Public personnel management - Essay Example

Public SectorPayment in lieu of taxes or otherwise referred to as PILOTs are most commonly paid by large landholding non-profit organizations, especially universities and hospitals and are usually paid on a voluntary basis (Mikesell, 2013). It is only logical to argue that because these non-profit organizations receive basic services from cities in which they are situated at, and are funded by real estate taxes, every property owner should pay something in return. These payments are usually made to the local governments by the non-profit organizations because the receive local services like roads, fire protection and the likes, but are ultimately exempted from paying property taxes because they primarily provide charitable work.

In cases of cities that are struggling with budgets, non-profit organizations that are financially healthy and that own a substantial amount of tax-exempt property can be a useful avenue for raising revenue for the city. These cities often want the non-profit organization to chip in some cash in bailing them out of the financial quagmires and to make up for the forgone taxes (Mikesell, 2013). So should the non-profits pay PILOTs? I would like to say that they should pay taxes because all owners of any property in the community, whether for-profit or otherwise receive services from the local governments or the cities such as roads, sewers, police services and the rest and these services have been funded by taxes from real estate.

Although the provision of charity work and services to the residents might be enough justification for tax exemption and the fact that some small organizations might be struggling financially to provide these services, their reliance on services provided by the city from other organizations’ tax is enough reason to compel them to pay taxes as well. There might be some kind of waiver or discount on the non-profits though; like paying PILOTs as a percentage of a company’s financial state. This would see the non-profits paying taxes proportionate to their financial muscles (Mikesell, 2013).

The long-term success of any business depends heavily on the overall satisfaction of the employees and this satisfaction can be drawn from the motivation accorded to them. Motivated employees work harder and are always driven by the zeal to achieve the company’s goals and ambitions. Motivated employees therefore, generally put in a spirited performance for the company, hence better productivity (Klingner, Nalbandian & Llorens, 2010). Elected members of the workforce can play an important role in ensuring that employees are motivated because they represent their interests in the company.

This is more or less empowering the employees and empowerment positively impacts the morale of the employees. Empowerment through election makes the employees feel effective, influential and in control and this sky-rockets their confidence. It improves the commitment of the employees, creativity and productivity. With employees feeling confident, there is a feeling in them that they are the right persons for the jobs assigned to them and this ultimately improves the productivity of the firms (Klingner, Nalbandian & Llorens, 2010).

Training can be defined as the process by which a person is taught particular skills that are needed for art, a job or a profession. It is a learning process that entails the acquisition of knowledge needed for a particular purpose, sharpening of skills, rules and concepts. Strategic planning, on the other hand, refers to a systematic process of achieving a desired future by a company, and mapping the visions into goals and steps to achieving them. It sets priorities, allocates resources, strengthens operations and ensures that the employees and the stakeholders work towards the set goals of the company.

Training is essential in this course, as employees are taught on the objectives of the company and the requirements of achieving them. With the skills learnt in training, the realization of goals set in the strategic planning are made easier and possible to achieve (Klingner, Nalbandian & Llorens, 2010).ReferencesKlingner, D., Nalbandian, J., & Llorens, J. (2010). Public personnel management. (6th Ed). New York: Longman. (Klingner, Nalbandian & Llorens, 2010)Mikesell, J. (2013). Fiscal administration. (9th Ed). Belmont, CA: Wadsworth Publishers.