can you answer all 4 questions?

please

This homework assignment should heavily lean on Swiss (2011). Chapter 13. Application 1 Lora Michaels heads the finance department for a city of 1,100,000 residents. Her 220 employees include her deputy and roughly 70 clerical workers, 80 property appraisers, 50 accountants and auditors, 15 lawyers, three economists, and six information technology (IT) specialists. The city depends entirely on a property tax, and Michaels' office accordingly appraises property, hears the preliminary appeals of property appraisals, sends out bills, collects tax monies and invests it in short-term accounts), and to aid the city council) also tracks and predicts all revenues. Other executives in the city government view the finance department as competent but rarely innovative or impressive. The city finance department has traditionally used a trait-based appraisal system, but Michaels is considering adopting a different approach. She has always given across-the-board salary increases, but she believes the city manager would listen to her if she proposed eliminating across-the-board increases and instead instituting some type of reward system for finance department employees. She is generally satisfied with her employees' performance, but there are occasional problems. For example, one property appraiser has been performing at a very low level. Her immediate superior reports that he spoke with her without results. Michaels believes that the superior is unskilled in handling employees and is accordingly reluctant to blame totally (and fire) the appraiser. Michaels wonders what management changes, if any, might help her with this type of problem when it recurs with future employees. She is generally satisfied with her employees' performance, but there are occasional problems. For example, one property appraiser has been performing at a very low level. Her immediate superior reports that he spoke with her without results, Michaels believes that the superior is unskilled in handling employees and is accordingly reluctant to blame totally (and fire) the appraiser, Michaels wonders what management changes, if any, might help her with this type of problem when it recurs with future employees. 1. Begin by sketching some overall information about the agency: a. Show a logic model with several process measures and five outcome measures. b. How clear is the agency's program technology? Why? 2. Show the individual appraisal alternatives. Choose one particular type of worker, and then for that worker give specific, detailed examples of a: a. trait instrument; b. BARS instrument; and c. PM-based appraisal instrument. + Show at least three categories for each type of instrument + 3. Based on answer #2, which individual appraisal system would be best here and very specifically, why? Might it help with the underperforming appraiser? Why or why not? 1. Begin by sketching some overall information about the agency: a Show a logic model with several process measures and five outcome measures. b. How clear is the agency's program technology? Why? 2. Show the individual appraisal alternatives. Choose one particular type of worker, and then for that worker give specific, detailed examples of a: a. trait instrument; b. BARS instrument; and c. PM-based appraisal instrument + Show at least three categories for each type of instrument + 3. Based on answer #2, which individual appraisal system would be best here and very specifically, why? Might it help with the underperforming appraiser? Why or why not? 4. What types of individual and group rewards, if any, should Michaels use and why? Give specific examples. This homework assignment should heavily lean on Swiss (2011). Chapter 13. Application 1 Lora Michaels heads the finance department for a city of 1,100,000 residents. Her 220 employees include her deputy and roughly 70 clerical workers, 80 property appraisers, 50 accountants and auditors, 15 lawyers, three economists, and six information technology (IT) specialists. The city depends entirely on a property tax, and Michaels' office accordingly appraises property, hears the preliminary appeals of property appraisals, sends out bills, collects tax monies and invests it in short-term accounts), and to aid the city council) also tracks and predicts all revenues. Other executives in the city government view the finance department as competent but rarely innovative or impressive. The city finance department has traditionally used a trait-based appraisal system, but Michaels is considering adopting a different approach. She has always given across-the-board salary increases, but she believes the city manager would listen to her if she proposed eliminating across-the-board increases and instead instituting some type of reward system for finance department employees. She is generally satisfied with her employees' performance, but there are occasional problems. For example, one property appraiser has been performing at a very low level. Her immediate superior reports that he spoke with her without results. Michaels believes that the superior is unskilled in handling employees and is accordingly reluctant to blame totally (and fire) the appraiser. Michaels wonders what management changes, if any, might help her with this type of problem when it recurs with future employees. She is generally satisfied with her employees' performance, but there are occasional problems. For example, one property appraiser has been performing at a very low level. Her immediate superior reports that he spoke with her without results, Michaels believes that the superior is unskilled in handling employees and is accordingly reluctant to blame totally (and fire) the appraiser, Michaels wonders what management changes, if any, might help her with this type of problem when it recurs with future employees. 1. Begin by sketching some overall information about the agency: a. Show a logic model with several process measures and five outcome measures. b. How clear is the agency's program technology? Why? 2. Show the individual appraisal alternatives. Choose one particular type of worker, and then for that worker give specific, detailed examples of a: a. trait instrument; b. BARS instrument; and c. PM-based appraisal instrument. + Show at least three categories for each type of instrument + 3. Based on answer #2, which individual appraisal system would be best here and very specifically, why? Might it help with the underperforming appraiser? Why or why not? 1. Begin by sketching some overall information about the agency: a Show a logic model with several process measures and five outcome measures. b. How clear is the agency's program technology? Why? 2. Show the individual appraisal alternatives. Choose one particular type of worker, and then for that worker give specific, detailed examples of a: a. trait instrument; b. BARS instrument; and c. PM-based appraisal instrument + Show at least three categories for each type of instrument + 3. Based on answer #2, which individual appraisal system would be best here and very specifically, why? Might it help with the underperforming appraiser? Why or why not? 4. What types of individual and group rewards, if any, should Michaels use and why? Give specific examples