Analyze the underlying social, psychological, and cultural forces that impact safety and security considerations in public sector human resource management. The best action to avoid the unproductivity of an employee or engaging in the disciplinary process is to avoid hiring such an employee in the first place. The fact is we seldom get that chance in government. Many times placements are conducted out of need and funding might require mass hirings. Such has been the case throughout the history of government. Managers find that they do not have time to baby sit employees. Time is limited and human resources are often over extended. It is often difficult to follow the unproductive employee from stage to stage as the employee violates the code of conduct. It is a drain on time, energy, and emotional capital. Many have been successful placing unproductive or problem employees on what is known as a turkey farm or in travel status to get them out and away from the working organization. The turkey farm is simply a term used to describe an assignment that offers little opportunity for the employee to create much substantive damage to the organization until such time that the agency can find what to do with them. Travel and training status is also valuable, but it does drain organizational resources. Most managers admit that they would far more favor terminating an ineffective employee as early as possible rather than follow a disciplinary track that will ultimately end in termination. Some managers have had success in helping employees to leave the organization to serve some other workplace perhaps more suitable. This has been done by working with Labor and Employee Relations to coordinate the employee’s positive exit. It is important that in most governments such action is not possible without careful skill and planning. Many organizations seek to follow the hot stove rule. They look to provide a warning “heat” and then burn indiscriminately without prejudice or favor. This places added emphasis on the need for following a progressive disciplinary track. A key requirement in all actions for both human resources and managers is documentation. Let’s look at the following case study for analysis and determine the steps we will take. The Rotten Apple: A Case Study Pretend an individual has engaged in a series of behaviors that has placed the organization at risk. Use the list below and evaluate the best approach in responding to each of the following behaviors. Describe the discipline track you would use to correct this employee’s behavior and produce a paper describing your actions in dealing with the given situations. Please identify the issues you believe that place the safety and security of the institution in jeopardy. Explain how a series of behaviors might result in successive discipline demonstrating the hot stove rule and concept of demonstrating warning, and burning (punishment) indiscriminately (without favor). Coming to work late Failure to .

1. Analyze the underlying social, psychological, and cultural
forces that impact safety and security considerations in public
sector human resource management.
The best action to avoid the unproductivity of an employee or
engaging in the disciplinary process is to avoid hiring such an
employee in the first place. The fact is we seldom get that
chance in government. Many times placements are conducted
out of need and funding might require mass hirings. Such has
been the case throughout the history of government. Managers
find that they do not have time to baby sit employees. Time is
limited and human resources are often over extended. It is often
difficult to follow the unproductive employee from stage to
stage as the employee violates the code of conduct. It is a drain
on time, energy, and emotional capital. Many have been
successful placing unproductive or problem employees on what
is known as a turkey farm or in travel status to get them out and
away from the working organization. The turkey farm is simply
a term used to describe an assignment that offers little
opportunity for the employee to create much substantive damage
to the organization until such time that the agency can find what
to do with them. Travel and training status is also valuable, but
it does drain organizational resources. Most managers admit
that they would far more favor terminating an ineffective
employee as early as possible rather than follow a disciplinary
track that will ultimately end in termination. Some managers
have had success in helping employees to leave the organization
to serve some other workplace perhaps more suitable. This has
been done by working with Labor and Employee Relations to
coordinate the employee’s positive exit. It is important that in
most governments such action is not possible without careful
skill and planning. Many organizations seek to follow the hot
stove rule. They look to provide a warning “heat” and then burn
indiscriminately without prejudice or favor. This places added
emphasis on the need for following a progressive disciplinary
track. A key requirement in all actions for both human resources

2. and managers is documentation. Let’s look at the following case
study for analysis and determine the steps we will take.
The Rotten Apple: A Case Study
Pretend an individual has engaged in a series of behaviors that
has placed the organization at risk. Use the list below and
evaluate the best approach in responding to each of the
following behaviors.
Describe the discipline track you would use to correct this
employee’s behavior and produce a paper describing your
actions in dealing with the given situations. Please identify the
issues you believe that place the safety and security of the
institution in jeopardy. Explain how a series of behaviors might
result in successive discipline demonstrating the hot stove rule
and concept of demonstrating warning, and burning
(punishment) indiscriminately (without favor).
Coming to work late
Failure to respect safety rules
Sexual Harassment
Playing a practical Joke on the Supervisor
Using derogatory and racial slurs in communicating with
coworkers
Falsifying leave reports
Using the government credit card to fill the employee personal
vehicle
Stealing from a fellow employee
Using a fellow employees computer password to sign on to the
office computer
Accepting a bribe
Threatening the life of a co-worker
Failing to wear proper attire
You will be looking at the following choices for actions:
Termination
Letter of reprimand
Verbal Counseling
Administrative Leave (without pay)
Administrative leave (with pay)

3. Sensitivity training
Reassignment
Please describe what redress of grievance procedure the
employee might have in responding to the actions of the
organization. Follow all APA guidelines, subheadings, page
numbers, abstract and use at least 3-5 peer reviewed references
and utilize citations.