Instructions
Assignment 3: Case Study—TSA
Writing Assignment
Read the Case: Can the TSA Secure Top Flight Performance,
and do the following:
Summarize the case in 1-2 paragraphs.
Explain which of the HR practices described in the case you
think contribute to greater efficiency and effectiveness of TSA employees. Why?
Recommend at least two other practices which could be employed to increase
efficiency and effectiveness of TSA employees. Justify your response.
Explain which of the HR practices described in the case you
think can contribute to ethical behavior by TSA employees. Why? Recommend at
least two other practices which could be employed to encourage ethical behavior
of TSA employees. Justify your response.
Explain at least 3
practices you would recommend to ensure TSA follows equal employment
guidelines. Justify your response.
Write a 2- to 3-page paper in Word format. Apply current APA
standards for writing style to your work.
By the due date assigned, deliver your assignment to the
Submissions Area.
Assignment 3 Grading Criteria Maximum Points Clearly and
concisely summarized the case in 1-2 paragraphs.10 Identified and explained in
detail the HR practices that contribute to increased efficiency and
effectiveness of TSA employees and recommended and justified at least two
additional practices to increase efficiency and effectiveness of TSA
employees.25 Identified and explained in detail the HR practices that
contribute to ethical behavior of TSA employees and recommended and justified
at least two additional practices to encourage ethical behavior of TSA
employees.25 Recommended and explained at least three relevant and appropriate
practices to ensure TSA follows equal employment guidelines.25 Applied 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 complete understanding
of the concepts.15 Total:100
CASE STUDY TSA
CASE: 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 Transportation Security Administration, a federal agency created
in November 2001 to protect all modes of transportation. TSA agents are best
known for scanning baggage and screening persons headed for gates in the
nation’s airports. Most travelers appreciate the concern for safety following
the 2001 terrorist attacks, but many also grumble about times they have
encountered a TSA employee 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 items stolen from luggage (perhaps when TSA agents are inspecting checked
bags) and claims that security screeners have cheated on 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 of the 65
million passengers who travel each month. Geoff Rabinowitz, a business traveler
whose laptop computer disappeared from one of his bags, worries that theft by
TSA or airline employees could signal a huge security risk: “If they can get
away with taking something out of bags, what can they put in bags without
getting caught?” Lauren Suhre lost jewelry and sees theft as a sign of poor
management: “I can’t imagine working for them.” TSA responds to such complaints
by noting that 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 San
Francisco and Jackson, Mississippi, allegedly were tipped off about undercover
tests to be conducted. According to the allegations, TSA employees described to
screeners the undercover agents, the type of weapons they would attempt to
smuggle through 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 resource management. One practice involves the design of
jobs. TSA wants employees to see themselves not just as “screeners” who sit in
airports but as part of a larger law enforcement effort. So that job title was
eliminated and replaced with the term security officers, and career paths were
developed. The agency also improved its training in job tasks such as
interpreting X rays and searching property. It added performance-based pay to
its compensation plan, so high-performing employees are rewarded in a practical
way. Such changes have helped reduce employee turnover substantially. A survey
also found greater job satisfaction among TSA workers. These improvements are
no small achievement, considering that government agencies have tended to lag
behind many businesses in creating a focus on high performance. In a government
agency, which is not ruled by sales and profits, it can be difficult to develop
measurable performance outcomes—measuring what individuals and groups actually
achieve, rather than merely tracking their day-to-day activities. As a result,
employees may not always see how their individual efforts can 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-oriented government agency. Marta Perez, chief human
capital officer of DHS, says TSA defined its overall objective as “to deploy
layers of security to protect the traveling public and the nation’s
transportation system.” To achieve that objective, the agency set specific
goals for individual airports, including goals to improve the efficiency and
effectiveness of airport screening, as well as safety targets. For example, one
goal is that the wait time for 80 percent of the passengers going through
airport security should be 10 minutes or less. Individuals at each airport have
specific goals aimed at achieving the airport’s overall goals. According to
Perez, the goals help employees and managers talk about what is expected and
how they 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
Center Gold, http://find.galegroup.com; and Thomas Frank, “Investigation Looks
at Airport-Screener Testing,” USA Today, October 5, 2007,
http://find.galegroup.com. Questions 1. Which, if any, of the HR practices
described in this case do you think can contribute to greater efficiency and
effectiveness of TSA employees? What other practices would you recommend? 2.
Which, if any, of the HR practices described in this case do you think can
contribute to ethical behavior by TSA employees? What other practices would you
recommend? (Noe, 09/2008, pp. 23-24) Noe, R., Hollenbeck, J., Gerhart, B.,
Wright, P. (09/2008). Fundamentals of Human Resource Management, 3rd Edition
[VitalSource Bookshelf version]. Retrieved from
http://online.vitalsource.com/books/007-7376544 The citation provided is a
guideline. Please check each citation for accuracy before use.
