Public Administration Skills and Procedures: Training and Appraisals Term Paper

Excerpt from Term Paper :

Public Administration

Trainings and Appraisals

The following will be an examination of public administration processes and skills. A question will be presented and the answer will be in the form of an analysis. The situation itself will be looked at in terms of paradoxes of freedoms and needs and from an organizational and training perspective.

One book that generates these concepts is Human Resource Management in Public Service: Paradoxes, Processes, and Problems. It provides challenging and detailed handling of the multifaceted concerns and matters of administration in the public sector, from both worker and decision-making perspectives. It deliberates the matters, clarifies how they come about, and proposes what exactly can be undertaken regarding them. It goes on to provide contradictory viewpoints concerning the characteristic challenges in addition to the exclusive political and legal setting of the public sector administration within which they occur (Bowman, Berman, West, and Van Wart, 2012). The book encompasses all of the phases of the hiring procedure comprising of employment, collection, teaching, lawful privileges and accountabilities, reimbursement, and assessment.

Training to be provided

Training is an imperative aspect for each and every organization. When an organization properly invests in training for the personnel as well as the managers it can have both a negative and positive impact on the performance of the workforces. This influence of the company training on the performance of the personnel is reliant on how the training is executed and the approach or method that is used (Lorette). The main objective of training within the organization is to equip the employees with the skills and proficiencies that are necessary to the general improvement and development of the business. Fundamentally, personnel that are trained can be of assistance to the organization in attaining and realizing products and services that are of high quality in an efficient and timely manner. A labor force that is highly skilled is able to offer enhanced and superior customer service and have extensive and productive consumer engagement spells. When a company places investment in training its workers, they gain a sense of worthiness and value to the company. This in turn makes the employees to become more loyal and dedicated to the organization (Lorette). By gaining a sense of loyalty and devotion, the personnel become more enthusiastic and are more eager to work harder and for longer periods so as to ensure that the business is successful and productive.

In addition, training within an organization offers the employees to have a sense of liberation and empowerment. This form of liberation makes the employees inclined to undertake whatever it takes to ensure that the job is done and completed in an effective manner. In general, trained personnel have a tendency of benefiting not only their professional careers but also the company that they work for. The aspect of training for an organization, whether a large or small company, is most valuable and constructive when the company continues to be in operation (Lorette). Regardless of whether a company undertakes training through official workshops, courses or even every day training prospects, the level of expertise as well as work product of the personnel can be increased by executing ongoing training determinations. This facilitates the individual workers to be able to increase their work productivity and also develop their individual careers and at the same time increase the total revenue and profit of the organization (Lorette).

So what type of training should David receive?

Positive feedback is imperative to the development and progression of careers, satisfaction of personnel, and also the retention and the motivation levels of the employees. It is imperative for employee feedback to be handed out in a frequent manner as much as possible. This is not just through formal channels such as the performance reviews undertaken at the end of the year, but also through informal channels by means of constant discussions and tutoring (Mobley, 2011). Managers ought to make the most of the chance of motivating their personnel or staff by commending and acclaiming them when the workers undertake a good job or offer explanation when the employees do not do a satisfactory job and clearly reveal it to them and how they ought to undertake such tasks. On the other hand, it can be deemed frustrating and infuriating when an employee is informed that he or she has been undertaking unsatisfactory work for almost six months and be relayed such information during the annual performance review having not been given any alert (Mobley, 2011). Any feedback given whether positive or negative, offers the personnel a chance to change or better their work and tasks. However, if these employees are not alerted about whether they are doing a commendable job or not, how is it expected for there to be improvement?

Providing feedback should not be such a great and complicated deal as having already had preparations beforehand can take out plenty of worry and set out a positive and productive discussion. The place for the discussion, the time when the discussion will be held, and what will be said in the discussion are all important and vital factors in the success of the message being conveyed (Mobley, 2011). More so, it is imperative to take note that feedback is a two way interaction and is not one sided. Managers ought to be prepared to let the worker or personnel give some input into the communication and to comprehensively lend an ear and thereafter be able to ask questions that they have.

Training is an imperative aspect for each and every organization. When an organization properly invests in training for the personnel as well as the managers it can have both a negative and positive impact on the performance of the workforces. A productive, constructive and effective training program ought to be closely related and linked to the mission and objectives of the organization. The training programs should also follow a systemized manner that permits the management to put together different constituents of training to be able to make them function in general. With a system in place, employees are able to follow consistent and advanced techniques and practices in the implementation so as to attain an objective (Morgan-Handzel). Even though companies have different and dissimilar steps in their systems, they still offer direction in order to attain the desired outcome over and over again devoid of any mistakes. The components of a training program ought to connect the importance of employee performance within the business and the significance of training upon enlightening it. Some of the usual constituents consist of employee alignment, performance scrutiny, training strategy and execution, and training assessment (Morgan-Handzel).

The initial phase in a training program ought to refresh orientation of the employees. Undertaking new employments can feel straightaway longed-for, appreciated and part of the complete process can increase their passion and lead them into a dynamic long-standing association with your business (Morgan-Handzel). Prosperous businesses hold incorporation as the major subject in positioning new employees. Executives offer new employees with an understanding of the entire business, and lay emphasis on how valued the worker's role is in attaining business objectives. They offer the new hires the varying implements and approaches essential to be fruitful and practically directly. An orientation that concentrates on incorporation includes knowing where to discover responses to questions that may come about, attaining on-the-job training essential to effectively accomplish the job, understanding the mission and objectives of the company and how their accountabilities play a hand in them (Morgan-Handzel). More often than not, a number of training efforts can go a long way in attaining the set objectives. (Morgan-Handzel). For instance, sales training that take account of indicative retailing, overpowering customer oppositions and refining telephone abilities can meet sales purposes for the sales section, front desk workers and individual coaches.

Tennis Corporation of America (TCA) is part of the small number of registered fitness facilities that trains personnel methodically. Amy Bills who is the director of special events and training, praises the business's training program for the substantial upsurge in involvement, individual training contribution and club income (Morgan-Handzel). TCA's learning attitude grips constant, systematic training contrasted with "new hire only" training that is engaged by several facilities. TCA has come up with minimum employing standards that take account of schooling, knowledge and documentation, when appropriate, for every part of each club. These criterions help make sure that workers have the lowest accepted implements essential to meet the desires of TCA and its consumers. The managers in the upper level are expected to have completed planned constant education requirements every two to three years. The employees hired for sales are obligated to attend a training boot camp for sales at the main centers of TCA and thereafter offered continuing learning prospects all through their careers. Each worker has accessibility to training as well as education through techniques such as being trained on the internet or listening through audiocassettes. TCA also frequently assesses and appraises the performance of its employees (Morgan-Handzel).

Training…

Sources Used in Document:

References

Assignment Guidelines

Lorette, K. (n.d.). How Does Organization Training Influence Employee Performance? Retrieved March 2, 2015, from http://smallbusiness.chron.com/organization-training-influence-employee-performance-4835.html

Morgan-Handzel, T. (n.d.). Systematic Employee Performance Training. Retrieved March 2, 2015, from http://www.ideafit.com/fitness-library/systematic-employee-performance-training-0

Markgraf, B. (n.d.). Tools to Measure Training Effectiveness. Retrieved March 3, 2015, from http://smallbusiness.chron.com/tools-measure-training-effectiveness-52691.html

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