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The heart and soul of any organization are its people and for the organization to perform and be productive, it needs to inform its people where they stand and what are the expectations from them. This task can only be achieved by conducting personnel evaluations of the current officers and new recruits if any, this would help the Ima leader of the Drug Enforcement Association (DEA) of Utopia increase rapport with his subordinates and build a relationship with the officers. To begin, lets first understand what personal evaluation and supervision means. Supervisors make essential commitments to the limit of an association to accomplish its objectives through particular exercises. The manager’s capacity has generally been direction and control, yet supervisors are additionally anticipated that would frame and support feasible work units with individuals who are by and by focused on the association and its objectives. Supervisors are then a key to responsibility, execution, and imperativeness in contemporary associations (Mastrofski, Rosenbaum, & Fridell, 2011). Effective supervision is the key to organization and when all is said in done, organizations, where managers appreciate the certainty of their subordinates, will, in general, perform superior to anything those where they don’t. The ground-breaking impact of having social relations arranged initiative in the perspectives of police subordinates in this example is steady with a huge group of research on administration and administration in general (Bass,1985). Thus, it might be productive for these divisions to look for approaches to reinforce the capacities and tendencies of their leaders to give such social help by analyzing the office’s endeavors at enrollment and choice of officers, preparing, and execution examination.
Employee evaluation is critical while determining employee work performance. There are several of factors that need to be considered during the evaluation and supervision of employees working in a criminal justice organization. For example, the budget to be used during employee evaluation and supervision along with the size of the criminal justice organization. The individuals involved in the supervision and evaluation of employees need to have the abilities and skills in managing the implementation of the new programs and policies introduced in the criminal justice organizations. Different criminal justice organizations have different methods of evaluating and supervising their employees based on the decision-making processes of the organization. Supervisors and managers should set an example for the employees and should be concerned about their actions at all times. If the supervisors and managers cannot seem to be on the same page or get along, this can create a negative environment with the employees. It will show the employees that there is no compromising, it can really decrease the success of the criminal justice organization. When evaluating, feeling should not be involved. For example; the supervisor has been friends with an employee long before they became supervisor. She/he now has to evaluate how that individual is working, thinking of that individual as a regular employee instead of a friend, it would help with the evaluation. If the employee seems to not be doing well at a certain task, mention it, that would help them improve instead of them continuing how they were, without knowing they could do better. Evidence of biases continues to appear in the reported discrimination cases and pose ongoing liability risks for employers (Malos, 2015). Employers should not express biases when evaluating employees. When supervisors abide by these rules and policies, unfair treatment of employees is avoided. Through employee evaluation and supervision, employers are able to offer expert advice to their employees in areas that require improvements.
How it works
Change and innovation is common when trying to improve an organization. Accepting change and accepting that along the way of making changes, there will be some failures. It is a learning process that leads to the correct modifications. Stojkovic, Kalinich, & Klofas (2012) talk about the optimal approach to creating substantial change in an agency is to enter into a deliberate and rational process of planned change. Deciding and choosing which new changes will improve the organization and which will not, takes time and much thought. Innovation has been seen across criminal justice organizations throughout the years. Although many criminal justice organizations are reluctant to change they sometimes have no other choice by to change. Change is hard as it requires the values, and behaviors of individuals to change within an organization (Stojkovic, Kalinich, & Klofas, 2012). Nevertheless, research in criminal justice organizations has led some organizations to embrace change while others are still unwilling to accept change. There are many reasons innovation isn’t easily adopted. The main complication that may prevent changes to organization is the social and economic cost. If the cost associated with implementing the changes are high, people are likely going to be more reluctant to making the change even if it would be more beneficial to the society.
Organizational effectiveness can be measured by the accomplishment of certain goals and the outcome of reaching those goals. The most common theoretical assessment on effectiveness is the goal model. The goal model suggests that organizations can be understood as rational entities. Stojkovic, Kalinich, & Klofas (2012) mentions that the best example of goal model is evaluating companies by their profits, for example; effectiveness in conviction rates, arrest rates, and recidivism. Employees perceive their organization as supportive when they are rewarded beyond their contractual agreements. Organizational support theorists further contend that employees develop perceptions of support to meet socio-emotional needs and to determine the organization’s readiness to reward increased efforts made on its behalf (Eisenberger, 1986). There seems, by all accounts, to be no general understanding on exactly what organizational effectiveness means, as it (organizational effectiveness) can mean distinctive things to various individuals. There is no conclusive meaning of organizational effectiveness, as it requires evaluating numerous principles, as well as an evaluation of dissimilar organizational tasks by utilizing different attributes. Allen & R. Y. W. (2002) talks about models and theoretical frameworks being used to clarify, define, discover, and predict what will help in the change process. Both overt and covert actions are involved when there is resistance to change and it affects the implementation of any changes throughout the DEA.
My choices, organizational effectiveness and change and innovation both have positives and negatives with implementation on personnel evaluation and supervision for the DEA. The positives with organizational effectiveness on having the personnel evaluations may include; performance improvement and job satisfaction. By having the evaluations, the employees will know and understand how they can improve (the supervisor will know how effective the evaluation was, if he was able to resolve challenges in productivity). Job satisfaction can come from knowing they can grow within the organization and are likely to show loyalty to the organization. Organizations that incorporate personnel evaluation into a comprehensive performance management system and use them to implement professional goals have an advantage for accomplishing their goals and ultimately their strategic plan. The positives change and innovation will have, is knowing that the changes will be improving the organization, not downgrading it. The best leaders know that innovation must come from multiple sources. When there are people with different points of view and experiences join, they create the types of innovations that individuals could not have done or found alone. Supervisors should come to understand an innovation mindset where each employee applies the differences that exist in one another for their own success and for the organization.
The negatives about organizational effectiveness for the DEA can be that the employees take the evaluations to heart because they feel they have been doing they’re best and their evaluation says otherwise. This can cause employees to feel unappreciated and upset, to the point of leaving the organization. Although, the personnel evaluations are meant to help the employees know in what area they can improve, in order to bring their job performance up and have a brighter future in the organization, some individuals may not see it that way. Evaluations are very time consuming and can be overwhelming to supervisors with many employees. They can create a very stressful environment for everyone involved. Change and innovations negatives are that looking for new solutions requires countless research, failure, and high costs with uncertainty of the end result. A research-driven innovative organization makes the initial investment and takes all the risk. Additionally, innovation interrupts current outlines and can cause a meaningful decline in the employees’ productivity and morale. Innovation can mess with employees’ old habits and their expectations may cloud openness to new ideas.
The first suggestion would be to describe the vision. The Ima should take a seat with the subordinate toward the start of the assessment time frame. Talk about his/her desires and objectives for them, lessen these to a composed arrangement, and tell them you will be always assessing their advancement toward accomplishing these objectives. Ensure the objectives you are setting are handy and feasible in their present task. It is vital to recollect individual execution objectives ought to flawlessly line up with your unit, division, and office objectives. It is vital to direct occasional catch up with subordinates to affirm their advancement toward accomplishing these objectives. This tells them you are focusing and that you care about their vocation movement. The second suggestion is to provide feedback. Try not to hold up until the point that the assessment is expected, yet give formal and casual positive and negative input each time you see noteworthy advancement or a scarcity in that department. This is a piece of the persistent assessment process specified previously. Human instinct reveals to us individuals react better when input gave is particular and opportune in connection to the conduct.
The third suggestion will be to report everything. Keep a progressing log of all the positive and negative execution benchmarks you watch. I would suggest to utilize a straightforward exceed expectations spreadsheet with fill in the clear squares for a date and what noteworthy execution benchmark is watched. A few offices presently use electronic remarks records to report these slugs. The fact of the matter is, figure out how to adequately archive execution so you can compose a precise and particular assessment. Mentorship will be the fourth suggestion. Try not to trust that your subordinates will fall flat. Give them general training, course, training, and consistent criticism all through the assessment time frame. Execution instructing ought not exclusively to be utilized to revise execution deficits, however, it ought to likewise be utilized to fortify positive execution. Now and then, our people need to hear they are working superbly. Finally, the fifth suggestion will be to compose an accurate and specific evaluation. There is nothing more terrible than perusing your own assessment and feeling baffled your manager neglected to perceive and report huge accomplishments. Regardless of whether we let it be known or not, we as a whole have a requirement for acclaim and acknowledgment by our innovators. Then again, neglecting to report poor rehashed execution can prevent a division from making the proper disciplinary move when an officer neglects to enhance their execution.
The standard guideline in composing a police report is “in the event that it isn’t recorded, it never occurred.” It is much the equivalent with assessments. Precisely recording poor execution and the means taken to revise execution shortages (preparing, tutoring, and instructing,) is basic in the disciplinary procedure. Let’s be honest; a few subordinates obstinately decline to change their states of mind and practices. This can make malignant growth in your association if not appropriately managed. Additionally, keep a check on the task, activity, and result. Describe the particular circumstance or mission that should have been performed given the conditions. What move did the subordinate make? Be particular about what they did to achieve the outcome. What was the positive or negative result because of the execution activity? What was proficient? These procedures would help the organization retain their best officers and keep them happy. Thus, I would suggest personnel evaluation and supervision for the DEA would supersede the other topics in terms of getting started.
Allen, R. Y. W. (2002). Assessing the Impediments to Organizational Change: A View of Community Policing. Journal of Criminal Justice, 30(6), 511-517. doi:10.1016/S0047-2352(02)00173-3
Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York, NY: The Free Press.
Eisenberger, R., Huntington, R., Hutchinson, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71, 500–507
Malos, S. (2015). Overt Stereotype Biases and Discrimination in the Workplace: Why Haven’t We Fixed This by Now? Retrieved from https://doi.org/10.1007/s10672-015-9264-7
Mastrofski, S. D., Rosenbaum, D. P., & Fridell, L. (2011). Police Supervision: A 360-Degree View of Eight Police Departments. National Police Research Platform.
Stojkovic, S., Kalinich, D., & Klofas, J. (2012). Criminal Justice Organizations: Administration and Management (5th ed.). Belmont, CA: Wadsworth.
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