Personnel Evaluation Essay -- Human Resource Management

Personnel EvaluationPersonnel military rating systems can vary from state to state or nonetheless 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 propose 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 AgenciesWhile the North Carolina State mount of Education, UNC mount up 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 developme nt. Additionally, all three agencies have a requirement for supervisors and employees to establish an initial work or action plan with the setoff 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 mental process 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... ... 28(3), 205-221. doi10.1177/0734371X08319286Haga, B. I., Richman, R., & Leavitt, W. (2010). System failure Implementing pay for military operation in the department of defenses 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 choice Management, 43(4), 319-336. doi10.1002/hrm.20027Mothersell, 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.