In the case of the TSA; Transportation Safety Administration, the problem is that screeners are facing declining morale with a high turnover rate. This means that low morale and high turnover become prevalent through the screeners who work at TSA. According to a recent government’s report, low morale issues can make negative impacts on the employees in organizations. It implies that the screeners at TSA can not only be distracted on their jobs but also less focused on security and screening responsibilities because of the low morale.
In fact, due to low morale, low payment, discrimination to minorities, and fear of retaliation by complaining, about one in five of the nation’s 45,000 screeners quit their jobs, which means that employees working at TSA have been suffering from decreased morale as well as discrimination. Based on these problems that are believed to have contributed to the low morale and high turnover between employees, they voted to allow the AFGE; American Federation of Government Employees to stand for them as a union in 2011.
And in 2012, the AFGE negotiated the collective bargaining agreement designed to revise some of the working conditions that TSA employees considered controversial. In spite of the improved provisions of the new contract, our group thinks that the terms of the agreement are not specific enough to increase morale and decrease turnover through the screeners at TSA. First, it doesn’t cover about the discriminatory issues related to older workers, minorities and women. The contents of the new contract do not deal with the discrimination but the performance system.
Absence is a phenomenon that is present in organizations that are large and small, public or private, urban or rural. It is an issue of concern for many managers because it is often costly for the organization as well as for individuals. Absence is affected by many factors as well as a myriad of attitudes. Some people believe that absence may be good for an organization while others do not. ...
So, they are mainly focused on improving the pay-for-performance system by evaluating officer’s performance based on supervisor observations rather than certification test scores. Although the performance system gets better, there might be some other discrimination problems regarding unfair treatment relevant to employee benefits or awards which can be led to turnover. Second, the provisions are not successfully addressing the screeners’ fear of retaliation for raising complaints.
The last regulation is about designing revised dispute resolution and appeal process for disciplinary actions to provide fairness, but this is not effective to protect the employees from retaliation because managers might give pressure on them not to raise complaints about jobs using tacit warning at the workplace. Third, in order to increase morale and decrease turnover, the bottom line is to create accurate and proper job description from job analysis.
Without developed job analysis, the TSA’s efforts for resolving employee concerns may provide false hope and have the unanticipated effects of heightening employee dissatisfaction and further undermining morale. Therefore, with 3 reasons mentioned above, the provisions will not be as effective as to solve the problem. To redesign the TSA officer job descriptions, combination of structured questionnaire method, individual interview method and group interview method would be the most appropriate in analyzing the positions.
Only utilizing one method is inadequate in determining job elements that are essential for successful performance. To be specific, the structured questionnaire method is a great tool of gathering information about jobs by checking or rating possible task items. So it is useful to know most of the important tasks that the TSA officer does. However, it has the limitation of exceptions to a job being overlooked. The individual and group interview methods have to be conducted simultaneously so that the entire range of activities could be found without distortion.
Introduction Job satisfaction and job performance Job satisfaction and job performance have always been very integral, albeit contentious issues pertaining to overall organisational success. According to Vandeveer & Menefee (2006) job satisfaction is a person’s attitude that includes factors such as promotions, pay, opportunity, and the work environment. According to Campbell et al (1993) ...
These three methods will result in a more accurate picture of the position, itself and help officers understand more about their jobs, lifting the morale. In addition to complementation of job analysis, job enrichment, expanding job content to make more opportunities, is required for raising job satisfaction and retention at TSA. Among the five core job characteristics, task significance and skill variety should be encouraged more particularly in this case.
TSA officers have to be informed about the meaningful impact of their tasks on the organization or the environment. For example, they should be educated about how screening is important to prevent possible terrorism or hijacking. Also, there must be more training and preparation for workers through better staffing activities so that workers can learn the specific right way to do the pat downs without having upset customers. It will be easier for TSA to motivate the workers by training the two features in job enrichment.
In the aspect of the collective bargaining agreement, the elements are strongly linked to the feedback from the job. If the job is done appropriately, awards for outstanding service are offered. Moreover, with a performance appraisal process rather than PASS; Performance Accountability and Standards System, workers can exactly identify what they are doing, which creates a sense of accomplishment and even more opportunities about their jobs.
Developing feedback from the job that the contents of agreement are dealing with is very important to create more opportunities for higher job satisfaction. As a result, appropriate job analysis with job enrichment is necessary for TSA to raise morale of the employees and it means that employers can reduce the attractiveness of union representation by creating well designed jobs. The union represents the employees working for an organization and it exists to secure terms and conditions of employment.
Almost every HRM relates directly to the job analysis. The key HRM functions; recruiting, selection, compensation, and performance appraisal are affected by the job analysis. For instance, the job analysis process assists employee training by identifying necessary skills, knowledge, and abilities. It also aids in determining safety and health requirements and labor relations processes. Therefore, with jobs designed properly, employees can understand the fundamental importance and significance of the job itself, resulting high motivation.
There are two basic theory to the conceptualizations of job analysis accuracy:- Classical Test Theory and Generalizability Theory. Classical test theory suggests that a “true score” esists for a given job and that true scores are stavle over time. Any measurement variation error are eliminated or aggragated across time or sources. Through this, researchers have commonly aggregated job ...