specific performance indicators after 3 months versus after 12
“Using PM System doesn’t improve the performance of an organization. PM system incorporates of not only evaluating performance appraisals but also rewards. As quoted by Sheridan (2009) and Latham (2005), “the cultural maturation of performance based can take decades to implement and requires the organizations to allocate the required resources”. Technology plays a pivotal role in future of PM systems where e-monitoring of performance of employees in Hilton and other entities respectively can change the evolution of performance management thus bringing necessary and important changes to stay competitive in the market as well increasing an individual’s productivity in the company (Sheridan & Latham, 2005)”.
In conclusion, computer crimes have increased in the recent past because of the proliferation of these devices due to technological advancements. This has in turn contributed to the emergence of computer forensics, which involves the use of various processes and tools to gather evidence that is admissible in a court. There are various types of computer forensic tools or programs with different features, costs, and areas of effectiveness. Similarly, there are various computer experts for various computer crime scenarios. Since these experts are only suitable for varying computer crime scenarios, the hourly costs of hiring them differ based on the specific details of the case.
Jules, P, & Holzer ,M. (2001). Promoting the Utilization of PerformanceMeasures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation. Public Administration Review, 61 (6): 693 – 708.
Performance appraisal is perceived by most as a tool to reward or penalize employees for their good or bad work respectively by the end of a year. This notion is a challenge in itself to deal with. The whole exercise becomes dull for both supervisors and their subordinates and they tend to look at it as an additional responsibility which they have to finish. In the end, there is little or no value addition for either the employee or the organization. There are, however, better ways of looking at and conducting performance appraisals. It can give much needed feedback to both performers and laggards to improve upon and if done properly can even boost their motivation. More importantly, they provide a chance to employees to have a say in their goal setting and thus aligning it with the departmental and organizational goals. Also, the process itself has a value in team making.
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
The performance method can be used to evaluate the effectiveness of employee at work through performance appraisals
...organizational annual pay and grading reviews, Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.