Fire service personnel management: topic
Firefighting is held with high regards but also together with the ability to stop catastrophes; the personnel have issues in their departments. As much as the department is subject to appreciation, it has not been an easy endeavor for adherence to all rules present as their department faces challenges. According to Edwards (2010), some of the problems experienced in the field relate to lack or poor communication, poor work balance as well as a continuous application of practical skills, which in a way may lead to the wearing out of individuals. The paper thus addresses these challenges while offering solutions to mitigate them to promote the efficacy of the fire department.
Recruitment and Retention
Smeby (2013) argues that recruitment refers to hiring the best-qualified persons coherent with the availability of job opportunities. On the other hand, retention relates to the condition of maintaining members of staff regardless of the challenges facing an organization. It is imperative for one to fathom that Fire-fighting is not in the category of white-collar jobs and therefore requires manual integration of physical input. People who do not possess grit may therefore not endeavor to join a field that is characterized by irregular schedules marked by unprecedented events (Kuoppala, Lamminpää & Husman, 2008). Poor remuneration packages for the individuals in some states may lead the personnel to seek other alternatives. The solution is thus creating awareness on the need for engaging with the department as it gives care on a community level. It is imperative to offer favorable and attractive remuneration packages to prevent individuals from seeking other employment endeavors (Edwards, 2010).
The adherence to rules and regulations has been one of the challenges facing firefighters and the management. Cases of individuals going contrary to the conventional principles are mostly due to the absence of self-discipline. The core factor deterring fire service members from becoming leaders is the fear of disciplining a crew member. Officers should incorporate disciplinary measures for the workers on the matters pertaining to absence, negligence, violation of laws to improve the performance of the fire department (Smeby, 2013).
Training Programs or Strategies
Training is paramount in any organization to induce productivity in the department. It means that failure in proper training will mess up the successful way of dealing with problems. Lack of enough personnel to train others, enough equipment or no reliable methods of training are the most problems facing the training divisions. Also training with poor tactics and strategies, used by firefighters could cost lives to be lost. According to Edwards (2010), enough equipment should also be provided; safe strategies and qualified methods of training ought to be incorporated
Sick Leave Abuse
The term refers to the pattern in which fire service persons fail to turn up for duty based on illnesses. However, during this time they are actively engaged in their personal business ventures at the expense of their firms. Policies are subject to integration and evaluation to determine whether their medical providers authorized them to not attend their shifts (Kuoppala, et al, 2008) and certify the individuals requesting for sick leave.
The concept of diversity encompasses respect and acceptance of the unique diversity among all groups of people. The uniqueness is based on the differences in racial affiliation, gender, socio-economic status, age, physical abilities, and religious beliefs. The management of the organization ought to be at the forefront in appreciation of the uniqueness of all individuals in which will result in the prevention of strife (Mc Neil, 2008).
Edward (2010) argues that there is a correlation between intrinsic and extrinsic motivations to the output of the employee. As such, the morale of fire service personnel is quantified through the levels of confidence, enthusiasm, and discipline. Low intrinsic as well as extrinsic motivation results in a bad performance. It, therefore, is a prerequisite to incorporate motivation levels of these personnel who sacrifice their lives each time there is an emergency. Edwards (2010) implores that it includes improving the working conditions, providing incentives and inducing a promotion policy for best-performed personalities.
Edwards, S. T. (2010). Fire service personnel management (3rd Ed.). Upper Saddle River, NJ: Prentice Hall.
McNeil, J. (2008). Diversity in the Fire Service: A Problem or a Solution? Retrieved from Fire Engineering, http://www.fireengineering.com/articles/2008/10/diversity-in-the-fire-service-a-problem-or-a-solution.html
Kuoppala, J., Lamminpää, A., & Husman, P. (2008). Work health promotion, job well-being, and sickness absences—a systematic review and meta-analysis. Journal of Occupational and Environmental Medicine, 50(11), 1216-1227.
Smeby Jr, L. C. (2013). Fire and emergency services administration: Management and leadership practices. Sudbury, MA: Jones & Bartlett.
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