"The City of Lebanon (New Hampshire) Fire Department had no formal process of evaluation for personnel. Although required by city policy and collective bargaining, employee performance evaluations were mostly overlooked by city management and the department. The only department evaluations conducted were for newly hired or promoted personnel to confirm successful completion of the probationary period. The problem prompting this research was the lack of a formal evaluation process for Lebanon Fire Department. The purpose of this research project was to conduct an analysis of the need for a personnel evaluation system for Lebanon Fire Department and establish a plan to implement such a system. Research was conducted using historical, descriptive and action research methodologies. Human Resource, Fire Service, Lebanon Fire Department, Internet and interview sources were utilized; (a) to find out why there was no system of evaluation in place at the Lebanon Fire Department, (b) to prove or disprove the need for an evaluation system for Lebanon Fire Department, and (c) to determine the best way to integrate an evaluation system into the Lebanon Fire Department culture, if the need existed. Historical research was used to establish the reason that evaluations were not currently conducted by Lebanon Fire Department. Descriptive research employing the Analysis Phase of the Change Management Model in the National Fire Academy course, "Strategic Management of Change," was utilized to determine the necessity for a department evaluation system. Literature reviews of both pro and con viewpoints from public sector, private sector, fire service, and human resource disciplines were conducted on the topic of employee evaluations."
United States. Federal Emergency Management Agency, Learning Resource Center: http://www.lrc.fema.gov/