Weaknesses of each practise:
Recruitment and selection
The Toronto Public Service (TPS) Recruitment Strategy focuses on recruiting and retaining a high performing skilled and diverse workforce. The strategy focuses on securing talented and committed people to deliver high quality public services and programs. Depending on the skills the organization is looking for it can either recruit internally or externally. Either way there are some weaknesses associated with each channel. If an organization decides to recruit internally that limits the talents available, discourages competition since existing workers don’t have to worry about their jobs going to more competent candidates from outside organizations. Stagnation of skills is another issue
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The city of Toronto uses it as a tool to help non-union-staff and managers work together to develop realistic work plans. The city’s goal/commitment is to build a strong, diverse, productive and engaged public service and to make that true the city provides employees with opportunities to grow and develop full careers and contribute through their daily work in serving the city. Although the process helps staff to contribute to their division 's goals and those of the City as a whole and ensures that the work is in line with the mission, values and ethics of the Toronto Public Service, it also has weaknesses, one of them being biases (Advantages and Disadvantages of Performance Management, 2015). Since managers are human they could make errors when assessing employee behavior and writing performance appraisal documents. These biases can give employees unfair advantages/disadvantages over others and it is important to know that they are reflective of the manager’s unconscious biases towards the employees, so as to prevent conflict. Discouragement is another weakness that can come from the process (Advantages and Disadvantages of Performance Management, 2015). This is because some managers may focus more on the issues that need to be corrected and forget to mention the positive things the employees do. To prevent this, managers should make sure the
The municipal restructuring in Ontario from 1996 to 1999, whether voluntary or involuntary, was the most comprehensive process of municipal reforms since the Baldwin Act of 1849 (Frisken 30). After the election of Harris’ Conservative government in 1995, municipal reform took on a life of its own as it was followed with substantial activity between 1996 and 1999 (Sancton 135-56). This research paper looks to categorize, describe and evaluate the substantial activity that took place between the province and its municipal subordinates. While other papers have argued whether the change of the fiscal relationship was to benefit the province or if the structure of local government had simply become outdated, the issues of why the reforms occurred is not the focus of this research. However, what this paper will evaluate is whether the substantial activity made any long-term changes in the system by outlining the numerous reforms and examining their impact. This paper will begin by assessing the financial reform, which was the starting point for more extensive changes, followed by functional, structural and legislative reforms during 1996 to 1999.
The Toronto Transit Commission (TTC) is not the best method of transportation in the city of Toronto, because it’s unreliable, inconvenient, and unsanitary. First of all, the TTC is unreliable because of many delays. The TTC buses often come late and there are many subway breakdowns and signal problems. These problems can cause longer wait times and result in the rider being late. Additionally, the TTC is inconvenient because it is difficult for the rider to get to his or her destination without a few transfers. In addition, there are very few direct routes and limited area coverage. For example, there are some areas where passengers have to walk long distances just to get to the bus stop. These problems can result in many transfers and cause
After tracing the evolution of the provincial-local financial relationship in Canada it has become apparent that the trend, throughout history, has been towards greater Provincial control and in turn less fiscal autonomy for the municipality. There has been an increase (due to demand as well as downloading from the provinces) in the functions and responsibilities of the municipality, as well as the cost of these functions, and a decrease in fiscal resources and revenue sources.
Miller, C. E., & Thornton, C. L. (2006). How Accurate Are Your Performance Appraisals? Public Personnel Management, 35(2), 153-162.
Rob Ford: Toronto Finally Knows the Truth is a very biased article written by John Cruickshank, published by the Toronto Star on Friday November 1st of 2013, about then mayor of Toronto, Rob Ford, who has since passed away. The article writes of the dispute between Ford and the Star's journalists, and of the allegations against Ford stating that he has been spotted smoking cocaine and expressing homophobic and racist statements. The article is quick to remind the readers in every opportunity, of the evil, Ford, and the good, The journalists. It writes of Ford and his brother asking their supporters to cancel their subscription of the Star, because of their belief that the Star's form of journalism is "unethical". It mentions Mr. Ford's "drug
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,
There is an array of key components and factors involved in making an organization a successful business. One of those elements consists on evaluating employee’s performance; this sole component is critical in determining how effective is the organization’s productivity and which are the necessary steps to ensure proper functioning. “The performance appraisal may be one of the few times during the year where an employee and the reviewer, typically the employee's supervisor, can sit down and have a lengthy face-to-face discussion about all aspects of the job” (Joseph, 2016). Employees’ performance assessment serves as an instrument to gather important information as to which areas of the job description are being performed according to standards
Resources, D. H. (2013, November 19). Recruitment and Selection Policy. Retrieved from The University Of Sydney: http://sydney.edu.au/policies/showdoc.aspx?recnum=PDOC2011/120&RendNum=0
Toronto city is one of the world’s most cosmopolitan, diverse and tolerant cities and is consistently ranked as one of the best cities to live in terms of life quality. Toronto located on the northwestern shores of Lake Ontario in the Southern Ontario district is home to more than 2.5 million residents. This Canadian city is unique melting pot of diverse cultural and ethnical immigrants from all over the world. The city is renowned for its high quality of life, economic and financial position and as an important socio-cultural center of North America.
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.
Many employees lose motivation if not considered deserving of merit rewards, which directly affect performance. Employee’s say the criteria used to measure performance is highly subjective and unfair. Consequently, favoritism when rating employees can create major problems within an organization. This makes other employees unmotivated; they feel insignificant, causing low morale, because no matter how high they perform, they never meet the standards. Unmotivated employees produce less and do not substantially contribute to the organization. The inconsistencies with the appraisal system used for merit pay causes a higher degree of employee conflict, which directly affects productivity. Often personal goals may become more important than team goals, which is not beneficial to the company and affects team unity. Developing an accurate performance appraisal system where assessors are properly trained and objectives are clearly spelled out and discussed with employees can alleviate many
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its
Clifford, J. P. (1994). Job Analysis: Why do it, and how should it be done? Public Personnel Management. Volume 23. Pp. 321-340.
You ever wonder how the government goes about choosing candidates for specific agencies in the government? Well that’s what public personnel administration is for. Public personnel administration can be defined as the totality of government organization, policies, procedures and processes used to match the needs of public agencies with the people who staff those agencies. It is a branch of human resource management that is concerned with the acquisition, development, utilization, and compensation of a public organization’s workforce. The term includes three key words in which each has their own specific meanings. First, "public" refers to regional and local governmental agencies as well as non-profit ones. "Personnel" refers to both employees of an organization and to the function and administrative unit that is responsible for hiring. "Administration" refers to the way human resources manages public organizations in an effective and efficient way that helps the organization reach its many objectives and goals.