TITLE

PUBLIC SERVICE MANAGERIAL SELECTION METHODS: A COMPARISON WITH PERFORMANCE APPRAISAL

AUTHOR(S)
Quarles, Chester L.
PUB. DATE
September 1983
SOURCE
Public Administration Quarterly;Fall83, Vol. 7 Issue 3, p310
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article compares the public service managerial selection methods with performance appraisal procedures. The evaluation of an individual's potential to perform in a managerial or supervisory capacity is a critical issue to those responsible for the selection of managers. As personnel are employed and promoted, it is important that a professional managerial selection method be developed. To test the quality of the public or private employee promotional selection process, a performance appraisal process should be initiated. It is very important that management should comprehensively and continually evaluate employees, especially potential managers. Constructive feedback of the evaluation results should be a continuous process so that the employee can more effectively contribute to the goal attainment of the organization. The method of promotional consideration and the methods of performance appraisal have recently come under close scrutiny by the federal government, its agencies, and its courts. A managerial selection process should measure what an employee can do or what the employee will do. A more acceptable selection process is considerably more precise than what a managerial candidate says he will do on a paper and pencil test, an oral interview with his superiors or in interviews with managerial promotional review teams.
ACCESSION #
7285691

 

Related Articles

  • Government Using Wrong Methods to Assess and Select its Employees.  // PA Times;Dec2005, Vol. 28 Issue 12, p1 

    The article reports on a study by the Partnership for Public Service which was supported by the Performance Assessment Network which found that the U.S. federal government usually employs outdated and ineffective techniques in evaluating the skills and qualifications of job applicants. It was...

  • Performance Management: Aligning Employee Performance With Agency Goals at Six Results Act Pilots: GGD-98-162.  // GAO Reports;9/4/1998, p1 

    The Government Performance and Results Act requires federal agencies to set goals, measure performance, and report on their accomplishments. In implementing this legislation, some agencies have come to realize that effectively aligning their employee performance management approaches with their...

  • Review of the Office of Personnel Management's Analysis of the United States Postal Service's Funding of Civil Service Retirement System Costs: GAO-03-448R.  // GAO Reports;1/31/2003, p1 

    In our December 2001 report, "United States Postal Service: Information on Retirement Plans" (GAO-02-170), we raised the question of whether the United States Postal Service (USPS) was paying more or less than appropriate to cover benefit payments for the Civil Service Retirement System (CSRS)...

  • Talent pool runs dry. Light, Paul C. // Government Executive;Sep99, Vol. 31 Issue 9, p14 

    Reflects on the growing problem of talent shortage in United States public administration sector. Inadequacy of federal recruitment programs aimed at attracting talented civil servants; Application process for a government job; Attitude of young citizens toward seeking employment; Hiring...

  • The Black Spot.  // Saturday Evening Post;6/13/1936, Vol. 208 Issue 50, p22 

    Delves into the merit system in civil service following the implementation of New Deal in the U.S. Deficiency of personnel selection practices in the public sector; Impact of the growth of unclassified Government employees not covered by civil service to the unemployment rate in the country;...

  • Public bodies ‘not all ready’ for freedom of information. Conrad, Mark // Public Finance;10/8/2004, p13 

    Reports that government bodies in Great Britain have issued new guidance on the responsibilities of public servants under the Freedom of Information Act though some organizations are ill-prepared for its implementation. Agencies behind the Freedom of Information Act; Claims that the guide is not...

  • Small Business Administration: Steps Taken to Better Manage Its Human Capital, but More Needs to Be Done: T-GGD/AIMD-00-256. Brostek, Michael // GAO Reports;7/20/2000, p1 

    Discusses key issues concerning the management of human capital for the U.S. Small Business Administration. Key issues of interest; Analysis of pertinent topics and relevant issues; Implications on administrative agencies and public administration.

  • Legislation Introduced To Ensure Federal Continuity As Baby Boom Generation Retires.  // PA Times;Sep2007, Vol. 30 Issue 9, p13 

    The article reports on the legislation introduced by U.S. Senator Susan Collins which is designed assist the federal government's ability to respond to the potential loss of the federal employees who are set to retire in the next decade. The bill will authorize federal agencies to reemploy...

  • Need to get out more. Lodge, Guy; Rogers, Ben // Public Finance;8/18/2006, p20 

    The article discusses some recommendations on how to improve the civil service performance of the Whitehall in Great Britain. Minister should be given greater control on the civil service such as hiring and dismissal of public officials. They would be held responsible for all civil service...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics