Human Behavior Is Unpredictable Management Essay

Human Behavior Is Unpredictable Management Essay This research sought to find out the gaps that exist in the Karatina University Colleges performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. The objective of the study was to determine how the institution conducts performance appraisal, the main challenges faced in the appraisal process, and the best practices that it can adopt for the process. Literature review was conducted on the subject touching on the various aspect of performance management. The study was conducted using a survey research design. Primary data was collected using self-administered questionnaires with supplements of secondary data used to add efficacy to the results. The questionnaires were administered on randomly chosen members of faculty in the common School of Business Staff room. Descriptive statistics were used including percentages and frequencies. The results were presented in tables in the an alysis for each objective. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 10 Performance Management (PM) has recently dominated the Human Resource Management (HR) as a profession owing to the realization that HR is the one of the most potent source of competitiveness in todays operating environment. Insights into performance management by leading thinkers in the recent past (Armstrong, 2009) point to the emergence of Performance Management as the most viable solution to address the productivity lag in most industries. Performance Management is a branch of human resource management whose objective is to support employees in their struggle to attain their goals as well as those of the organisation (Bhattacharyya, 2006). Bhattacharyya explains that PM gained prominence in the 1960s when competition in the operating environment led firms to reexamine their internal operating efficiencies to survive. A difficult operating environment coupled with a desire for productivity led firms to emphasize on productivity of not only their machines but also their human resource. Armstrong (2009) explains that Performance management as a term emerged in the 1970s and was later gained prominence in the 1980s as a distinct discipline within human resource management. Presently, most organizations have embraced performance management as a pillar of productivity in the organisation. As Abbey (2007) describes, performance management has taken prominence in organizations as a vehicle to deliver on organisational and indi vidual performance objectives. Abbey emphasizes that the incorporation of individual objectives into the performance management paradigm made performance management distinct from mere performance appraisal. Performance appraisal emphasized the degree of accomplishment of a given individual by supervisors without seeking the active involvement of the employee in the process (Management Study Guide, 2012). Measuring employee performance therefore goes beyond staff appraisal to include other aspects of performance such as learning and development, talent management and culture change as key contributors to organisational productivity (Armstrong, 2009). Performance management provides the only tool with which the management can evaluate departmental/sectional contributions to the overall organizational performance as well as determine the best options for intervention. For effective achievement of organizational objectives, employees must know what needs to be done and the overall objectives of the organisation (Dransfield, 2000). Besides the knowledge of the overall organizational objectives, individual employees must have knowledge of their particular role within the broader organisational setting. This way, and as Dransfield (2000) notes, all the players in the organizational production chain share a common objective and pull towards the same direction. This is particularly important in that it harnesses organisational synergies in pursuit of a common goal and aligns daily activities within an organization to the overall strategic objectives. Performance management is done to compare relative variations in performance over time for organizations. Output from performance management process is also used for comparison with similar industries or benchmarks and establishing basis for corrective action (Management Study Guide, 2012). The nature of organizational power structure means that senior management cannot keep a direct watch over the performance of the subordinates and therefore a self-corrective process has to be initiates to assess their performance against objectives of the organizations. Performance management also inculcates the culture of sticking to organisational objectives and ignoring the activities that do not add value to the organisational value chain (Management Study Guide, 2012). Though it is impossible to forestall all management challenges, performance management helps the management take steps in advance to improve organizational capacity to deal with unexpected situations The Management Study Guide website details the evolution of performance management as a discipline within the wider human resource management in four phases. The first phase involved filling of annual confidential reports to control employee behavior. Career development was pegged on positive evaluation in the annual confidential report. The second phase entailed communication of the contents of annual report to the employees to correct the identified failings. The last phase involved replacement of the annual confidential reports by performance appraisal process where employees could rate their accomplishment annually. Today, performance appraisals have given way to performance management. The process entails performing continuous reviews based on mutually agreed objectives. The focus of performance appraisal is quantifiable objectives behaviors and values as opposed to employee traits (Management Study Guide, 2012). Appraisal processes are more of directive than participative thus stifling team effort (Leung and White, 2004). The output from performance appraisal is not directly linked to pay as was for the performance appraisals process. Guest, D E et al, (1996) aptly described performance management process as concerned with assumptions, expectations, mutual obligations and promises of employees and the organization. With the continuous change in operating environment, businesses have leveraged on human resource as their basis of obtaining and maintaining competitive advantage (Bhattacharyya, 2006). However, appraisal processes misses the crucial aspects that sustain a firms competitiveness as earlier describes including the wider strategic framework within which the organization operates. A system that emphasizes on employee mentorship and development as opposed to remuneration and disciplinary action enhances organizational output (Tripathi Reddy, 2008). Performance Management requires continuous output by in time for action to be taken. Panagar (2009) explains that employees are disappointed when annual appraisals bring negative feedback and do not point to the areas of improvements that an employee needs to focus on. He offers that participative evaluation in performance management contextualize the management to the working environment and challenges them to facilitate positive change for achievement of objectives. Continuous and balanced feedback enhances coordination and cooperation in organizations (Heskett, 2006). Besides, Heskett cites that employees achievements should be emphasized as opposed to dwelling on areas of improvement to encourage them to do more. Human behavior is unpredictable and differs among individuals or even on the same individual at different points in time (Hunt, 2007). Human beings also differ in their abilities, background, training and experience. At the same time, Dr. Nigel Hunt notes that many problems facing most organizations today are social rather than technical or economic. It therefore goes that human resource at work is the most important component of the undertaking. It is therefore very important for organizations to measure performance of this critical resource as doing so ensures organisational success. 1.2 Statement of the Problem Upon appraising employees and provision of feedback, most organizations wait until the next planned appraisal exercise (Hunt, 2007). Hunt offers that performance management in most organisation stops at the employee evaluation process and mostly after there is sufficient evidence pointing to non-performance. However, this defeats the main objective of the performance management process as an undertaking in aligning employees goals to goals to those of the organisation. This keeps the whole organization focus on its strategic objectives by harnessing collective efforts of its workers. Hunt states four issues that need to be taken into consideration in the performance management process namely following up to ensure achievement of targets, evaluating the entire process to ensure that it is appropriate and fair and do not foster conflict in the organisation. Observance of these four standpoints guarantees employee job satisfaction and continuous improvement in the organization. In most organizations, employees harbor qualms on the appraisal process (Shaddock, 2010). Shaddock attributes the negative perception to the use of appraisal results as evidence of poor performance instead of discussing performance with the employees to find common ground. The infrequent manner in which appraisal process is conducted adds to the subjectivity of the results as managers are more prone to conduct the exercise when performance is deteriorating (Tripathi Reddy, 2008). Tripathi and Reddy explain that the effect of these appraisal processes leave employees disillusioned and afraid to take risks leave alone accepting the fact that continuous improvement can enhance their success and by extension that of the organizational. As a result, employees lose their sense of control over the situation and resign to the directives of the management without their own insights. This contrasts with the new human resource management paradigm that emphasizes on mentorship, coaching and emp owerment (Dacri, 2006). 1.3 Purpose of the Study This research sought to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. 1.4 Research Questions 1.4.1 How does KUC conduct performance appraisal? 1.4.2 What are the main challenges faced in the appraisal process? 1.4.3 What are the best practices that KUC can adopt for performance appraisals? 1.5 Significance of the Study 1.5.1 Human Resource Managers and Practitioners The head of human resource at the institution as well as others will get insights into the performance of their organizations and the best practices they can employ to achieve the best output from the human resource. The research will reveal insights on the frequency of performance appraisal and how best to achieve the desired results. Besides, the research will reveal the benefits of communication between the managers and employees. It will lead to clear understanding of job descriptions by the employees and better performance measurement. This will go a long way in boosting efficiency and effectiveness at the workplace. 1.5.2 Organizations The research will emphasize the role of performance management process in the achievement of strategic objectives of the organization. It will also enlighten the employees on their role in the organisation as well as the opportunities they have to advance boost their performance and by extension their careers. The research will particularly emphasize on the role of the performance management process on continuous improvements within the organization. This will position organization on a path to responsive change needed for survival in todays operating environment (Management Study Guide, 2012). 1.5.2 Employees The research will provide employees with an opportunity to evaluate their performance appraisal system and to suggest adjustments to align it with the organisational objectives. The employees will have an opportunity to express their desired outcomes of the performance management process that best serves the interests of both them and the organizations. Besides, the research will expose new areas that employees need training. Lastly, the employees will feel that the organisation is concerned about their welfare just as much as it is concerned about the performance of the organisation. 1.6 Scope of the Study The study was performed on a group of workers at Karatina University College. Data was collected on the month of February and March to reflect the current operational context of the organization. a review of literature was performed as well as secondary data on performance management concepts, the challenges faced and benefits that can accrues in evaluating an organizations performance. 1.7 Definition of Terms 1.7.1 Performance Appraisal Performance Management is an ongoing communication process, undertaken in partnership, between an employee and his or her immediate supervisor that involves establishing clear expectations and understanding of the functions expected of the employee and their contribution towards the achievement of the organizational goals (Robert Basal, 1999). 1.7.2 Performance Management Performance management refers to the proactive system of evaluating and providing feedback on employee output in line with the desired results. It aims at harmonizing employee and organisational objectives to achieve operational excellence (Management Study Guide, 2012). 1.7.3 Benchmarking Benchmarking is adopting best practices in the industry to guide organizational effort. It involves leaning from success of others (Peters, 2006). 1.7.4 Key performance Indicators These are performance measurement for key values necessary to achieve success in an undertaking (Reh, 2010). 1.8 Chapter Summary This chapter puts into perspective the concept of performance management and its application in modern day operating environment. The chapter defines the concept and differentiates it from performance appraisal as more elaborate and supportive of firms strategic objectives. The chapter also detailed the purpose of the study that was to find out the gaps that exist in the KUCs performance management system and to come up with recommendations for adjustments that will put the institution on a path towards continuous performance improvement. In this pursuit, the three research questions to be answered were identified and the population from which the sample was drawn. Lastly, the research lists the beneficiaries of the research including employees, human resource managers and organizations keen to gain competitiveness from their human resource. CHAPTER TWO 2.0 LITERATURE REVIEW 2.1 Introduction Chapter 2 is a discussion on the various publications on the subject of performance management in line with the objectives of this research. The objectives of this research was to find out how performance appraisal is conducted, establish the main challenges faced in the appraisal process and identification of the best practices that KUC can adopt for performance appraisals. 2.2 The process of Performance Appraisal 2.2.1 Performance Appraisal explained Performance appraisal is a periodic assessment of employee performance and productivity line with the objectives of the organization (Manasa Reddy, 2009). Results of the process are used to gauge employees accomplishments as well as their potential for future improvements. Performance appraisal is done annually with the feedback used to counsel and develop employees, identify their training needs and align the compensation structures within the organisation (Manasa Reddy, 2009). Performance appraisal differs from performance management in that the earlier is carried out on a top-down basis with the supervisor acting as the judge with minimal employee involvement (Management Study Guide, 2012). Grote (2002) rightfully stated that the objective of the performance appraisal was to value each employees contribution against his rewards and take corrective action if the disparity is large. For this reason, performance appraisal was done on an annual or biannual basis depending on the particular entity. On the contrary, performance management focuses on the mutual objectives set by the employees and the management through a dialogue process (Management Study Guide, 2012). It is done continually and focuses on quantifiable objectives, behaviors and values (Management Study Guide, 2012). It thus leaves no room for subjectivity of the supervisor and aims at determining the points of improvements available to both the employer an employee. Performance management dates back to the early 20th century when Fredrick Taylor equated employees compensation to their output at work (Vroom, 1990). In those times, appraisal was less formal than it is today and involved the aspect of units produced per given time (Lyster, Eteoklis Arthur, 2007). ***** offers that performance appraisal is a mere step within the wider performance management paradigm. He notes that performance appraisal is an objective analysis of the facts and not the person. After getting the results of performance appraisal exercise, the wider process of performance management moves a step towards the final goal of aligning organisational and employees goals. According to ***, positive results are celebrated while negative results should prompt development of an improvement plan. Performance appraisal uses a number of methods including graphic rating, ranking, behavioral anchored rating and management by objectives (Cokins, 2009). Cokins explains that the choice of the method used for appraisal depends on the goals of the organizations. Zaffron and Steve (2009) add that regardless of the method used, regular communication and feedback from the managers is essential for success of the appraisal process. That way, work teams in an organization feel that they are working towards a common goal (Grote, 2002). 2.2.2 Purpose of Performance Evaluation. Heskett (2006) attributes the negative perception of performance appraisal among employees to the general lack of understanding about the purpose of appraisal. The Management Study Guide (2012) details out that performance management helps in defining responsibilities of both the individual and the team in the Key Result Areas. That way, coordination and control among the various departments in an organization becomes easy. The Management Study Guide notes that knowledge of responsibilities enables the employees to take initiative and work towards their set targets while improving their areas of weakness. This is as affirmed by Daniels (2006) that an objective and participative performance management process fosters learning and continuous improvement as opposed to breeding animosity. Performance management cultivates a feeling of shared mutual accountabilities within an organization (Shepard, 2005). This way, Sheppard notes that employees are able to overcome resistance to change and are ready to improve on KRAs. Leahy (2003) who offered that effective performance management anchors other operational metrics like the balanced scorecard has supported the views. Effective performance management is crucial in motivating employees (Akrani, 2011). Akrani notes that performance management starts with employees setting goals that they intend to achieve over a given period. The employee assesses what he/she has done against the set targets. Given that the employer and the supervisor mutually set the targets for performance, the employee strives to reach the set targets (Akrani, 2011). Performance below the set standard is taken as an opportunity to improve as it is within the employees capacity to achieve. Beach (2007) explains that the employees give up trying if they feel that the set targets will not be achieved. Since the performance management entails mutual goal setting, such incidences are unlikely to occur. Instead, and as Akrani points out, performance management helps organizations determine the training and capacities for each of their employees. Gamble, Strickland and Thompson (2007) explain that data obtained from performance appraisal is crucial in determining the right people to execute organizational strategy. Employees with the highest performance are easily identified and encouraged to undertake roles that are more challenging. In most cases, results from performance appraisals are used in the determination of employee compensation (Heathfield, n.d) a fact that Kirby (2005) detests. Appraisals are used to determine compensation and promotion levels that assist in linking rewards to performance among the staff (Heathfield, n.d). However, appraisals on their own should not be used as basis for promotions and rewards (Kirby, 2005). Given that the main goal of performance management process is to assist employees in setting goals and aligning them to those of the organization, it is crucial for performance and rewards framework be aligned to this process as opposed to mere performance appraisal (Lyster, Eteoklis Arthur, 2 007). Lastly, performance appraisals play a huge part in shaping behaviors and attitudes of employees (Panager, 2009). Panager notes that employees relate well with the management and are responsive to the changing demands of their workplace. This is consistent with the Conaty and Ram (2011) assertion that human resource is the strongest catalyst or inhibitor of organisational change efforts. Performance management helps an organization to gauge its human resources effectiveness in coping with change (Conaty Ram, 2011). 2.2.3 Common Performance Appraisal Practices. The most common performance appraisal practice involves ranking employees from the best to the worst (Griffin, 2007). The method is mainly subjective with the supervisors judgment being crucial in the ranking of each employee. This subjective approach exposes the process to bias and manipulation by the management. Lunenburg Ornstein (2011) offer that ranking involves the supervisor rating each employee based on employees traits and behaviors in comparison with the rest in the organisation. Despite its subjective nature, ranking gives a clear picture of employee performance relative to the rest of the employees within the organisation and offers them real models that they can follow within the organisation (Coens, Jenkins Block, 2002). However, Griffin (2007) offers that ranking method is prone to bias and can result in poor relationships within work teams. Besides, ranking stifles the opportunity for feedback within an organization and sows a feeling of inferiority among underachie vers (Coens, Jenkins Block, 2002). In the same way, Coens, Jenkins and Block note that persons who are consistently ranked on top of the rest lack an opportunity to improve on their performance as they feel they have done enough. Lastly, Beach (2007) explains that ranking creates an adversarial relationship between work teams that stifles the spirit of cooperation between employees. Paired comparison resembles ranking method only that the performance of each employee is compared to that of every other employee based on a single criterion (Mondy, 2008). If an employee receives the highest number of favorable comparisons, s/he is ranked the highest. The process is more objective compared to the ranking method but poses huge problems for organizations with large numbers of employees (Mondy, 2008). Another performance appraisal system commonly used in organizations is the graphic rating scale. Under the system, evaluators judge performance of employees on a scale of about 5-7 categories (Mondy, 2008). These categories depict the rating of the employees by use of appropriate adjectives such as needs improvement, outstanding, average, meets expectations etc. The method is good in that it can be quantified by assigning numeric values to the descriptors. It is also easy to administer and can be tailored to meet specific needs of a given organization (Mondy, 2008). Under the forced distribution method, the evaluator assigns individuals to a limited number of categories, similar to the normal frequency distribution curve. Few individuals get very high ratings while a few get very low ratings. Most of the employees rate at the center of the curve (Armstroong, 2009). Mathis and Jackson (2011) decry that this system explicitly calls for evaluators to distinguish between winners and losers even if their performance is not rightly so. For this reason, the method is unpopular among managers and employees as it stifles the concept of employee development and assumes that there must always be very good and very poor performers in the same organisation (Mathis Jackson, 2011). It also creates cutthroat competition among employees that disarrays synergy (Beach, 2007). Another employee appraisal technique is called critical incident method. Under the method, the evaluator maintains records of favorable and unfavorable performance during critical incidences (Mondy, 2008). These incident log records are maintained continually and are used as indicators of employee performance. Ostrom and Wilhelmsen (2012) explain that this method lacks intellectual merit as it is dependent on the frequency of occurrence of critical incidences. Behaviorally anchored rating scale (BARS) is an appraisal technique that aspects of critical incident method and the rating scale method (Mondy, 2008). Under the method, the performance level of each employee is described on a scale. The evaluator then compares the different performance of each employee to decide the best performing and those in need of more training. Mondy offers that this system is more objective but is hard to quantify for further analysis. One of the most common performance appraisal methods today is referred to as Management by Objective (MBO). Mathis and Jackson (2011) and Mondy (2008) define the method as a result based system under which the employees and managers set objectives together that form the basis of appraisal in the next appraisal period. The employee actual output is compared to the set performance targets and points of improvements identified (Griffin, 2007). Management by objectives arises allows management to see the wider picture of the organsaitional and the part that each employee plays in it and to remain on curse to achieving the overall strategic objectives of the firm (Drucker, 1954). Employees also conduct a self-audit of their performance potential and chart out the best course for attaining the mutually agreed goals (Pecora, Cherin Bruce, 2009). 2.3.4 Frequency of Performance Appraisals. In most organizations, employees and their supervisors deliberate on their performance over a given period typically annually, biannually or quarterly (Garber, 2004). Tripathi and Reddy (2008) list two major forms of performance appraisal namely summative and formative. They explain that a summative performance is done occasionally typically in three to six months relative to the organization in question. On the contrary, formative appraisal is done continually typically daily. Formative appraisals are important in that the employees can track their performance over time and determine their weak points for improvement. This is as opposed to summative appraisals under which employees have no trail of their past performance (Management Study Guide, 2012). Many scholars emphasis on the need to perform appraisals based on a schedule (Miller Braswell, 2010; London, 2003; Mathis Jackson, 2011). Routine performance appraisal avoids the temptation of focusing on irrelevant activities (London, 2003). That said, the management is responsible for ensuring continuous performance appraisal taking care not to forget critical incidences (Miller Braswell, 2010). Though appraisal is done continually according to the set schedule, it is important for the managers and subordinates to sustain informal communication throughout the performance period to take advantage of any opportunity to change negative trend (Edwards et.al, 2003). Edwards et al also cites the preemption of negative surprises at the end of an appraisal period as good reasons for maintenance of these informal contacts. Abbey (2007) notes that in most organizations, appraisal forms are used to capture employees accomplishment in the past year as well as some aspects such as their rela tionships with team members, their personality traits and flexibility, etc. 2.3 Challenges are faced in Performance Appraisal process Most organizations experience challenges in their appraisal processes. Deming (2000) once cited that performance appraisal is one of the most powerful inhibitor to quality and productivity. More recently, Lee (2006) offered that performance appraisals inspire hate and distrust among employees. Challenges in performance appraisal occur from the fact that the processes are based on widely held and invalid assumptions that hold back progress (Scholtes, 2008). Lee aptly described the processes as designed to measure and rate performance as opposed to improve it. Past research works (DeNisi Williams, 1988; Longenecker et al., 1987) cite subjectivity among the evaluators as well as different standards used for different employees as major problems in appraisal process. More recently, Lee (2006) cited lack of congruence with organizational objectives as well as lack of use of the results to improve performance. Lee adds that the results of performance appraisal should be used to motivate employees as opposed to instill fear and loathing as to stifle the spirit of teamwork. Hazard, (2004) and Nickols (2010) explain that performance appraisal demotivates the employees, is too subjective and unfair in application, and takes too much time and is seen as a management attempt to coerce employees to submit to management authority. 2.3.1 Employees Motivation Wilheir (2010) explains that motivation is the only effective tool for ensuring effective employee management. According to Wilheir employees, lose motivation when duties become repetitive, too difficult or too easy. The management should ensure that their employees remain motivated and productive throughout their engagement in the organization (Hazelden, 2010). Hazelden (2010) adds that the most common causes of employee demotivation include lack of information, unrealistic expectation by management, feeling of excessive control by authorities and lack of management appreciation of effort. Noone (2008) adds that to keep employees motivated, the management should develop clear goals and keep the roles interesting for the employees. That way, Noore asserts that employees are unlikely to deviate from the organisational mission. . Employee motivation is crucial to achieving the g

Officer Selection Process

Officer selection is a very detailed process. Every police department wants to recruit, select, train, and maintain the best and brightest officers possible. The job of a police officer requires an individual that can deal with stressful situations and the ability to interact with the community. The job requires quick decision making and good judgment. Police duties vary from writing reports to maintaining order to responding to criminal situations, all of which require critical thinking skills. Officers should possess certain traits due to the range of duties they will have to perform. These traits include physically agility, the ability to cope with difficult situations, well-developed writing skills, good communication skills, sound judgment, compassion, strong powers of observation, and the ability to both exert and respect commands of authority (Grant & Terry, 2008). Every department sets its own standards therefore there is not a set standard for officer selection. The minimum requirements that most departments require that the officer be at least 21 years of age, have a driver’s license in the state or be eligible for one, have no prior felony convictions, and be able to pass a written exam, a medical exam, an interview, a physical agility test, and psychological screening. Individuals must be able to obtain a driver’s license because their primary duty will be patrol and must be twenty one years of age as they will have to qualify for a firearm. A police officer will not have full police powers until at least the age of twenty one, for that reason some departments will not even allow recruits to enter the police academy until they reach that age. A convicted felony is prohibited from possessing a firearm, which thereby bars them from becoming police officers. Most police departments now have educational requirements for recruits. Nearly all departments require officers to have a minimum of a high school diploma, and many require at least some college credits. Officers need to be able to deal with the constant changing law of criminal procedures, and the idea is that the departments need to raise their requirements to keep pace with the rising levels of education in society. With the increase use of technology in policing is another reason for high education among the officers. In most states, small departments send their new officers to a state training academy or program certified by the state. During this time the officer is on probation for a period of a year or two years in which the officer is evaluated. Some of the programs are operated through community colleges. The separate police academies run by the large police departments are similarly certified by the state. Officers who complete state training are then certified or licensed as peace officers in the state. The academy provides formal training during which the recruits who prove to be unqualified are weeded out. During the time at the police academy the officers receive physical training, training in the use of firearms, and training in the systems of patrol and traffic. The officers must learn about the department, its policies, and its relationship with other agencies such as state, county, federal. Once out of the academy, the police officer is assigned a field training officer (FTO). The FTO assist the new officer in using the knowledge and skills learned at the academy. The FTO also assist the new officer to acclimate into the police culture, and experience the socialization process. The FTO’s can have a significant influence over the new officers and assist the officer in dealing with the stress and cynicism that comes with the job. In some states, the officers are required to be Peace Officers Standards and Training (POST) certified as the officers are often confronted with acts of civil disobedience. The promotion process for police officers is very competitive. Officers may be promoted through several methods; these methods may differ from department to department and agency to agency. The officer typically will take a written exam and partake in an interview; the officers are then assessed on qualities relating to the job. The written exam usually is in a multiple choice format. During the interview, a board of several members asks the candidates a variety of questions. These questions may range from information about the candidates background and personal characteristics to judgments about policing situations. After the interview, the candidates are assessed, during which time the candidates are observed, tested, rated, and evaluated. The purpose of these assessment tools is to determine how well the candidate would perform at supervisory levels. Promotions are not based on these factors alone, but are considered in combination with the performance evaluation. Performance evaluations look at the candidate’s quantity and quality of work, work habits, human relations, and ability to accept new situations. The officer selection process has evolved over the past 100 years. The police began actively recruiting women and minorities, implement affirmative action policies to keep the departments as equal opportunities for hiring of police officers. The selection process is similar among the local, state, and federal agencies. The law enforcement departments are all looking for the brightest and best for their departments. The departments require the officers to be healthy of mind and body, ability to learn and adapt to different situations, and have good communication skills with the community. Each agency is willing to train and educate the officers as it is difficult to find the ideal candidate with all the qualities necessary.

Internal Customers Essay

The people in this department need to know what deliveries are to be made and what products are to be delivered.  Staff Office  The Human Resources department need to know hours worked by employees and if there are any positions to be filled.  Staff Training  They need to know which members of the department will need training and which areas need to be covered in the training exercises.  Cash Office  The cash office needs to know what transactions were made at all the tills in the department and how much money there is in the tills at the end of the working day. This is so they can tally up the stores figures and see how well the shop has performed on that particular day. CCP (Customer Collection Point)  Many goods are collected from the shops CCP such as microwaves. The people at the CCP need to know what is being collected and the transaction number so they can tie up the paperwork, customer and the goods.  Service Desk  When customers have a problem with an appliance they have to go through the service desk so the large electrical department has to get information from the service desk regarding the outcome for instance an appliance may have to be replaced. The large electrical department already employs a number of different customer service techniques to help improve the running and efficiency of the department, which also importantly improves the relationship with the customers. There are however occasions when these strategies don’t work the way that they should and customers can become dissatisfied with the level of service that they feel they are receiving.  Here are some examples of techniques that have recently been introduced in the department to help improve customer services. When staff join the Large Electrical Department the must complete questionnaires to ensure they understand procedures that are carried out in the department. A copy of which can be found in appendix 1. The Introduction of Ticketing system for waiting customers  The department recently introduced a fairly simple but effective ticketing system so that customers are served at the correct time instead of customers just grabbing a selling Partner when they see one that is free. When a customer enters the department they are now greeted by the customer service manager who stands at the Customer Service Podium. The Customer Service Manager gives the customer a ticket with a number on it and records down on the copy of the ticket that the manager keeps some details.  These are:  The customers name.  This creates a personalised service when the sell partner approaches the customer  What they want help on. This is so the Customer Service Manager can send over the right Selling Partner with the right knowledge.  A brief description of the customer.  The description helps the Selling Partner identify the customers easily.  When a selling Partner becomes free they must report back to the podium where the manager will hand the Partner the ticket of the next customer to be served.  This system is much improved from the previous queuing system, which involved the Customer Service Manager patrolling the floor and recording customers name down on a list. This meant that the Manager was never in one place and people may not have been put on in the correct order that they arrived in the department. When speaking to the Customer Service Manager of the Large Electrical department to enquire how successful the new system had been I was also informed of the one major problem there had been with it.  The problem was that when a customer took a ticket they would ask how many people there were before them. If the number was fairly high, for instance five people then it would put people off waiting. It was then up to the Customer Service Manager to reassure the customer that it wouldn’t be too long. I also learned that on leaving the department previous customers who were used to the old system commented on how much better they thought the new system was.  The Introduction of Electrical Telesales at Watford  About two years ago the Branch opened the Electrical Telesales Department, which is part of the Large Electrical Department. The team is based at the branches warehouse, which is down the road from the store at Greatham Road. It is all linked telephonically and by computer to the main store. Customers can phone telesales and place orders for large electrical appliances over the phone by calling the store on 01923 244 266 and connecting to extension 4880. This service is very handy for many customers as they will often come into the store and get information on various appliances and then go home to check that it will fit in the desired space. They can then phone up and order it over the phone by credit or account card to save them making another trip into the store. Some people that have done research on the internet or another media will also use telesales to save them having to come into the store at all, especially people that have very busy lives. It is also designed to take some of the pressure off the actual department so that more time can be spent with each customer in the store. On average there are six partners manning the phones down at telesales. Which isn’t really enough as they are also share with the Television and Audio department. So customers are put on hold, which can be for quite a long time, which frustrates the customers. Pre recorded messages are randomly played to the customers to reassure them that their call is important and will be answered by the next available partner. The telephonists can tell how long a customer has been waiting, and they will answer in a way that will reflect the length of time the customer has waited. Other problems with the telesales team are that there is a weak communication flow between the actual department and telesales. This means that mistakes can be made by telesales as they haven’t received information on changes made in the Large Electrical Department which in turn can have an affect on the customers.  An example of this was when EU legislation can into place saying that the collection of old refrigeration can not be continued because of the gasses inside. Telesales weren’t informed of this and continued to arrange for refrigeration to be taken away. When the deliverymen told customers that they couldn’t take away the old refrigeration this angered customers who had prepaid the 9 collection charge. These mistakes are usually dealt with by offering a goodwill gesture for inconvenience and where appropriate a refund.  On the whole this venture has proved to be a major success as figures shown in the Annual General Meeting showed an increase in Large Electrical Goods with a major percentage going through the telesales team.  This is the information flier that is handed out to customers when visiting the Department if the wish to order over the phone. It give the phone number and extension number as well as a little information on the different services that they offer such as the 2 year warranty and Never Knowingly Undersold motto. Ways of paying at John Lewis  The use of credit cards at John Lewis  Until recently John Lewis didn’t accept payment for goods by any credit card. This was to avoid paying the transaction fees to the banks that is added on when a customer pays using EFT (Electronic Financial Transaction). Apart from this customers were quite prepared to pay for any goods purchased using a John Lewis or Waitrose Account card that offers a low rate of interest. However to give the customer more flexibility John Lewis introduced the use of Credit cards in the Partnership. One of the main reasons for allowing this take place was because of where the transaction fee would go.  Ã¢â‚¬Å"From 5 November 2001, all card payments with the exception of the John Lewis and Waitrose Account Card, are processed for you by John Lewis Card Services Ltd for a 2.5% fee included in the cost of your purchase. The balance is paid to John Lewis plc. The total amount you pay is the same regardless of the payment method.† Source taken from http://www.johnlewis.com  The transactions fee that would normally have to be paid to the bank on any transaction that take place in either the department stores or Waitrose using EFT is retained by John Lewis. This means that John Lewis don’t loose 2.5% of the sale that they have made but keep it as profit.  This move has meant that more customers are attracted to coming into the stores and paying by plastic, which many people prefer to do.  However there is one card that John Lewis still doesn’t accept and that is American Express. This is because of the extremely high level of interest that is associated with this form of payment. John Lewis would still have to pay part of transaction fee if this card was used. These methods of payment can also be used to purchase over the phone using the stores telesales teams and via the Internet. This has all been designed to help create an easier way of shopping for it customers and improve customer services.  Computerised Ordering System  The introduction of the computerised ordering system a year ago has changed the face of the department and the way things are done, within the department. It was also a major turn around for the standard of customer services offered by department. The new system meant that orders could be processed a lot quicker as paper work didn’t have to be sent via the post and orders we received at the warehouse instantly. A lot more options have been opened with this new system, all to the customers advantage, as well as making the whole ordering process a lot easier for the Selling Partner.  Customers can now reserve goods for longer periods of time, place an order for delivery in another part of the country and a lot more. Queries and problems can also dealt with by keeping record of points raised on the on the notepad of the actual order on the system so issues are dealt with much more effectively. Each customer gets a reference number when they place an order so information can be recalled instantly from the system should the need arise.  The quicker service makes buying Large Electrical goods less stressful meaning customers go away from the department happy with the level of service they have just received.  There have, however been a number of occasions when the system has gone down causing absolute chaos in the department as all orders have to be placed manually which is much more time consuming than using the computers. This angers customers who expect a reliable system then works quickly and effectively. With these events the need for the Customer Service manager pays off, as they are someone who can defuse difficult situations. All selling Partners are also trained in dealing with problems but the CSM is there as someone with higher authority.

The Female And Female Imagery Of The Apocalypse Of John

This week’s reading is excerpts from A Feminist Companion to The Apocalypse of John which examine the male and female imagery of the Book of Revelation in various ways. Each contributor explained the gendered symbolism in one of four ways: Christian purity, recast of Greco-Roman goddess mythology, character ‘rhetography’ of wealth, and male-deity dominance. While the studies found in previous weeks were fine pointed in their scholastic dissection, more or less, the studies this week pull out details to find broader pictures and showcase the plurality offered during the interpretation of the Book of Revelation. Stenstrum viewed the male-female symbols of Revelation as a parallel to John of Patmos’ view of the ideal Christian. The divided world in which its author resided, led Revelation to further the dichotomy by â€Å"drawing a line in the sand† between pure and impure Christians. This is best illustrated by the contrast between the classical images of the woman bathed by the sun and the Great Whore of Babylon. The purity language is used in both the male and female symbols, symbols which are further glorified by the negative use of such sexual imagery as the previous example. Men to be used for God’s Holy War, such as the 144,000 in verse 14.4, are also expected to maintain purity and remain virgins. The use of male-female symbolism did not remain in the sexual realm. In other words, some of the dualism between the genders had â€Å"nothing to do with sex and bodies†. For instance,Show MoreRelatedEssay about Summary of History of Graphic Design by Meggs14945 W ords   |  60 PagesBibles were becoming massively produced. - During the 1200’s, the rise of universities created an expanding market for books. - The Book of Revelation had a surge of unexplained popularity in England and France during the 1200s. - The Douce Apocalypse written in 1265 AD, is one of the many masterpieces of Gothic Illumination. - The Qu’ran is one of the most printed Islamic works ranging from pocket sized editions, to imperial works. - Figurative illustrations were not utilized because IslamicRead MoreHeavy Metal Music7270 Words   |  30 Pagesclassical concept of the  motif  is employed by many of the genre-defining extreme metal bands, such as  Bathory,  Morbid Angel, and  Burzum. IMAGE AND FASHION Kiss  performing in 2004, wearing their famous makeup As with much popular music, visual imagery plays a large role in heavy metal. In addition to its sound and lyrics, a heavy metal bands image is expressed in album sleeve art, logos, stage sets, clothing, and  music videos.  Some heavy metal acts such as  Alice Cooper,  Kiss,  Lordi, and  Gwar  haveRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesSouthern Life Lisa M. Fine, The Story of Reo Joe: Work, Kin, and Community in Autotown, U.S.A. Van Gosse and Richard Moser, eds., The World the Sixties Made: Politics and Culture in Recent America Joanne Meyerowitz, ed., History and September 11th John McMillian and Paul Buhle, eds., The New Left Revisited David M. Scobey, Empire City: The Making and Meaning of the New York City Landscape Gerda Lerner, Fireweed: A Political Autobiography Allida M. Black, ed., Modern American Queer History EricRead MoreProject Mgmt296381 Words   |  1186 Pagescase, and example in the text is drawn from a real-world project. Special thanks to managers who graciously shared their current project as ideas for exercises, subjects for cases, and examples for the text. Shlomo Cohen, John A. Drexler, Jim Moran, John Sloan, Pat Taylor, and John Wold, whose work is printed, are gratefully acknowledged. Special gratitude is due Robert Breitbarth of Interact Management, who shared invaluable insights on prioritizing projects. University students and managers deserve