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information questions about the Township, which are not subject to the purpose of a fire

fighter. These questions are more of an orientation type rather than job function area.

This was generally not an issue, although if a “test” is going to be used in the process,

and should the process be legally challenged at a later time; the test may be invalid

because of its non-specific job function questions (Pekala, 2000)

The goals of the department for its personnel must be recognized and

communicated to the entire organization. Management philosophy must be known and

followed by all department officers (Carter, 1997). The study reflects that the members

in the department are not on the same page when the term “goal” is mentioned. This is

obvious in the different ways officers document in the evaluation book. However, this is

not limited to officers. The department has peer fire fighters evaluating the new recruit.

There is no problem in doing so, however, this only expands the lack of uniformity in the

evaluation process. There is no formal training process for our evaluators. Therefore,

every evaluator documents, communicates and evaluates differently. This is a flaw in

our system.

Our new recruits have a daily evaluation book. In this book the recruit is

supposed to be observed in daily functions around the fire station. This study

recognized that the current format of the daily evaluation book is not beneficial to either

the recruit or the department. Recruits found it beneficial for the first few months. They

stated that it gave them an idea where they were and how they were doing. Reviewing

many of the evaluation books, very little factual documentation was written in their

books about their job related functions. What is obvious is that if the recruit had “no

news, no communication” then they must be doing fine. Few individuals can perform at

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