PADM 610 Case Study Human Resouces

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Case Study 1 Case Study: Human Resources and Changes in FEMA Helm’s School of Government, Liberty University July 2, 2020

Case Study 2 Abstract This paper will be about the human resources part of the statesman model. Changes to FEMA will also be discussed and how covenant hesed, covenant ethics, performance evaluation, and statecraft are important when dealing with the challenges of human resource issues. Keywords : statesmanship model, human resources, covenant, hesed, ethics, performance, evaluation, statecraft, FEMA

Case Study 3 Introduction (Human Resources and Changes in FEMA) Statesmen in public administration roles make beneficial decisions for the citizens they govern. It is important to remember that organizational leadership and statesmanship leadership can work hand in hand to better the work climate and further the organization’s goals. A statesman leader puts his/her interest aside to make the atmosphere all-inclusive for the employees and accepts employees’ input, so the organization’s direction is clear. “A public administrator has to balance his obligations as a civil servant with that of his professional obligations without losing sight of his main goal, which is to promote public interest” (Urbano, 2014). Being a statesman requires balancing public welfare while maintaining moral principles and making ethical decisions. Public administrators must make quick, tough decisions, and the two often conflict. “The ethical behavior of leaders has come to assume global importance, with leaders being implicated in high-profile ethical scandals and integrity violations” (Downe et al., 2016). Ethical leaders have moral character, and they will display that moral character which will encourage moral character in the employees. This kind of example leads to the whole organization demonstrating the same rules. There needs to be some form of written framework available that models what is appropriate, and some form of mechanism for monitoring conduct should be in place. For example, ethical codes for public administrators are described by the American Society for Public Administration principles. The ASPA (2021) describes some of these as advancing public interest, upholding the law, promoting participation, ethical organization, and integrity. While organizations change from administration to administration, the challenges in handling situations depend on what kind of administration they are under when the crisis starts

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Case Study 4 (Voet, 2015). This paper is a case study that will evaluate and explain changes in the FEMA organization, and how the statesmanship model is needed for the human resources challenges that come up. The importance of the covenant of hesed, the covenant of ethics, the performance evaluation, and statecraft will be demonstrated. Covenant of Hesed Hesed is a loving fulfillment of covenant obligation. As Dr. Fischer describes, “In scripture, love and duty are intertwined, and it is in relation to what Jesus said when he told his disciples to go the extra mile in serving one another” (Fischer, 2010). A covenant is a morally informed agreement between two parties to ratify and establish a long-term and mutually affirming relationship. This idea is mostly based on Biblical principles (Fischer, 2010). A covenant protects the rights of its members by protecting the rights of every individual, and mutual accountability and affirmation are key aspects of any covenantal agreement or relationship (Fischer, 2010). Hesed was not only just about love dependent solely on the subject, but was, at the same time, loyalty and duty (Hesed, n.d.). In 2005, Hurricane Katrina became one of the most devastating natural disasters to hit the United States since the landfall of Hurricane Andrew (Ostroff, 2006). When these natural disasters hit, many agencies and organizations find out if they are truly equipped to handle such devastating situations. Finding true solutions versus patching holes, sort of speak, can be a large challenge. Covenant in the Bible deals with care, accountability, and cooperation (Fisher, 2013). Covenant is important when it comes to organizational change because when an organization is facing a change, being cooperative at all levels of the organization is a must for a change to be

Case Study 5 successful. The organization also needs to hold itself accountable for why the change is needed and be honest with the community they serve when change is implemented. Covenant of Ethics Ethics is important when applying good governance and can influence the public’s trust in any level of government. Previous research has identified several factors that can an organization’s standards of conduct, among which leadership’s role has attracted noticeable attention (Downe et al., 2016). Being open and transparent is very important for organizations, and it promotes trust from the public. Within these types of higher-level agencies, such as FEMA, many leaders are not chosen for their ability to identify and fix problems. However, they are chosen because of their expertise in the field or as a spoil of office. Commonly, when a person takes control of these types of organizations, there is little time to make any big changes to how things are done because they must start passing on the agenda given to them and either dismantling or fixing issues from the previous administration. When examining the changes that have swept through FEMA, we see that changes can have lasting implications within more than just the federal level and affect thousands of people’s lives and livelihoods. Performance Evaluation Included in the changes in FEMA that were enacted after Katrina was stopping of the federal government from paying so much property loss after natural disasters. The Bush administration that decided that the state governments should cover the cost of large-scale natural disasters, not the federal government. System theory is the effort to help identify other

Case Study 6 interactions that can shape and hinder your organization's growth (Denhardt et Al., 2014). Identifying these interactions and their effect on the organization is the first step an organization should take to help implement proper changes that will benefit the organization, its employees, and the citizens. An organization's change could have a cascading effect on multiple variables. It could lead to more problems, as seen in how FEMA interacts with other agencies such as OSHA, the environmental protection agency, and other government agencies. Statecraft “The ethical climate of an organization is composed of a set of beliefs about correct behavior and how ethical issues will be handled. This climate sets the tone for decision-making at all levels and in all circumstances” (Androniceanu, 2013). Hiring employees for an organization is important because you are trying to find people committed to your oranization’s values, culture, and goals. These verses found in 1 Timothy are truer than true for statesmen and public administrators, “The saying in trustworthy; If anyone aspires to the office of overseer, he desires a noble task. Therefore, an overseer must be above reproach, the husband of one wife, sober- minded, self-controlled, respectful, hospitable, able to teach, not a drunkard, not violent but gentle, not quarrelsome, not a lover of money. He must manage his own household well, with all dignity keeping his children submissive, for if someone does not know how to manage his own household, how will he care for God’s church?” (ESV, 2016, 1 Timothy 3:1-7). While FEMA nor any other governmental agency is the church, God expects nothing less than a noble, self-controlled, respectful, servant-hearted individual for positions as public administrators. “The essence of human resources management is the ability to obtain, retain, and develop critical human resources and talent” (Melton, 2017). Statesmen should be able to

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Case Study 7 identify when it is time for an organization to change and how to best implement this change for the organization. Statesmen should also be transparent about why the change is occurring, as this will help build trust and help explain to the public on why the change occurred. If transparency had been used before Hurricane Katrina hit New Orleans and surrounding areas, so much loss of life and many effects from the storm could have been avoided. Conclusion Public administration organizations not only answer to employees but also to citizens. “The ability to generate and execute innovative ideas is what separates creative from noncreative leaders” (Menzel, 2015). Natural disasters happen nationwide, and FEMA is there to help train, organize help, and dispatch fiscal aid to all those who are in need if they fall within their help. It is important that whenever FEMA changes that they do so in a way that does not hinder their ability to help during these times, and when a problem occurs and affects their ability to help, they address it and create a new change to fix the problem that was created. A reasonable measure of successful human resources management is absenteeism rate” (Van Dooren, 2012). So much of what human resource management does roles over from the employees to their treatment of the public. “ Process theory predicts that PSM will lead to desirable outcomes when employees can express their prosocial motivations to serve the public at work” (Mostafa et al., 2015). The changes that occurred in FEMA during the Bush administration helped the employees after such a tragic event as Hurricane Katrina. The organization could not cover every aspect of assistance, as was the case in 2005 in Louisiana. The state and local levels held much accountability for bad decision-making and poor leadership for years before Hurricane Katrina ever made landfall. Organizational leadership requires transformational leaders who accomplish change that brings the organization to a statesmanship model. In turn, a transformational leader

Case Study 8 will inspire employees with a new vision, encourage them to work towards that vision, and encourage them to be a part of that vision.

Case Study 9 References (2021), American society for public administration code of ethics. Public Admin Rev , 81: 360- 360. https://doi.org/10.1111/puar.13386 Androniceanu, A. (2013). Ethical values and the human resources behaviour in public management. Administratie Si Management Public, (20), 49-61. https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/scholarly- journals/ethical-values-human-resources-behaviour-public/docview/1418200003/se-2 Denhardt, R. B., Denhardt, J. V., & Blanc, T. A. (2013). Public administration: an action orientation (7th ed.). Cengage Limited. https://mbsdirect.vitalsource.com/books/9781305561953 Downe, J., Cowell, R. and Morgan, K. (2016), What Determines Ethical Behavior in Public Organizations: Is It Rules or Leadership?. Public Admin Rev, 76: 898- 909. https://doi.org/10.1111/puar.12562 English Standard Version . (2016). ESV Online. https://www.esv.org . Fischer, K. (2010). A biblical-covenantal perspective on organizational behavior & leadership. https://digitalcommons.liberty.edu/gov_fac_pubs/523/

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Case Study 10 Hesed. Hesed – Yahweh’s covenantal relationship towards his servants. (n.d.). https://teleiosministries.com/hesed.html. Melton, E.K. and Meier, K.J. (2017), For the Want of a Nail: The Interaction of Managerial Capacity and Human Resource Management on Organizational Performance. Public Admin Rev, 77: 118-130. https://doi.org/10.1111/puar.12611 Menzel, D. C. (2015). Leadership in Public Administration: Creative and/or Ethical? Public Integrity , 17 (4), 315–318. https://doi.org/10.1080/10999922.2015.1065113 Mostafa, A.M.S., Gould-Williams, J.S. and Bottomley, P. (2015), High-performance human resource practices and employee outcomes: the mediating role of public service motivation. Public Admin Rev , 75: 747-757. https://doi.org/10.1111/puar.12354 Ostroff, F. (2006, May). Change management in government. website: https://hbr.org/2006/05/change-management-in-government Urbano, R. C. (2014). Public administration ethics: james svara’s model. Journal of Human Values, 20(1), 7–17. https://doi.org/10.1177/0971685813515604 Van Dooren, W., De Caluwe, C., & Lonti, Z. (2012). How to measure public administration performance. Public Performance & Management Review, 35(3), 489–508. https://doi.org/10.2753/PMR1530-9576350306

Case Study 11 Voet, J. (2016). Change leadership and public sector organizational change: examining the interactions of transformational leadership style and red tape. The American Review of Public Administration , 46(6), 660-682. https://doi.org/10.1177/0275074015574769