Expert answer:Public management paper
Expert answer:See attached file. Among the 10 topics to be included in the paper, I would like numbers: 23, 15, 16, 22, 19, 5, 10, 3, 11, 14 Honestly, I’ve have been suffocated with too much work this semester and thats why I’m making this request. I’d appreciate the help
guidelines_for_the_final_paper.docx
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Final Examination Paper
Assignment: After reading the case study on page 3, write a 8-10 page
double-spaced typed paper addressing the following items:
1. Identify key issues for the employer, manager and/or employee that
are unaddressed and/or need to be resolved;
2. Identify and describe how the issue can be resolved using a specific
human resources concept, theory, tool or policy; Several concepts
and/or theories used in public personnel are listed below
3. Your paper must include a minimum of 10 of the issues listed below.
There may be other human resources issues other than those listed
below.
4. Conduct research to identify what scholars have reported on this
topic or similar issues. A minimum of 15 sources must be included
in your bibliography.
Format: The paper must include the following:
•
•
•
•
A cover page (Title, name of the course, professor’s name and date);
Numbered pages
Double-spaced and typed pages
Bibliography
1
Final Examination Paper
Topics to be covered in the paper
1. Dress code
2. Time and attendance (i.e., lateness, absenteeism, returning to work
late from lunch, etc.)
3. Adhering to your work schedule and office hours, lunch periods, etc.,
4. E-mail, Internet and cell phone use
5. Employee grievances
6. Sick leave
7. Maternity and paternity leave
8. Family Medical Leave Act (FMLA)
9. Alcohol and drug use
10.
Personal relationships between employees
11.
Conflicts of interests
12.
Theft of intellectual property
13.
Americans with Disabilities Act (ADA)
14.
Hiring and Promotion
15.
Disciplinary Actions
16.
Smoking in the workplace
17.
Harassment
18.
Safety and Risk Management
19.
Unemployment benefits.
20.
Training and Development
21.
Equal Employment
22.
Background checks
23.
Personal relationships between employees and customers
24.
Health Insurance Portability and Accountability Act (HIPPA)
25.
Employee Appraisals
Requirements: The paper must be a minimum of eight (8) pages without
the cover page and bibliography.
2
Final Examination Paper
Case Study: A Cushy Ride while it Lasted
For 15 years, New York University received a grant from the New York
Department of Social Services. The purpose of the grant was to provide
outreach, life skills training, financial literacy, transportation benefits and
job search and readiness training to low-income fathers who were seeking
to become self-sufficient. The fathers received public assistance benefits
from the City.
The Department of Social Work at New York University administered the
program on behalf of the University. A faculty member in the Department
of Social Work served as the Director of the program. The grant funded
the salaries for several full-time positions including a Supervisor, licensed
social worker, Psychologist, two nurses, seven Case Managers, two Staff
Assistants and five student interns.
Each of the employees working under the grant received full-time benefits.
Like other University employees, individuals working on a grant were
considered to be full-time regular employees. University employees
received remitted tuition and retirement benefits. Employees working on
granted were not offered remitted tuition and retirement benefits.
The grant period was from October 1, 2015 through September 30, 2016.
Employees were employed as long as there was grant funding. The grant
specified that the University serve 1,500 low-income fathers. The
Department of Social Work sent referrals to the program. The University
did not have to recruit customers for the program.
The interns conducted the intake for each of the customers. The interns
prescreened each father for mental health and behavioral issues and other
health issues. Additionally, the interns would identify the need for any
services.
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Final Examination Paper
Once the fathers were assigned to a Case Manager, an individual
responsibility plan (IRP) was developed for them. For individuals seeking
to complete their general equivalency diploma (GED), they were referred
to an adult education vendor. All fathers received transportation fare cards
to go back and forth between office visits, job search activities and medical
appointments.
The Case Managers were located in two different buildings on campus.
The Case Managers were responsible for ensuring that the fathers accessed
needed services. Case Managers verified that each father had conducted a
job search on a weekly basis. The Case Manager did not track the number
of fare cards given to each of the customers on their case load.
The Case Managers were required to write case notes about each father in
their file and conduct follow. The Supervisor was responsible for checking
each Case Manager’s notes on a weekly basis. The Supervisor checked for
accuracy and grammatical errors.
English was not the Supervisor’s first language. The supervisor had a very
thick accent which made it difficult for customers and staff to understand
him. The Supervisor would often attend meetings off site that he did not
report to the Director or the staff members. When asked about it, the
Supervisor would respond that he had a medical emergency. The
Supervisor never reported this to the Director unless he was questioned.
The Supervisor took old equipment old rather than disposing it as required
by the University. He maintained the only key for all computer equipment.
The Case Managers wore flip flops, jeans with holes, piercings, tattoos and
highlights in their hair. During breaks, several of the Supervisors would
stand outside of the entrance to the program smoking with some of the
customers.
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Final Examination Paper
Often the conversations include profanity and offensive language. Some
Case Managers conducted their meetings while smoking with the
customers and later reported that they had conducted a weekly meeting
with the customer.
When the employee’s received their appraisals, they all received superior
ratings.
At the beginning of November 2015, a new Director was appointed to the
program. Several changes were implemented to ensure transparency and
accountability among the staff.
• The first change included sign-in procedures. All staff were required
to sign in at one central location.
• The second change required all staff to complete the mandatory
reporter training course. This affected their performance reviews.
• The third change was for staff to report any conflicts of interest
between them and vendors that were working with the program.
The Director identified two Case Managers with familial relationships with
vendors associated with the program. The two staff members did not
openly report their relationships with the vendors.
The Director ceased all contracts with one vendor and placed another
employee in a different role on the grant.
At the end of the fiscal year, there was lapse in getting the grant renewal
expedited in a timely manner. The employees were terminated and did not
know when they would return to work.
The Human Resources Department issued termination letters to each of
them. The HR team counseled them on benefits and using the time off to
participate in professional development training.
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Final Examination Paper
The employees returned after one week. Upon their return, the employees
requested information from HR about unemployment benefits and being
paid for the time when they did not report to work.
The University stated that the employees would not be paid for the period
of time for which they did not work. Furthermore, the HR team indicated
that none of the employees would receive unemployment benefits.
Human Resources also determined that the employees would no longer
receive retirement benefits although the grant included enough funds to
cover the expense.
The staff continued to question the HR team regarding their
unemployment benefits. Furthermore, the Director decided to restructure
the organization and requested each staff member to reapply for their
position.
6
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