Fire Officer Principles And Practice Ch9

Front 1

Central tendency

Back 1

An evaluation that occurs when a firefighter is rated in the middle of the range for all dimensions of work performance

Front 2

Contrast effect

Back 2

An evaluation error in which a firefighter is rated on the basis of performance of another firefighter and not on the classified job standards

Front 3

Demotion

Back 3

A reduction in rank with a corresponding reduction in pay

Front 4

Discipline

Back 4

A moral mental and physical state in which all ranks respond to the will of the leader

Front 5

Employee assistance program

Back 5

Employee benefit that covers all or parts of the cost for employees to receive counseling, referrals, and advice in dealing with stressful issues in their lives. These problems may include substance abuse, bereavement, marital problems, weight issues, or General Wellness issues

Front 6

Formal written reprimand

Back 6

An official negative supervisory action at the lowest level of the progressive disciplinary process

Front 7

Frame of reference

Back 7

An evaluation error in which the firefighter is evaluated on the basis of the fire officers personal standards instead of classified job description standards

Front 8

Halo and horn effect

Back 8

Evaluation error which the Fire officer takes one aspect of a firefighter's job tasks and applies it to all aspects of work performance

Front 9

Involuntary transfer or detail

Back 9

A disciplinary action in which a firefighter is transferred or assigned to a less desirable or different work location or assignment

Front 10

Loundermill hearing

Back 10

A disciplinary conference that occurs before a suspension, demotion, or involuntary termination is issued. The term loundermill refers to a US Supreme Court decision

Front 11

Oral reprimand, warning or admonishment

Back 11

The first level of negative discipline. Considered informal, this discipline remains with the Fire officer and is not part of the firefighters official record

Front 12

Performance log

Back 12

An informal record maintained by the fire officer that list firefighter activities by date and includes a brief description: it is used to provide documentation for annual evaluations and special recognition

Front 13

Personal bias

Back 13

An evaluation error that occurs when the evaluators perspective skews the evaluation such that the classified job knowledge, skills, and abilities are not appropriately evaluated

Front 14

Pre termination hearing

Back 14

Initial check to determine if there are reasonable grounds to believe that charges against an employee are true and support the proposed termination

Front 15

Progressive negative discipline

Back 15

The process for dealing with job-related behavior that does not meet expected and communicated performance standards. The level of discipline increases from mild to more severe punishment if the problem is not corrected

Front 16

Recency

Back 16

An evaluation error which the firefighter is evaluated only on incidents that occurred over the past few weeks rather than the entire evaluation period

Front 17

Restricted Duty

Back 17

A temporary work assignment during an administrative investigation that isolates the firefighter from the public and usually is Administrative assignment away from the fire station

Front 18

Special evaluation period

Back 18

A designated period Of time when an employee is provided additional training to resolve a work performance behavioral issue. The supervisor issues an evaluation at the end of the special evaluation period.

Front 19

Suspension

Back 19

A negative disciplinary action that removes a firefighter from the work location: he or she is generally not allowed to perform any fire department duties

Front 20

T account

Back 20

A documentation system similar to an accounting balance sheet listing credits and debits, in which a single sheet form is used to list the employees assets on the left side and liabilities on the right side so the result resembles the letter t

Front 21

Termination

Back 21

The situation in which the organization ends individuals employment against his or her will

Front 22

Work Improvement plan

Back 22

A written document that is part of a special evaluation period. The plan identifies performance deficiencies and list the improvements in a performance or changes in Behavior required to obtain a satisfactory evaluation

Front 23

Why does a fire officer conduct regular evaluations

Back 23

To provide feedback on job performance, on-duty behavior, and problem resolution

Front 24

The annual performance evaluation is

Back 24

A formal written documentation of the firefighters performance in the rating period. Evaluations should be an ongoing process throughout the year

Front 25

What must the Fire officer determine of each new firefighter

Back 25

Their skills, knowledge, attitude, strength, and weaknesses and then set specific expectations for each new firefighter

Front 26

How should fire officers keep firefighters aware of how they are doing

Back 26

They should provide regular feedback especially after incidents or activities that presented special challenge

Front 27

How does a fire officer build discipline

Back 27

Buy training to meet performance standards

Front 28

Explain positive discipline

Back 28

Directed toward motivating individuals and groups to meet or exceed expectations

Front 29

In a municipal system where should personnel records be stored

Back 29

Secured Central Repository

Front 30

When should employees receive annual written evaluations

Back 30

After their initial probationary period annually

Front 31

Why should fire officers provide evaluation and feedback to Firefighters throughout the year

Back 31

So that the information that goes into their annual evaluation does not come as a surprise

Front 32

Evaluations are largely subjective process that are vulnerable to what

Back 32

Unintentional biases and errors

Front 33

What is negative display aimed at

Back 33

Discouraging unacceptable behavior and poor performance

Front 34

What is EAP designed to deal with

Back 34

Issues such as substance abuse, emotional or mental health issues, marital and family difficulties, or other difficulties that affect job performance

Front 35

Regular evaluations provide what

Back 35

Feedback for on-the-job performance, on-duty behavior, and problem resolution

Front 36

Positive discipline

Back 36

Intended to help the employee recognize problems and make corrections to improve performance or behavior.

Front 37

Negative discipline

Back 37

Intended as punishment for unsatisfactory performance, unacceptable Behavior, or failure to respond appropriately to positive discipline

Front 38

Process for Progressive discipline

Back 38

Might begin with verbal counseling, then move on to verbal reprimand with a written note to be put in the employee's file, then to a formal written reprimand, and finally to suspension, reductions in pay, or demotion

Front 39

What is the ultimate form of negative discipline

Back 39

Dismissal or termination

Front 40

When are most evaluation performed

Back 40

Annually

Front 41

When is feedback on an individual's performance most effective

Back 41

As soon as possible after an action or incident.

Front 42

Although negative feedback should be issued to an individual in private, when should unsafe actions be counseled

Back 42

Unsafe conditions should be counseled as soon as they are noticed

Front 43

Should an on-site counseling be left at that

Back 43

No, once the incident is under control the officer needs to follow up with a private face-to-face meeting with a firefighter or firefighters who created or ignored an unsafe condition

Front 44

How does the officer build discipline

Back 44

Buy training to meet performance standards using rewards and punishments judiciously instilling confidence in and building trust among team leaders and creating a knowledgeable Collective will

Front 45

Positive discipline is based on

Back 45

Encouraging and reinforcing appropriate behavior and desirable performance

Front 46

Negative discipline is based on

Back 46

Punishing inappropriate behavior or unacceptable performance

Front 47

Can some actions or behaviors be so unacceptable that they result in immediate negative discipline

Back 47

Yes

Front 48

When should you use positive and negative discipline

Back 48

Positive discipline should be used before negative discipline.

Front 49

Progressive discipline

Back 49

Refers to starting out to correct the problem with positive discipline and then increasing the intensity of the discipline if the individual fails to respond to the positive form. Negative discipline might have to be used as an increasingly greater extent in a situation in which the individual fails to respond in an appropriate manner to correct the problem

Front 50

Direction of positive discipline

Back 50

Directed toward motivating individuals and groups to meet or exceed expectations

Front 51

What is the starting point for positive discipline

Back 51

Identifying weaknesses, setting goals, and objectives, and providing the capability to meet those targets. Positive discipline is to establish a set of expectations for behavior and performance

Front 52

How is positive discipline reinforced

Back 52

By rewarding excellent performance

Front 53

Key to success for fire companies

Back 53

Teamwork

Front 54

How does an officer set the stage for positive discipline

Back 54

Walk the walk. The officer sets the stage by setting clear expectations. The supervisor will directly participate in firefighting activities and Performing non-emergency activities they should demonstrate a personal commitment to the Department's goals and objectives.

Front 55

What is a good stimulus for positive discipline

Back 55

Competitiveness.

Front 56

Empowerment

Back 56

One of the most effective strategies within the realm of positive discipline

Front 57

Big thing of informal discipline

Back 57

Informal discipline action stays with the Fire officer and does not become part of the employees or official record

Front 58

How quickly do skills diminish

Back 58

Skills have been shown to deteriorate if not used within 90 days of training

Front 59

Informal written reprimands

Back 59

Use a standard form when issuing an informal oral reprimand, warning, or admonishment. This record is valued by the personnel office if it should become a grievance or results in a civil service hearing

Front 60

What might be in a personnel file

Back 60

Hiring packet, tax withholdings, personal actions, evaluations, grievances, formal disciplines.

Front 61

4 steps of annual evaluation processes

Back 61

Supervisor fills out a standardized evaluation form, subordinate is allowed to review and comment on the evaluation, face-to-face feedback interview between supervisor and subordinate, establish goals for the subordinate to accomplish during the next evaluation period

Front 62

Benefit of a mid-year review

Back 62

Have the employees write a self-evaluation in preparation for the yearly review

Front 63

When should an employee no there's a problem with his performance

Back 63

Firefighter who's not meeting expectations should know there's a problem long before the annual evaluation.

Front 64

Leniency in annual reviews

Back 64

Some officers tend to rank all firefighters either higher or lower than their actual work performance. this reduces conflict because a positive evaluation is likely to make the evaluation a more pleasant experience and avoid confrontation.

Front 65

Leniency in the negative Direction for an evaluation

Back 65

some officers lean in the opposite direction and rate all firefighters with needs Improvement or unsatisfactory. They think that low ratings will cause a firefighter to be motivated to work harder.

Front 66

What is a stronger Force: negative discipline or positive discipline

Back 66

Negative discipline

Front 67

Progressive negative discipline

Back 67

If an individual does not respond to positive efforts to correct the problem, the next logical step is to punish continuing unsatisfactory performance. Sometimes it's necessary to terminate employee who is an ineffective and unwilling to improve

Front 68

Typical steps in Progressive negative discipline

Back 68

Counsel, verbal reprimand, issue a written reprimand, suspended, terminate

Front 69

Although upper management usually issues reprimand, why is it sometimes important for the officer to be involved

Back 69

Fire officers the closest person to the issue and will be involved in remediation efforts