Evening star. [volume] (Washington, D.C.) 1854-1972, 1955-12-18

outset:
Incentive management in
ciudes giving opportunity and
spur to employees so that they
can best develop their abilities
and latent talents. and thus
contribute more Of their mental
capacities and physical energies
Ito the organizations mission. In
centive management in its
broadest sense means providing
the things employees want and
need to insure their progress
and proficiency. and to mold the
right public service attitudes:
"(1) Intensive and systema-
tized training to enable employees
to develop. and to realize their
maximum potential advance
ment, co regular review of en-
lploye performance for the pur-
pose Of recognizing exceptional
public service achievement and
Ito help employees realize their
basic desires to progress. and CD
formal and public recognition for
unusual performance and for
acts In the interest Of better
public service"
| %% y
EMPLOYE TRAINING-The
Commerce supervisors pamphlet
stresses that some employe
training programs have already
been set up. but declared that
more systemized training is
needed on a broader scale.
It adds: "As time and funds
permit. the department plans to
make continued advances in
supervisory and executive de-
velopment and training pro-
grams. These will be planned to
assist personnel at all levels to
take full advantage Of the grow
ing store Of valuable knowledge
and effective methods devised to
add In the promotion or organi-
lzation efficiency and service
through improved supervision,
better human relations, and ef-
fective incentives.
The department said 1t felt
that such systematized training
programs can be done within
existing appropriations.
The supervisors were told that
lemployes training may be of q
classroom. special assignment or
on-the-job nature. The latter
often accomplishes the best
training, the department noted.
However. q word Of caution
lis offered with regard to on-the-
job training" the department
stated. Programs for on-the-
LOB training are not merely situ-
ations In which employees have
to learn as best they can on the
job when anyone has a little
spare time to devote to them.
The late General Brehan Somer-
veil once made this statement
In reference to the lack Of sys-
jtematic programming Of train
ling in civilian organizations.
"'It always has been q mys-
terry to me why we in the Army
thought the minute O fellow put
! on uniform we had to rush
around and train him vigorously
for his job. but as long as he
wore civilian clothes, he was
supposed to learn the job by a
process Of osfliosis or experience.
or just exposure 70 the hazards
of work Sound training pro-
grams should be based on def
nitely determined needs. reas-
enable and definite detectives,
and effective and scientific train
ing methods"
The department said training
lis a practical necessity when
ever q new employee comes to
work, an employe is assigned to
a new or different job which he
does not know, the methods OF
doing an old job are changed.
advancement opportunities re-
lquire new or higher level skills,
or the mission. the organization.
lor the working relationships
within the organization are sub
stantially changed.
4
! PERFORMANCE EVALUA-
TON - Commerce supervisors