Assignment – Evaluation of Agency’s Public Personnel Administration
Week 5 Assignment – Evaluation of Agency’s Public Personnel Administration
Preparation
Scenario for Assignments
Please note, the assignments in this course build upon one another. For these assignments, you will take on the role of a consultant for a government agency. Your consulting firm has been asked by the agency to conduct research, compile a report, and provide recommendations for improvement of their personnel management system. The first role of the consultant is to become familiar with the agency and its departments. You will develop the assignment in four parts, submitting each to your supervisor (your professor) who will review and grade your efforts.
- Week 3: Rationale and Analysis for Agency Selected.
- Week 5: Evaluation of Agency’s Public Personnel Administration.
- Week 7: Agency’s Law and Ethics of Hiring a Diverse Workforce.
- Week 10: Analysis of the Agency’s Policies, Procedures, and Plans – Unions, Privatization, Pensions, and Productivity.
In this assignment, you will continue to research the agency you selected for the Week 3 assignment.
Instructions
4–5 page titled, “Evaluation of Agency’s Public Personnel Administration,” in which you:
- Analyze the organizational design of the selected agency’s human resource management (HRM) in relationship to the entire organization. Assess its strengths and weaknesses (title this section “Organizational Design”).
- Analyze at least three of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce (title this section “Personnel Recruitment and Hiring Practices”).
- Evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses (title this section “Employee Skills Training”).
- Recommend at least two actions the agency could take to improve in the areas of recruiting and training a qualified workforce (title this section “Recruiting and Training Recommendations”).
- Appropriately incorporate at least four quality sources. A quality source can be either popular, such as a news article, or scholarly, such as peer-reviewed works. In the case of public administration, government websites are appropriate quality resources. Note: Wikipedia, SparkNotes, and similar websites do not qualify as academic resources. Use the Strayer University Online Library to conduct research.Name: w05a1
Description: Evaluation of Agency’s Public Personnel Administration
Unacceptable Needs Improvement Competent Exemplary Analyze the organizational design of the selected agency’s human resource management (HRM) in relationship to the entire organization. Assess its strengths and weaknesses. Points: 0 (0.00%)
Did not submit an analysis of the organizational design.
Points: 22.75 (13.00%)
Discussed the organizational design relating HRM to only parts of the organization or incompletely assessed its strengths and weaknesses.
Points: 29.75 (17.00%)
Analyzed the organizational design relating HRM to the entire organization incompletely assessing its strengths and weaknesses using evidence to substantiate.
Points: 35 (20.00%)
Analyzed the organizational design relating HRM to the entire organization completely and accurately assessing its strengths and weaknesses using evidence from multiple sources to substantiate.
Analyze at least three of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce. Points: 0 (0.00%)
Did not submit an analysis of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce.
Points: 22.75 (13.00%)
Discussed less than three components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce inaccurately and incompletely.
Points: 29.75 (17.00%)
Discussed three components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce but is missing key details.
Points: 35 (20.00%)
Analyzed three of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce using multiple sources to substantiate.
Evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses. Points: 0 (0.00%)
Did not evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills and over all competencies.
Points: 22.75 (13.00%)
Stated the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, did not discuss the strengths and weaknesses.
Points: 29.75 (17.00%)
Evaluated the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, discussing the strengths and weaknesses without much detail.
Points: 35 (20.00%)
Evaluated the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses.
Recommend at least two actions the agency could take to improve in the areas of recruiting and training a qualified workforce. Points: 0 (0.00%)
Did not recommend any actions the agency could take to improve in the areas of recruiting and training a qualified workforce.
Points: 22.75 (13.00%)
Recommended only one action the agency could take to improve in the areas of recruiting and training a qualified workforce.
Points: 29.75 (17.00%)
Recommended two relevant actions the agency could take to improve in the areas of recruiting and training a qualified workforce.
Points: 35 (20.00%)
Recommended two relevant and feasible actions the agency could take to improve in the areas of recruiting and training a qualified workforce.
Use four sources to support your writing. Choose sources that are credible, relevant, and appropriate. Cite each source listed on your source page at least one time within your assignment. Points: 0 (0.00%)
No sources provided.
Points: 11.375 (6.50%)
Provided less than three quality sources; most references are not peer reviewed, academic references.
Points: 14.875 (8.50%)
Provided four quality sources; some or all references are peer reviewed, academic references.
Points: 17.5 (10.00%)
Provided more than four quality sources; all references are peer reviewed, academic references.
Produced writing that is clear, well-organized, and applies appropriate SWS style. Writing contains accurate grammar, mechanics, and spelling. Points: 0 (0.00%)
Produced writing that has noticeable issues with clarity, organization, and the application of SWS style or SWS was not applied. Errors in grammar, mechanics, and spelling detract from readability. Overall, errors are major (8–9) and have definite impact on the ability of the reader to understand the writing.
Points: 11.375 (6.50%)
Produced writing that attempts to be clear, well-organized, and applies appropriate SWS style. Writing contains some errors in grammar, mechanics, and spelling. Overall, errors are moderate (6–7) and have some impact ability of the reader to understand the writing.
Points: 14.875 (8.50%)
Produced writing that is clear, well-organized, and applies appropriate SWS style. Writing contains accurate grammar, mechanics, and spelling. There may be minor errors (4–5) but they do not impact the ability of the reader to understand the writing.
Points: 17.5 (10.00%)
Produced writing that is clear, well-organized, and applies appropriate SWS style. Writing contains accurate grammar, mechanics, and spelling. Errors are minimal (0–3).
Name:w05a1
Description:Evaluation of Agency’s Public Personnel Administration
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