Personnel Evaluation

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Personnel Evaluation Personnel evaluation systems can vary from state to state or even between state agencies in the same state. The state of North Carolina has one personnel evaluation policy with some listed exceptions in the North Carolina General Statutes. The purpose of this paper is to compare and contrast the personnel evaluation systems for three state agencies, describe four challenges public managers face in the implementation of personnel evaluation systems, analyze, and summarize four factors for executing public personnel evaluation systems. Compare and Contrast Three State Agencies While the North Carolina State Board of Education, UNC Board of Governors, and the North Carolina Department of Administration must comply with North Carolina General Statutes 115 and 126, the statutes allow them discretionary rights as administrators of education, healthcare, and public safety personnel with varying needs, such as certifications and professional development. Additionally, all three agencies have a requirement for supervisors and employees to establish an initial work or action plan with the first month of employment. Additionally, all three agencies require employee notification of appeal rights. Furthermore, each agency requires an initial meeting, a mid-year review, and an annual appraisal. However, for all their similarities they vary in performance assessment components. For example, the North Carolina Department of Administration has a behavioral trait component, require coaching and reinforcement, and handwritten narrative summary. While the North Carolina State Board of Education requires a professional development evaluation, teacher work condition survey, artifact submission, individual growth pl... ... middle of paper ... ... 28(3), 205-221. doi:10.1177/0734371X08319286 Haga, B. I., Richman, R., & Leavitt, W. (2010). System failure: Implementing pay for performance in the department of defense's national security personnel system. Public Personnel Management, 39(3), 211-230. London, M., Mone, E. M., & Scott, J. C. (2004). Performance management and assessment: Methods for improved rater accuracy and employee goal setting. Human Resource Management, 43(4), 319-336. doi:10.1002/hrm.20027 Mothersell, W. M., Moore, M. L., Ford, J. K., & Farrell, J. (2008). Revitalizing human resources management in state government: Moving from transactional to transformational hr professionals in the state of michigan. Public Personnel Management, 37(1), 77-97. Pynes, J. E. (2004). The implementation of workforce and succession planning in the public sector. Public Personnel Management, 33(4), 389-404.

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