CASE: CAN THE TSA SECURE TOP-FLIGHT PERFORMANCE?

CASE: CAN THE TSA SECURE TOP-FLIGHT PERFORMANCE?Assignment 3: Case Study—TSAWriting AssignmentRead the Case: Can the TSA Secure Top Flight Performance in chapter 1 of your text book and do the following:o Summarize the case in 1-2 paragraphs.o Explain which of the HR practices described in the case you think contribute to greater efficiency andeffectiveness of TSA employees. Why? Recommend at least two other practices which could be employed to increase efficiencyand effectiveness of TSA employees. Justify your response.o Explain which of the HR practices described in the case you think can contribute to ethical behavior by TSAemployees. Why? Recommend at least two other practices which could be employed to encourage ethical behavior of TSAemployees. Justify your response.o Explain at least 3 practices you would recommend to ensure TSA follows equal employment guidelines. Justify yourresponse.Write a 2- to 3-page paper in Word format. Apply current APA standards for writing style to your work.Assignment 3 Grading Criteria Maximum PointsClearly and concisely summarized the case in 1-2 paragraphs. 10Identified and explained in detail the HR practices that contribute to increased efficiency and effectiveness of TSAemployees and recommended and justified at least two additional practices to increase efficiency and effectiveness of TSAemployees. 25Identified and explained in detail the HR practices that contribute to ethical behavior of TSA employees and recommendedand justified at least two additional practices to encourage ethical behavior of TSA employees. 25Recommended and explained at least three relevant and appropriate practices to ensure TSA follows equal employmentguidelines. 25Applied current APA standards for editorial style, expression of ideas, and format of text, citations, and references.Supported assertions with examination of evidence by using appropriate sources. Demonstrated a thorough and completeunderstanding of the concepts. 15Total: 100CASE:CAN THE TSA SECURE TOP-FLIGHT PERFORMANCE?If you’ve flown in the United States recently, you’ve passed through security checkpoints staffed by the TransportationSecurity Administration, a federal agency created in November 2001 to protect all modes of transportation. TSA agents arebest known for scanning baggage and screening persons headed for gates in the nation’s airports. Most travelers appreciatethe concern for safety following the 2001 terrorist attacks, but many also grumble about times they have encountered a TSAemployee who was unpleasant or seemed capricious in enforcing rules.For its part, TSA management has been challenged to maintain a workforce that is knowledgeable, well qualified, ethical,and vigilant about identifying risky persons and behavior. Occasional news reports have identified lapses such as itemsstolen from luggage (perhaps when TSA agents are inspecting checked bags) and claims that security screeners have cheatedon tests of their ability to spot smuggled weapons.In a recent year, TSA received an average of 1,443 claims for lost, stolen, or damaged items, affecting a small share ofthe 65 million passengers who travel each month. Geoff Rabinowitz, a business traveler whose laptop computer disappearedfrom one of his bags, worries that theft by TSA or airline employees could signal a huge security risk: “If they can getaway with taking something out of bags, what can they put in bags without getting caught?” Lauren Suhre lost jewelry andsees theft as a sign of poor management: “I can’t imagine working for them.” TSA responds to such complaints by notingthat it has a zero-tolerance policy for employees caught stealing and investigates charges aggressively.Cheating on security tests is another problem that raises ethics questions. One report said agents at airports in SanFrancisco and Jackson, Mississippi, allegedly were tipped off about undercover tests to be conducted. According to theallegations, TSA employees described to screeners the undercover agents, the type of weapons they would attempt to smugglethrough checkpoints, and the way the weapons would be hidden.What is the TSA doing to improve the professionalism of its employees? Many of the efforts involve human resourcemanagement. One practice involves the design of jobs. TSA wants employees to see themselves not just as “screeners” whosit in airports but as part of a larger law enforcement effort. So that job title was eliminated and replaced with theterm security officers, and career paths were developed. The agency also improved its training in job tasks such asinterpreting X rays and searching property. It added performance-based pay to its compensation plan, so high-performingemployees are rewarded in a practical way. Such changes have helped reduce employee turnover substantially. A survey alsofound greater job satisfaction among TSA workers.These improvements are no small achievement, considering that government agencies have tended to lag behind manybusinesses in creating a focus on high performance. In a government agency, which is not ruled by sales and profits, itcan be difficult to develop measurable performance outcomes—measuring what individuals and groups actually achieve, ratherthan merely tracking their day-to-day activities. As a result, employees may not always see how their individual effortscan help the agency achieve broader goals. Without this vision, they have less incentive to excel.TSA, part of the Department of Homeland Security (DHS), has tried to become an exception, a performance-orientedgovernment agency. Marta Perez, chief human capital officer of DHS, says TSA defined its overall objective as “to deploylayers of security to protect the traveling public and the nation’s transportation system.” To achieve that objective, theagency set specific goals for individual airports, including goals to improve the efficiency and effectiveness of airportscreening, as well as safety targets. For example, one goal is that the wait time for 80 percent of the passengers goingthrough airport security should be 10 minutes or less. Individuals at each airport have specific goals aimed at achievingthe airport’s overall goals. According to Perez, the goals help employees and managers talk about what is expected and howthey will be evaluated.SOURCES: Mark Schoeff Jr., “TSA Sees Results from Revamped People Practices,” Workforce Management, December 11, 2006, p.20; Bill Trahant, “Realizing a Performance Culture in Federal Agencies,” Public Manager, Fall 2007, pp. 45–50; Tom Belden,“Reports of Thefts from Luggage at PHL,” Philadelphia Inquirer, August 27, 2007, downloaded from General Reference CenterGold, http://find.galegroup.com; and Thomas Frank, “Investigation Looks at Airport-Screener Testing,” USA Today, October5, 2007, http://find.galegroup.com.(Noe 23)Noe, Raymond A. Fundamentals of Human Resource Management, 3rd Edition. McGraw-Hill Learning Solutions, 092008. VitalBook file.Follow this link to get a similar paper written from scratch