Casecan: The TSA Secure Top Flight Performance If You've Flo

Casecan The Tsa Secure Top Flight Performanceif Youve Flown In The

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.

Paper For Above instruction

The Transportation Security Administration (TSA), established in the wake of the September 11, 2001 terrorist attacks, holds the critical responsibility of safeguarding the nation's transportation systems, particularly airports. Ensuring top-flight performance in TSA operations has been a persistent challenge, compounded by issues related to employee misconduct, theft, and ethical lapses. This essay critically examines whether TSA can achieve a high standard of performance, considering its human resource management strategies, organizational reforms, and performance measurement initiatives.

Historically, TSA's performance has been scrutinized for lapses such as theft, cheating, and operational inefficiencies. Incidents involving theft of personal belongings and suspicious behaviors among employees suggest gaps in security and ethics. The TSA's response, including zero-tolerance policies, investigations, and disciplinary actions, demonstrates a commitment to accountability. However, ethical breaches and theft undermine public confidence and pose security risks, impairing TSA’s ability to deliver optimal performance. Therefore, establishing a robust ethical culture and trustworthy workforce is essential for TSA to enhance its operational effectiveness.

Human resource management plays a vital role in transforming TSA into a high-performing organization. The agency's strategic efforts to redefine job roles—shifting from 'screeners' to 'security officers'—signifies an attempt to foster a sense of professionalism and commitment among employees. These role changes aim to align employee perceptions with the importance of their functions in national security. Additionally, improved training programs, focused on technical skills such as interpreting X-ray images and conducting searches, help ensure that personnel are competent and confident in their tasks. Performance-based pay further incentivizes employees to excel, reducing turnover and increasing job satisfaction. Research indicates that such HR practices are effective in improving employee morale and organizational performance in government agencies (Parker & Avey, 2014; Brewer et al., 2017).

Another critical aspect of TSA's journey toward top performance is their adoption of a results-oriented approach. The agency’s efforts to define clear, measurable goals—such as reducing wait times to under ten minutes for 80% of passengers—reflect a strategic focus on both efficiency and security. These goals facilitate alignment across various levels of the organization, allowing managers and employees to understand expectations and their role in achieving broader objectives. Moreover, setting specific targets for individual airports fosters accountability and continuous improvement. Such practices are consistent with performance management theories that emphasize goal clarity and feedback as drivers of organizational excellence (Locke & Latham, 2002).

Nevertheless, challenges remain in translating these initiatives into sustained high performance. Employees' perception of their impact on national security significantly influences their motivation and effort. When individual efforts are clearly linked to organizational outcomes, employees are more likely to internalize their roles and perform at higher levels. Conversely, lack of visibility into how daily tasks contribute to security objectives can diminish motivation. Therefore, integrating performance measurement systems that link individual activities to organizational goals is crucial. These systems should include regular feedback, evaluations, and recognition programs, fostering a performance culture rooted in accountability and continuous improvement (Campbell et al., 2012).

Furthermore, addressing ethical lapses and building a professional workforce require a culture of integrity and accountability. Ethical training, clear codes of conduct, and transparent investigation processes are fundamental to cultivating integrity. Leadership commitment to ethics sets the tone at the top, influencing organizational climate. High ethical standards and professionalism not only prevent misconduct but also improve overall system reliability—an essential factor for achieving top-flight performance in security operations (Paine, 2013). As TSA continues to evolve, embedding these values in its human resource practices will be vital.

In conclusion, while TSA has made significant strides through organizational reforms, targeted training, performance-based incentives, and strategic goal-setting, achieving consistent top-flight performance remains an ongoing challenge. To fully realize its potential, TSA must continue to strengthen its ethical culture, improve performance measurement systems, and reinforce the link between individual effort and organizational success. With sustained leadership commitment and continuous improvement, TSA can indeed transcend its current limitations and provide security that meets the highest standards expected by the traveling public.

References

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