City of Fort Lauderdale Fire-Rescue Employee Performance Rating Evaluation PDF Download
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Author: John H. Ramirez
Publisher:
ISBN:
Category :
Languages : en
Pages : 53
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Book Description
The City of Fort Lauderdale Fire-Rescue Department (FLFD) does not have an accurate employee performance evaluation towards the job of the fire department personnel. This creates a problem that the evaluation given to the fire department personnel is not related to the job that the personnel perform in a daily basis. The purpose of this research is to identify an accurate employee's performance evaluation for the City of Fort Lauderdale Fire-Rescue personnel. Procedures using descriptive research was used and supported by a survey given to surrounding fire departments.
Author: John H. Ramirez
Publisher:
ISBN:
Category :
Languages : en
Pages : 53
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Book Description
The City of Fort Lauderdale Fire-Rescue Department (FLFD) does not have an accurate employee performance evaluation towards the job of the fire department personnel. This creates a problem that the evaluation given to the fire department personnel is not related to the job that the personnel perform in a daily basis. The purpose of this research is to identify an accurate employee's performance evaluation for the City of Fort Lauderdale Fire-Rescue personnel. Procedures using descriptive research was used and supported by a survey given to surrounding fire departments.
Author: Robert L. Diaz
Publisher:
ISBN:
Category :
Languages : en
Pages : 54
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Book Description
Implement department policy that would require supervisors to conduct at least three performance appraisal meetings annually with subordinates; pre-evaluation meetings to discuss expectations of job performance, interim meetings to provide feedback and guidance, and post evaluation meetings to discuss the employee appraisal report and provide future direction and goal planning. 4. Conduct further research which targets future candidates who will be seeking promotion to first time supervisory position, such as Fire Lieutenant, to prepare them to conduct employee performance appraisals.
Author: Thomas M. Gwyer
Publisher:
ISBN:
Category :
Languages : en
Pages : 70
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Book Description
The Myrtle Beach Fire Department (MBFD) uses annual performance appraisals to evaluate the overall job performance of employees. The problem is the current annual employee performance appraisal system used by MBFD does not effectively evaluate the performance of fire department personnel. The purpose of this research was to identify an effective employee appraisal process for the MBFD.
Author: Tom DeMint
Publisher:
ISBN:
Category :
Languages : en
Pages : 79
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Book Description
A majority of PFA employees indicated that the dimensions evaluated in performance reviews should include leadership, job skills and alignment with the department's Values, Mission and Vision. A majority of fire departments use some manner of performance evaluations.
Author: Eugene R. Reece
Publisher:
ISBN:
Category :
Languages : en
Pages : 84
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Book Description
The following recommendations were identified: 1. The Appleton Fire Department should establish a team of employees including members from all ranks within the department to evaluate the current performance evaluation forms. 2. An evaluation of the current rating scale should be conducted. 3. An evaluation of a 360-degree component be reviewed. 4. Formalized training be provided for employees performing performance review. 5. Assign supervisors to employees at the beginning of the evaluation period.
Author: James E. Gerspach
Publisher:
ISBN: 9780961599089
Category : Employees
Languages : en
Pages : 45
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Book Description
Author: Jeannine Horton
Publisher:
ISBN:
Category :
Languages : en
Pages : 95
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Book Description
The problem was that Estero Fire Rescue (EFR) was using employee performance evaluations (EPE) which did not have specified rewards or consequences. There was uncertainty if this omission minimized the effectiveness of the EPE process. The purpose of this research was to provide insight into current trends of other agency EPE's and understand EFR employee perception about adding reward or consequences to EPE's.
Author: Christopher A. Garrett
Publisher:
ISBN:
Category :
Languages : en
Pages : 95
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Book Description
The Owasso Fire Department (OFD) sought to have a positive impact on the employees, the organization, and the community by effectively evaluating employees' performance. OFD personnel had complained that the city of Owasso's standardized employee performance appraisal system was not an effective tool for the fire department, given the unique characteristics of the job. OFD's problem was that no one had developed an employee performance appraisal system that more effectively measured the performance of fire department personnel and met the administrative needs of city management.
Author: Andrew M. Dykes
Publisher:
ISBN:
Category :
Languages : en
Pages : 74
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Book Description
The second survey instrument revealed that participating firefighters desired a revised performance evaluation that was objective, fair and based on the firefighter's job description. Recommendations included the need to establish a firefighter specific evaluation, the identification of critical firefighter behaviors necessary for evaluation, alteration of the current evaluation instrument, increasing the frequency of evaluation, utilization of evaluation results in the promotional process, and the implementation of a method to correlate evaluation results with merit raises.
Author: Scott A. Metzler
Publisher:
ISBN:
Category :
Languages : en
Pages : 84
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Book Description
Most employees and supervisors believed their existing evaluation process could be improved, that measuring job-specific performance markers was superior to measuring generic behavior and that multi-rater assessments produced superior ratings versus single-rater methods. Also, most indications suggest rater training is a critical component to process success. This research supports the modification of Newton Fire/EMS performance evaluation instruments to include (a) individualized performance markers, (b) multi-rater feedback, (c) a yes/no matrix to capture performance markers, (d) more than one meeting per evaluation cycle and (e) formalized rater training.
